Before the meeting, they need to rid themselves of any petty jealousies, turf wars or ego involvement that will jeopardize the success of the message. A unified approach is the key to a successful meeting as well as subsequent results. At the Monsanto meeting we suggested that a rotation of different key managers as emcees for each day. It demonstrated a team approach and allowed each manager the chance to weave his or her personality and insights into the meeting. The key to the merger meeting is the ability of the audience to see and hear from senior management, particularly from the corporate office.
Panel discussions are critical.
Mix sales people and management in arranged dinner seating. And make sure that senior managers don't huddle together during breaks. One of the most difficult events to bring together during the first year is the awards and recognition programs that have had histories and traditions prior to the merger. Remember, accomplishment and the recognition of their successes drive sales people. Even if you have to present two separate ceremonies to recognize the sales people from their respective companies, do it.