The question.

• Author: Hirsch, Stewart
• Position: Ask the Authorities

My 125-lawyer firm is about to merge with a slightly larger firm. I'm the marketing director--how do I survive this?

Linda Hazelton

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First, don't "bleed power." Keep what you want firmly in mind; don't emphasize what you don't want. Calmly and confidently create a plan for the first 90 days. Quickly learn all you can about your merger partner--staff counterparts, shared clients, industries, and prospects. Compose a checklist of action steps, noting the rationale for each. Management may want to be sure the trains will run on time before they think about the next grand program. Your plan should cover all the basics and the next strategic actions.

Clients are often neglected during a merger while inter and intra-firm politics are addressed. Analyze the client base(s) and focus on the 20 percent that bring in 80 percent of revenue. How will the merged firm show them that service will only improve?

Be ready to showcase your strengths--"here are my thoughts regarding next steps;" offer examples of your prior work, as appropriate. Don't be defensive; do be prepared.

Be sensitive to communication styles and personalities. Listen, observe and adapt. Model for others, through your own behavior, how a gracious and savvy professional acts. No matter what happens, it will be important for you to know that you have done your personal best to create a great outcome.

Linda Hazelton consults on business and organizational development matters. She served as chair for LMA's R&D Committee and was previously a member of LMA's Board of Directors. Hazelton can be reached at www.lindahazelton.com.

Steve Nelson

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A merger is a great opportunity for a skilled marketer to illustrate the value that he or she brings to the table. Beyond the obvious challenges that arise with to public relations, branding and integration, a merger practically begs for a de facto "key client" program. Most mergers involve at least some clients in common, and having a seamless transition is critical to maintaining those relationships. But beyond that, there are immediate cross-sell opportunities for virtually every significant client of each of the merging parties.

As the CMO or marketing director, it's essential that you conduct a crash course on your counterpart's brand, its strengths and weaknesses, and its client base. Ask to be a member of the integration committee, and be ready to explain why your role is essential.

Finally, don't think...