SPA on The Cranky Middle Manager Show

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This entry was posted on 4/2/2007 3:10 PM and is filed under Management Practices, Human Resources, Writing and Communication Skills.

March 26 press release:

Corey Sherman, co-managing partner of Strategic Planning Associates, LLC is this week's featured guest on The Cranky Middle Manager Show.  Host Wayne Turmel interviews Corey about Reorganize THIS!, his recent post on the Strategy Blog, and other matters related to surviving corporate mergers and acquisitions.  The show is currently available for download or audio streaming, and will remain accessible for several weeks.

The Podcast Network is the world's largest independent podcast distributor, and The Cranky Middle Manager Show has long been one of its most popular offerings.  The weekly program is well-regarded for its "irreverent but insightful look at the world of middle management.  Host Wayne Turmel vents, offers humorous commentary, and talks to the smartest people in the field — about management techniques, career strategies, and just keeping it together day after day.  If you ever feel stuck between the idiots that make the decisions and the morons who won't do as they're told, this is the show for you."

In addition to being a successful podcast host and corporate trainer, Wayne is an accomplished (and entertaining) author.  His book, A Philistine's Journal — An Average Guy Tackles the Classics, is both enlightening and funny.  You can learn more about the Journal at Wayne's site and Amazon.

Corey's company, Strategic Planning Associates, LLC, is an independent HR, benefits, and branding consulting firm in Atlanta, Georgia. Editor of the Strategy Blog, Corey is also "Views & Vents" columnist for Employee Benefit News (www.BenefitNews.com).

Wayne's interview with Corey can be downloaded, for free, on iTunes, at The Cranky Middle Manager Show web site, and at http://cmm.thepodcastnetwork.com/2007/03/25/the-cranky-middle-manager-show-88-mergers-and-reorgs-dont-work-corey-sherman/.  Both Wayne's site and the Strategy Blog will also feature written excepts from the interview. 

Please download the show and see what you think.  If you like the interview, or would like to register another opinion, please leave a comment — either at Wayne's site, or immediately below.
 
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    • 3/27/2007 12:42 PM Mary wrote:
      Executives like to see their name in the papers and on the evening news…big mergers get them there…they also like to hobnob with hot shot bankers and lawyers…mergers do that too…but when the press is gone and they have to do the basics of management…communications, change management, leadership, etc…they are a deer caught in the headlights
      Reply to this
    • 3/27/2007 1:13 PM Katie wrote:
      At the end of the podcast, the host asked for people who disagreed with you to write in. But what’s to disagree with? Like Wayne, I have gone through various re-org’s and so-called “mergers”. He is SO right — the only reason they’re called “mergers” is that “Anschluss” is too hard to spell! Each of these changes brought our company down another peg, and took us further away from our core strengths. Now, our situation is worse then ever, thanks to the geniuses in the “C suite” whose greed dwarfs their business IQ. Great podcast!
      Reply to this
    • 3/27/2007 4:06 PM Wally Bock wrote:
      Executives like M & A for three reasons

      1) as noted by Mary, they get their name in the paper
      2) they grow the company fast, fast, fast which is a good message to send to Wall Street
      3) M & A creates chaos for years so, instead of being held accountable, they can say, “Well we’re busy with the merger so we really can’t generate the resutls we should.”

      Interestingly, Jack Welch who did as much of this as anyone and had one of the best batting averages advises that the entire integration should be done within 90 days.
      Reply to this
      1. 4/1/2007 11:09 AM Elliot wrote:
        Very amusing comment, but all too true. I've actually been at meetings where the merger itself was used as an excuse for why the merger wasn't working out (too much time in integration meetings, and not enough for real business). Jack Welch notwithstanding, I'd be satisfied with 90 days dedicated to up-front planning, to ensure that the roll-out is not a nightmare.
        Reply to this
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