Interclean Memo Your Managerial and Leadership Role

Interclean Memo Your Managerial and Leadership Role in Merger with EnviroTech Management Team With the merger completed with EnviroTech, I wanted to take this opportunity to remind our team how we can be a strong catalyst of continued growth of the combined companies, concentrating on making the most of our shared expertise. For our combined companies to excel, each of you will need to take accountability and responsibility for making the transition as successful and swift as possible.

Included in this memo are recommendations for ensuring the transition from two separate organizations to a unified, powerful force in our industry is possible -- and is each of our responsibility to make happen. We can be the best in the industry at our roles, we need to look at the merger as the platform for accomplishing that. With these thoughts in mind, I recommend the following guidelines and insights into best practices of managing the transition to a unified organization.

First, look to create a unified strategy of information sharing and knowledge transfer with your new peers and for several of you, your new subordinates. I want to remind those who will have Envirotech employees reporting to them that knowledge transfer enabled by managers helps to transform organizations and creates trust faster than any other strategy (Liu, Phillips, 2011).

Concentrate on all aspects of knowledge transfer, from the areas of our aspects of the industry and our value chain to the specifics of our procedures and strategies internally for getting work done. Concentrate on this aspect of management and leadership, overcompensating in this area for continual inclusion of the new employees as well. Also included in this approach to defining our go-forward strategies, look to set up the new Envirotech employees to win quickly in their new roles.

Set them up to win and respect their unique strengths, develop the ability to apply their most innate strengths into the challenging assignments and tasks your teams are working on. I would like to remind each of you a true transformational leader is one that can both assign challenging, often complex tasks while also creating organizational commitment in the process (Ismail, Mohamed, Sulaiman, Mohamad, Yusuf, 2011).

Third, each of you has a passion for continually learning and also ensuring your teams are up-to-date with the latest state-of-the-art techniques and frameworks available in our industry. Concentrating on ensuring the new employees in the merger from Envirotech are given every opportunity to gain this training will also provide you a solid foundation in terms of your leadership credibility as well (Walumbwa, Hartnell, 2011).

Many of our internal studies of employee and customer satisfaction indicate the approaches we've taken as a management team to infuse autonomy, mastery and purpose into our teams continues to also be a best practice in management. Studies of the role of transformational leaders in creating teams that value and promote autonomy, mastery and purpose outperform those managed through short-term rewards offered by transactional approaches (Kirca, Hult, 2009).

Our merger then needs to be anchored in management behaviors that nurture and grow these areas of transformational leadership -- we need to each step up and be transformational in our approach, and this includes our behaviors as well. I would like to remind each of you that these employees have an entirely different cultural context, both from an organizational standpoint, and for some, an ethnic cultural; difference as well. Please look at this merger as an opportunity to perfect your leadership skills as a global leader.

In one way you are fortuitous as the merger forces our company and your teams into a more global context. You get the experience of managing different cultures and in some cases nationalities without having to move. That said, pay careful attention and have awareness fo the culture differences in our company and for those employees form other nations, their cultures. A helpful reference site is the one created by Dr.

Geert Hofstede (http://www.geert-hofstede.com/) that has an online configurator for the Five Cultural Dimensions Model he created (Hofstede, McCrae, 2004). User this model to gain insights into how your national culture compares to those from the other nationalities involved in the merger. Concentrating on these differences and creating unique opportunities for these employees to excel will do much to ensure a smooth merger.

Keep in mind as managers and leaders in InterClean every word and action will be amplified and potentially misread, as anxiety is high over the merger right now and employees are still anxious about their roles. Concentrate on being culturally aware and sensitive to the needs, perceptions and perspective of the new employees from Envirotech. Spend one-on-one time with them and seek to help them excel in their new roles.

Your task is to both serve as a leader and also a catalyst of making the merger a success by being a trusted advisor to these new.