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SCOTT JOHNSTON, from page 9

A merger or sale needs to create immediate value for the shareholders that are substantial enough to override the complete autonomy and loss of control. The value received should always be much greater for your shareholders than what you can create by pursuing your own strategic direction over the coming five to 10 years. And, you need to ask yourself whether the combination of the companies will rapidly accelerate that value creation. At the same time, it is important to evaluate the organizational fit of the companies and specifically the opportunities for your staff to grow professionally in a sale or merger. This is well beyond the top handful of employees. You should look at the impacts at many levels below the top. Answering whether combining will actually help accelerate career growth or cut off many opportunities is an important consideration in my experience. Finally, you should ensure the beliefs, values, operating and business approaches of both companies are consistent – some call this the cultural match. It is important that both companies agree on that overall vision of the future, how they conduct their business and the overall work environment. This is particularly true for how clients, staff and all related business partners interact daily. I’ve found there’s not a right or wrong answer on whether to stay the course or enter into a transaction with a partner. It comes down to strategy and leadership’s beliefs about the future. I do believe a company can remain competitive and sustainable if the leadership chooses that as a course and commits to operate a healthy company in all aspects. The decision is almost entirely in your control. GERRY SALONTAI is the founder of Salontai Consulting Group, LLC. Contact him at gerry@salontai.com. mark up the board as you’re describing a project or answering a question. Boards are a great way to spontaneously explore an idea – especially during Q&A. “The single biggest mistake we at Johnston Training Group see when helping teams prepare for interviews is that a slide comes up without any kind of introduction. Now the panel is trying to figure out what the slide is while you’re explaining it to them. The result? They get neither.” 7)Be prepared. We’ve all been the victim of technical difficul- ties, but often the problem is of our own making. Scouting out the room and equipment where you’ll be presenting be- forehand will ensure a smooth setup and flawless delivery. Use these seven tips and your visual aids will serve you well at your next interview, conference, or other event. SCOTT JOHNSTON is a principal strategist and facilitator at Johnston Training Group. He can be reached at scott@jtgroup.com

“The factors that are analyzed on this slide are…” 4)Tag in. Tag out. Think of your visual like a tag team partner. Only one of you should be in the spotlight at a time. Once you introduce your visual, tag out by pausing for about three seconds to give the panel a chance to look and digest. Then tag in and bring the audience’s attention back to you and move forward. If you are changing subjects, click to a transi- tion slide so the audience knows that the visual doesn’t apply to what you’re saying. 5)Cut it out. While this tip is well-known, we still see present- ers using their slides as notes, even going so far as to read wordy slides to the selection panel – often while facing the screen. Since you’re already doing the talking, words on a slide often don’t pass the “Is this visual doing something I can’t do myself?” test. Cut the words and speak to the panel – it will mean much more coming from you rather than being read from a slide. 6)Board to death. Pity the lonely board, sitting on an easel as the interview flies by, often completely forgotten. But it doesn’t have to be that way. Boards are a great way to start a conversation. Pull them off their easel and place them on the table between you and a selection panel. Now you’re free to

GERRY SALONTAI, from page 11

new endeavors. So the key is to continue to find your “place” and fill that “void” that is created by others that have chosen to move along. “The trend of the very large and global mega serial consolidators might be driven by the desire to create the ‘master builder’ company – serving very large clients and programs, particularly in the government sector, providing cradle-to-grave capabilities.” Companies that have a strong vision for the future, with sound strategies, that perform well financially and are well capitalized, that are supported by sufficient talent, internal tools, and resources, may choose to stay the course and take advantage of the situation. It all comes down to the competitive landscape and your ability to compete. On the other hand, there are many valid reasons a leadership team should consider a sale or merger. The most important of these reasons revolve around strategy, value creation, opportunity, and the fit between organizations. Evaluating your future path in terms of the ability to successfully advance your firm on your own versus answering these questions can serve as the guidepost for considering a sale. In terms of strategy, you should first ask whether the current strategic direction for your firm can be achieved alone. Will you fall short or will combining with someone else compliment and advance this strategy and perhaps expand both companies’ market positions? Or does it matter? Does maintaining “culture and independence” trump everything?

THE ZWEIG LETTER November 6, 2017, ISSUE 1223

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