Involve and Include

Emloyees may feel neglected or confused after leadership changes. Involving them in short-term operational planning gives them agency and reduces disengagement. Therefore we should give the Vectra staff a a voice in decisions and invovle them in problem-solving to restore ownership and trust.

Seconded managers should distribute work as far as possible to the Vectra managers until they gain a better understanding of the operations of the company

Ressett have seconded five of our most experienced managers from our Buying division to support the remaining managers at Vectra Consumables. These managers form the Buying division do not have wholesale operations experience, even though they have mastered the art of dealing with suppliers. The most suited leadership style would therefore be a participative leadership style. The employees and more senior staff’s participation in making decisions will assist the new senior managers to understand Vectra Consumables operations and objectives better.

• uncertainty within the team with the recent take over

• lack of certainty over future role might mean disengagement

The way these can be overcome are

• involving staff in discussions about how best to move forward

• conversations with staff individually to find out their strengths/ weaknesses / concerns and addressing them without identifying staff

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At this point an autocratic leadership approach would worsen the situation. We need to chose a more participative approach, trying to listen to the remaining employees in order to build their loyalty to the new management.

Due to the risk of more employees leaving for the competing company, created by the former managers, we should also consider reviewing the current employees contracts in order to offer better pays and working conditions.

The SMT is currently a blend of Buying managers from Ressett and Vectra's remaining senior managers. Participative leadership is recommended here.

Knowledge-sharing

A participative leadership style is advised because collaboration and knowledge sharing is vital in order to make Vectra managers feel included, and ensure Ressett managers are up-to-date on operations and ways of working in Vectra.

Knowledge sharing can come in the form of regular circle meetings, as well as 360 feedback

Team-wide engagement

A participative leadership style allows Ressett to learn from Vectra's existing team. This way, the Vectra team will have a defined purpose in supporting Ressett.

Supportive Behavioural leadership style (where managers show concern for employees) will be beneficial in fostering trust between the new managers and current employees. The trust lays the foundation for honest and transparent communication as opposed to a Directive leadership style. Active listening will hel in this.

Performance Turn-Around Strategy:

An acquisition is a disruptive change and as such organizational culture is huge part of leading people into a new era in the business. As such a participative approach (allowing employees to make some decisions on certain matters) here would be beneficial to get people on board in setting goals everyone will buy into and work to achieve. Achievement oriented style (setting stretch goals) will aid in this.

Given Vectra Consumables was recently acquired by Ressett and the leadership team have since left and require replacement, the remaining team members require a leadership style which will help bring the team together, rather than further disrupt it.

Given the five seconded managers do not have experience in the wholesale operations, it is recommended that a Participative/Democratic Leadership style be used by the five seconded managers to allow them to learn from the Vectra Consumables employees who have a wealth of knowledge in the day-to-day tasks of the wholesale operations.

Participative style involves management taking feedback from staff and having open discussions with staff before decisions are made that impact the team. This is a process of active listening and knowledge sharing between all parties.