Welcome to Mandertools. Today one of our Hall of Fame casts managing during mergers and acquisitions. Part 2.

Welcome to the Mandertools podcast for Monday, August 28, 2006. Hello this is Michael Ozan and on behalf of my business partner Mark Horsman and myself,

and welcome back to Manage Tools. Today we cover the second in the two-part series

on managing during mergers and acquisitions. Now if you haven't heard the first one,

I'd suggest you go back to last week's show and listen to that first.

Some folks also noticed that Mark's voice was a little boomerang the last podcast.

Unfortunately, the location that Mark had to record the podcast and was less than ideal so we ended up with a bit of an echo

We tried to clean that up as best we could but didn't get it quite perfect so bear with us. So with that let's get right on to the show Oh, The next thing we want to talk about is creating new relationships.

Yeah, it's this is a little hard to talk about in a great deal of detail, Mike,

but I think that I put it in here to make sure that people understand is that once the other

firm becomes known, effective managers reach is that

once the other firm becomes known, effective managers reach out to members of the firm.

They're open to communications with the other firm.

And then don't just wait for someone to show up in their office and say,

by the way, we're from, you know, we're from the IRS, we're here to help.

You know, maybe, maybe it's a joint meeting where you could be you could stick out your hand and say hello.

We haven't met but I understand we're counterparts in these two organizations.

Who cares whether you have more power than him or she has more power than you, it just doesn't matter.

Stick your hand out and say hello.

It could be a joint meeting, it could be you're responding to an email asking for information and you

send another email after you give the response saying hey I'd love to sit down

with you and talk to you give you an update on where we are something as simple

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