This is really where the grunt work has to take place. It's going to be difficult keeping everybody on track. There is a certain excitement associated with the beginning of a merger. There is a sense of accomplishment and conclusion at the end. What you often see, as the new culture of the merged institutions begins to take shape, is a culture of resistance.
People start to put up little roadblocks all over the place.
That's a long time from now, notes Appelbaum. Hire some experts to help out business consultants with expertise in assisting mergers. And be honest with staff. Managers have to try to keep staff focused on the end goal, but they have to show sympathy for the staff's concerns as well. It is a complex and difficult process.