During a merger, senior managers may be tempted to dictate strict
assignments or hire consultants to do the heavy lifting. But that
approach denies top leaders the chance to let their managers grow and
develop. What's more, sticking with leaders already in place is the best
way to build a team that can make the most of the new organization that
will emerge. Companies can maximize the growth opportunities inherent
in a merger by developing three specific leadership areas. The first,
getting everyone on the same page, is best accomplished by drawing up
what the authors call a "merger intent" document to clearly outline
what's expected of everyone on both sides of the deal. The second,
executing with discipline, involves putting people with high potential
into critical short-term roles and letting them strengthen their
abilities. It also involves setting immediate, challenging goals for
teams in an attempt to boost achievement. The third leadership area,
building an A-team, directs top managers to conduct an overall
assessment of the talent available on both sides of the deal and create a
team that reflects the best of the best. The integration process can be
emotional and difficult. Giving up-and-coming leaders the chance to
perform under pressure, however, will yield leadership dividends sure to
benefit firms for years to come.