balance leadership
and group process
balance competing values
create the rules of engagement
organize the group
around outcomes
use leadership to drive
the merger inquiry
lock down the merger's
decision process
 
 
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17 Key lessons
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Merger Samples and Tools

  1. Bring both boards together to discuss and sanction the merger process
  2. Board chairs kick off due diligence
  3. Identifying due diligence questions
  4. After due diligence, bring the boards together
  5. The report executive summary

4. After due diligence, bring the boards together

With a successful vote to merge, the next steps include the preparation of a simple merger plan and new Articles of Incorporation to be sent to the state. Following is a sample communication explaining these steps to NFS and CMS board members.

(date)  

Memorandum

To: Board members of NFS and CMC

Fr: Merger Committee

  Re:   Subcommittee reports and coming double board meeting agenda

As you know, we have an important board meeting coming to consider merging our two organizations.

Change is hard. We knew from the beginning that the breadth of interests and styles brought by our individual board members suggest that it may not be possible to fully please everyone. Different interpretations over "appropriate due diligence" may well lead to some board members being concerned with the amount and type of research and information behind recommendations.

We believe that the subcommittees have done an excellent job. We've come to trust each other and clearly understand the importance of relying on the judgments brought by members of the subcommittees.

Finally, one procedural note. The success of our board meeting depends on your having read the enclosed materials prior to the meeting. Thanks!


Discussion guidelines

  • There has been a sincere desire on the part of all active participants to represent those who have been less deeply involved.
  • Recognize the difficulty in balancing important values
    • Leadership from the committee(s) vs. elaborate full group decision-making and process
    • Your activist involvement in challenging directions and your acceptance of the work done on your behalf by others
  • We're here today as social entrepreneurs who must accept basic uncertainty and risk. An element of faith will be a part of decisions to proceed.
  • You may raise topics deserving of deeper discussion and more precise clarification. However, we only have limited time.
  • We propose that you will be able to vote on the basis of the experience and knowledge you bring to the table tonight.
  • Those present are authorized to act and decide (assuming quorum)

Agenda for tonight's meeting

5:30 Context/comments
  • Review of what brought us to the table

5:35 Decision framework
  1. Original assumptions
  2. Tonight's discussion guidelines
  3. Tonight's agenda and rules

5:45 Noting of all committee members and numbers of meetings
  • Comments on the process (not the content) from committee members who participated

6:00 The presentation of findings (30 minutes)
  1. Merger Committee's recommendation
  2. Reporting on the internal Merger Committee deliberations leading to the recommendation
  3. Observations and Findings

6:45 Break

7:00 Clarifying questions from group to subcommittee chairs/board chairs
  • No opinions, please

7:45 One minute per person statements

8:15 Board caucuses
Assumption: All current Board members grandfathered on to the new Board
  1. Internal discussion
  2. Final Board votes

    Both Boards use by-laws and must have a quorum

    Motion and Second (adjust what follows accordingly)

    Resolved:   That NFS/CMC merges with CMC/NFS. The merger shall be accomplished in a legal form that is recommended by counsel and approved by the new Executive Committee.

    Further Resolved:   That the new Executive Committee is hereby authorized and empowered to investigate and, in consultation with counsel, determine the appropriate legal vehicle to accomplish the merger with NFS/CMC

9:00 Reconvene
  1. What happened?
  2. Next steps?
    • Press release
    • Staff meetings

9:30 Finished



   
STEPHEN C. FORMAN
7722 19TH AVENUE NORTHEAST | SEATTLE, WASHINGTON 98115
206.524.1988 | FAX 206.524.2254 | steve@steveforman.com