{ "item_title" : "Mergers & Acquisitions", "item_author" : [" George Zelina "], "item_description" : "The practical, honest guide for managers and team leads living through a merger or acquisition: what to say, what to do and what to watch for, from announcement day to the end of the first year.The email arrives: Today we are excited to announce... By lunchtime your team has read it too. They want to know if their jobs are safe, who their boss will be and what will change. Often you don't know either.This revised 2026 edition is a new book, rewritten from the first page. It skips the famous-failure lists and gives you the words, checklists and plans to keep your team working, keep your best people and keep your own footing while the big decisions are still open. Every statistic is checked against its original source, and the sources are listed at the back.Inside you will find: - The plan on one page: twelve moves for a manager in a merger, and the order to start them in- The first 24 hours: a word-for-word script for announcement day, the question log, and what never to promise- Communicating when you don't know: the three-part update, a weekly template, and honest answers to the seven questions every team asks- Your first 100 days: a stabilize, connect, build plan with a worked example, plus a decision log and a day-one readiness check for integration leads- Keeping your key people: who you can't afford to lose, the stay conversation, and what retention bonuses can and can't do- Two cultures, one team: a one-hour culture-map session, keep / drop / build, and what the Daimler-Benz/Chrysler and Disney/Pixar deals teach managers- Process changes without chaos: the change card, pilots, follow and flag, and why performance dips before it improves- Dissent and hard conversations: telling good-faith pushback from sabotage, and what to do when you disagree with leadership- Layoffs handled humanely: fair selection, the notification conversation, what not to say, and the people who stay- Bringing two teams together: shared goals, a team charter session, shift and remote teams, and a five-question pulse check- Looking after yourself: your own job question, a one-page plan B, and the signs of burnoutFor managers in the company being acquired, managers on the buying side, integration leads, HR business partners and frontline supervisors.General guidance, not legal advice: the book tells you when to bring in HR and legal.Book 1 of The Human Side of Business. Also in the series: Workshops That Matter (planning and running workshops people remember) and Step Back to Leap Forward (a practical reset for burnout).", "item_img_path" : "https://covers3.booksamillion.com/covers/bam/1/54/950/608/1549506080_b.jpg", "price_data" : { "retail_price" : "14.99", "online_price" : "14.99", "our_price" : "14.99", "club_price" : "14.99", "savings_pct" : "0", "savings_amt" : "0.00", "club_savings_pct" : "0", "club_savings_amt" : "0.00", "discount_pct" : "10", "store_price" : "" } }

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