Q: How do I survive an acquisition? A few months ago the company I work for got bought by one of its competitors. There have been two big rounds of layoffs, and now several of my managers are from the other firm. I love my job, what can I do to keep it?

A: Layoffs and threats of layoffs are huge stress producers. You have my sympathy. I’ll use the Influencer model from our book to highlight actions you can take to help you keep your job.

Measurable Results. In addition to keeping your job, there may also be short-term results that can serve as milestones (i.e. getting assigned to an important project or receiving an outstanding performance review). Determine what these shorter-term goals are and go after them.

Vital Behaviors. The most common mistakes people make during the aftermath of an acquisition are to hunker down and hide or to blow up and vent. Some retreat into their jobs, hoping to escape notice and avoid rocking any boats—a sure recipe for mediocrity. Others blow under the pressure. They let their frustration get the best of them and come across as uncooperative, inflexible, or worse. 

I believe success will require careful self influence and self control. You need to behave in ways that make you indispensible to key decision makers. So, your vital behavior should be to: focus your work on the priorities that are most important to key decision makers.

I’d like to go further and say, “Make dramatic contributions to these priorities!” but that’s a hoped-for result, not a vital behavior, and it’s hopelessly subjective as well. Vital behaviors are specific actions that are within your personal control. (Review chapter 2 of our book for more information about vital behaviors)

The next part of the model is to develop an influence strategy that will make this vital behavior inevitable. The key to success is to combine ideas from several of our six sources of influence. I’ll highlight two ideas.

Source 3—Social Motivation. In chapter 6 we introduce the importance of opinion leaders—formal and informal leaders others trust and respect. Identify the opinion leaders around you and use them to determine the priorities that are most important to key decision makers.

Make appointments with colleagues and managers you respect to learn their perspective on the challenges and opportunities the new firm faces. Be sure to include managers from the acquiring firm.

Come prepared with questions. Plan to do far more listening and questioning than talking. Ask them about the challenges they see on the horizon. Ask them to describe the problems and opportunities they think are highest priority. Don’t feel compelled to give solutions. Take the time to understand.

At the end of each meeting ask the person who he or she looks to for the most reliable, savvy perspectives on what the company needs. Networking with opinion leaders is a powerful way to understand the priorities of key decision makers.

Source 5—Structural Motivation. In chapter 8 we remind readers of the tip whispered to Woodward and Bernstein as they tracked the Watergate Scandal: “Follow the money.” I’ll give you the same advice. Focus your efforts on critical areas where the firm could make or lose money.

Leaders track revenues, expenses, and ROI. Find a way to contribute to improving these numbers instead of working on tasks you prefer or issues you care about personally. The further you are from the revenue, the further you are from the action—and the closer you are to being sidelined.

Good luck during these tough times, and keep me updated as you put these ideas and others into practice.