Mark,
You were certainly right. 10 inches of hyperactivity.
The relationship with the new boss is rather good. He's very up-front and a good delegator. There has been a bit of a twist. My division is essentially being contracted out to an outside company. The staff will be retained (if they wish) under the new company. I've been asked to lead the search for the new company – which I am very thankful for.
We're nearing the point of decision and have two strong prospects. I've having difficulty making my recommendation. Company A has a strong corporate structure is well organized, nationally recognized, and relatively ok to work for. The main down side here is the area manager -- the person that I will be reporting to -- will not be a good fit with my style, the personalities of my directs, or the direction the company wants to go.
Company B is not as well organized, and a little more difficult to work for, but the area management team is more in line with the staff and company goals.
So, all other things being equal, which way do you go? Company A (good corporate structure, strained relationships) or B (weaker corporate structure, better relationships)?
Thanks in advance.
Company Transition.
I'm not sure I follow you. Is this part of another thread that I've forgotten?
Mark
Company Transition
Mark,
I apologize. It was in response to another post that you had commented on. I don't know what I was thinking when I started a new thread instead of posting a reply. This was mainly a continuation of the story. Thanks for your reply. Your comments were:
"When I work with clients during mergers or acquisitions, and/or reorgs, I draw them a graph of what the organizational climate looks like.
It starts out as a flat line, then SUDDENLY GOES CRAZY, like a heart monitor going from dead to one million beats a second. Like a Richter scale during a BIG earthquake. If I'm drawing on flip chart, I draw about one inch horizontally (pre-change), and then about ten inches of hyperactivity.
They all laugh, and agree.
Then I tell them I am going to draw a GOOD transition. One that's planned, that has input from stakeholders, etc.
It too starts with a one inch horizontal line....the SUDDENLY GOES CRAZY, like a heart monitor going from dead to one million beats a second. Like a Richter scale during a BIG earthquake.
Only this hyperactivity lasts for about 5 inches, not 10.
You're on inch one or two, maybe three.
Patience for now.
Check back in middle of October. "
Company Transition.
Classic! Now the first line makes TOTAL sense to me. I swear I thought I had had a little mental earthquake and was about to be told, "I can't believe you don't understand this!" Thanks for the update.
I guess I feel like that's VERY little information upon which to base a decision. Why would your division - it is being sold, right? - why would your division's direction matter a great deal? If you're being bought...
I keep reading this, and keep feeling like I don't have enough information...
Mark
Company Transition
Mark,
Our company is a Health Care Organization. We offer medical services, nursing, rehabilitation, social services, counseling, nutrition services, etc. My Division isn't being sold or bought. Essentially, the Division's employees will work for and be managed by either Company A or B and continue to provide services on behalf of the Organization. The Organization will continue to bill insurances, and receive revenue based on the services provided by my Division, and Company A or B will essentially charge an hourly rate to the Organization for the services rendered. The proposed outcomes obtained and rates charged are essentially equal for Company A and B
"why would your division's direction matter a great deal?"
The operations of my Division determine about 1/2 of the annual revenues of the Organization.
The challenge with Company A will be the interface between my Division and Company A. Once we get past that level, things are sound.
The challenge with Company B will be the Organization itself. The people are all very good, there are simply not as strong programs in place within this Company.
To boil it down, this is how I see it.
Company A is like buying a very good car and expecting it to run smoothly most of the time. Knowing up front that when we do take it in for service, we're going to run into some hassle at the service department.
Company B, you will end up in for service somewhat more, but when you are there, you will be well taken care of.
Thanks for your help. I apologize it took me this long to get the details out.
Enter Company C
We've interviewed company C this week.
They are a good fit to the culture of our company. Good people, high standards, reasonable approach, documented outcomes. From my view (bottom up, I guess) they are a good fit. Top management in my organization, however, has some concerns (I have not learned what yet). Expect to find out in the beginning of next week.
Thanks