In today’s business landscape, acquisitions and mergers are commonplace, with new partnerships emerging almost weekly. Yet, unlike the fairytale endings we read as children, many of these mergers fall short of a “happily ever after.” Why? While financial and legal due diligence is often meticulously executed, the human element is overlooked. This gap in planning can prevent the successful merging of two organizations.  Key Human Elements in Mergers: Addressing Potential Barriers to Integration Several human factors are  critical to the success of a merger and should be thoroughly evaluated and strategically aligned before formalizing the partnership. Several come to mind, and they can all derail the integration of the individual organizations into a new whole if not thoroughly vetted and a plan put in place to address the inconsistencies. 1. Organizational Culture: Cultural alignment is essential. If the merging organizations’ cultures are incompatible, one party may dominate...

Know When to Hold ‘Em “You’ve got to know when to hold ‘em Know when to fold ‘em Know when to walk away And know when to run” With credit to Kenny Rogers, who resembles my friend Frank Hurtte—I believe they once shared the same barber—I think of Kenny’s song “The Gambler” when faced with potential clients or customers that raise a red flag.  Parents, teachers, and mentors have likely told you to trust your gut. Sometimes it’s better to collect data and use it in combination with your gut instinct. Either way, when you are staring at a potential problem customer and your gut is raising the red warning flag, don’t ignore it. There are some folks out there that are simply not a good fit for you or your organization. Let’s unpack those various hands you might be dealt. 1.) High-Maintenance Mike:  Mike is not a good ole’ boy, Mike is a demanding toddler. He wants his part numbers and bin numbers on all his packages, he wants same-day delivery, he wants extended payment terms, a...

For years we've discussed the reasons for joining trade associations and the benefits of attending association meetings: Attending these meetings is essential for building valuable connections, staying updated on industry trends, and enhancing professional growth.  These gatherings offer unique networking opportunities, access to exclusive insights, and skill-building sessions led by industry experts.  Being active in associations also strengthens credibility and influence within the field, making it a powerful way to stay competitive and inspired. (It's a great way to get out of a funk or selling drought.) Plus, they're a heck of a lot of fun! You can count on off-site adventures and cocktail hours to keep things interesting. Plus, I've made some lifelong friends along the way. Most recently, I had the honor of attending the AHTD Fall Meeting. If you missed it, here is a quick video recap with Nikki Gonzales  from the Automation Ladies Podcast. Frank Hurtte is a huge ...

Like all of us, I have politics on the brain—my text messages and spam calls have been reminding me about the election for weeks! However, we can learn a few valuable lessons from politicians, which apply to trade shows and conferences.  Yes, it’s trade show and conference season. While some folks are busy counting down the days to Christmas, others are looking down the road and realizing the NAED Eastern meeting is coming up in January. It is not advisable to do all your holiday shopping on December 24, just as waiting until early January to prepare for the upcoming conference is unwise. Let’s discuss the best practices for trade shows and conferences so you aren’t doing the last-minute scramble.  Job 1: Plan and Strategize Job 2: Network and Take Notes Job 3: Follow up Job 4: Debrief your team Start planning early. Your conference is in January, in this example, so you had better start planning in October or early November. 90 working days before the event is the ideal time ...