In my experience, communication that their contributions will remain intact is most important. If management does not believe on Day 1 that they will still have a voice in the entity that comes out of the merger/integration, they will not buy into the activities needed to make the integration successful. Add onto this the reality that most of the strength of a company often comes from its middle management, buy in of these managers is so important to establish. In fact, I would venture to say that working to ensure middle managers see themselves as builders of the original company, but also builders of the new company, could be the most important factor on Day 1.
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