Charging Back Up The Hill: Workplace Recovery After Mergers, Acquisitions, And Downsizings

Just as organizations have survived other recessions, they will come through this latest one-but they will need help to recover from it. In this book, acclaimed author and consultant Mitchell Marks offers the wisdom drawn from his many years of experience in helping organizations weather and manage the storms of mergers, acquisitions, and downsizing. Marks shows senior executives, team leaders, HR directors, and consultants how to get jaded employees back on track, carry them through the transition, and motivate them to perform at their best. He provides comprehensive guidance on "transition management," explaining how to approach the new and create a context for recovery. And he details how to revitalize the entire organization-the individual spirit, teams and their performance, and organizational systems.
Mitchell Lee Marks (San Francisco, CA) is an independent management consultant specializing in helping firms plan and implement mergers, restructurings, and other transitions. He also consults in areas of CEO coaching, senior team development, HR development, and corporate culture. Previously, he was senior director at Delta Consulting Group and national chair of the HR Management Practice Group at William H. Mercer, Inc.

Mitchell Lee Marks leads JoiningForces.org in San Francisco and San Diego, which specializes in advising executives on managing mergers, restructurings, and other transitions; building team effectiveness; and developing organizational cultures to achieve desired financial and strategic objectives. Marks has worked with numerous organizations, including AOL, BP Amoco, Intel, Pfizer, Bank of America, and Blue Shield of California. Marks is the author of several books and articles, including Joining Forces: Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances (Jossey-Bass, 1998).

Preface.

The Author.

Part One: The Costly Impact of Transitions on Organizations and Their People.

1. Organizational MADness.

2. Unintended Consequences of Business Transitions.

Part Two: Laying the Groundwork for Workplace Recovery: Understanding How People Adapt to Transitions.

3. The Opportunity and the Challenge.

4. Individual Adaptation to Transition.

5. The Realities and Requirements of Workplace Recovery.

Part Three: The Four Elements of Workplace Recovery.

6. Empathy.

7. Engagement.

8. Energy.

9. Enforcement.

Part Four: Solidifying the Context for Workplace Recovery.

10. Leading and Managing Workplace Recovery.

Selected Bibliography.

Index.