Middle managers are the Rodney Dangerfield of business. They get no respect. Despite the critical role middle managers play in translating leadership’s goals into plans frontline workers can understand, they are rarely involved in early strategy discussions. The tendency to exclude middle managers from the goal setting is particularly dangerous in mergers and acquisitions, where translating a deal’s vision into actionable steps is critical to execution. When we recognize the value of involving middle managers in deal due diligence, perhaps we will finally make their early inclusion a common practice for M&A.
Read Jennifer’s full article on Forbes as she looks at:
- Why Middle Managers Are Rarely Included In Due Diligence
- How Can We Include Middle Managers Without Jeopardizing The Deal?
- Pressure-Testing Deal Synergy Assumptions And Execution Plans
- Translating Deal Vision Into Effective Communications And Action Plans
- Positive Influence On Employee Engagement And Company Culture
