| Situation: A newly formed organization resulting from | | | | Intervention: We were called in to meet with the CEO |
| the merger of two technical companies in a large town | | | | of the technical company to discuss the failure of his |
| in New Jersey hired Sandy as a new manager. This | | | | new female manager to be effective. We detailed the |
| newly formed organization kept all of the former | | | | issues of her lack of effectiveness and I interviewed |
| employees and clients from both former companies | | | | the manager, Sandy. Needless to say, she was a bit |
| because the joint owners did their homework. They | | | | annoyed that I was called in to look at her |
| informed all the clients and employees of the former | | | | effectiveness. The result of the meeting with the CEO |
| companies about the merger months ahead of time, | | | | and Sandy produced the following results. |
| did press releases with the community and let their | | | | Results: Sandy detailed for me, in writing, what she had |
| vendors (they shared several of the same ones) | | | | been experiencing. She wrote without emotion. I asked |
| know of the upcoming merger. Sandy started two | | | | her opinion of why the issues had happened in the first |
| months after the merger and her position was to be a | | | | place. She was able to articulate her answers in a |
| working manager with supervisory responsibilities for | | | | way that proved to be a positive for herself, her |
| the technical staff that was a combination of staff of | | | | subordinates and a leadership lesson for her fellow |
| the two previous companies. Sandy was the only | | | | managers and CEO. With her help, we were able to |
| woman in the organization, other than the receptionist. | | | | identify the following:o Silos in sections of the |
| Sandy was the ONLY new manager hired after the | | | | organization developed because communication was |
| merger and the only person who was not an | | | | not developed to address the entire new organizationo |
| employee of the former organizations. Sandy did very | | | | How the two former companies were still acting as |
| well in her interview, having several years experience | | | | separate entities and why that was hurting business |
| as a successful supervisor and excellent technical skills. | | | | development and communicationo The lack of |
| Several weeks after joining the company, Sandy | | | | integration of new employees in both companies and |
| became highly stressed because she could not get | | | | how it had become a practiceo How to effectively |
| people to listen to her or respond to her direction. She | | | | integrate a highly qualified female into the organization |
| was never invited to lunch with the managers or the | | | | so that other hiring and interviewing would no longer be |
| technicians. Most of the time, in meetings, she was | | | | gender-basedo How reviewing the technicians |
| asked to take the minutes of the meeting. If she made | | | | assignments to customers could be streamlined easily |
| a scheduling decision for the technicians to visit | | | | and effectively |
| customer sites, many times the technicians were pulled | | | | The managers and CEO of this newly combined |
| from the customer and sent to other urgent situations | | | | organization were lucky that Sandy was as open and |
| without her knowledge or approval. No one ever | | | | flexible. They could have easily lost her talents |
| formally introduced her to the entire organization. Most | | | | because of their lack of integration and listening. The |
| clients and vendors thought she was a new secretary | | | | communication doors were opened by this situation. |
| and would refuse to speak with her or listen to her | | | | However, in many other situations, the new manager |
| solutions. Her attempts to meet with her boss were | | | | just leaves and no one ever is the wiser. Does this |
| tempered with other emergencies and the meetings | | | | situation sound familiar to you? |
| never happened. | | | | |