The article discusses the ways to enhance business performance after a merger. According to the author, in most mergers, the players are changed, leadership is altered and new expectations are set, and as a result employee behavior becomes less predictable and less aligned with the traditions that made the two, or more individual companies successful before the venture. She emphasizes that it is possible for leaders to create a new culture and new ways of working after a merger or acquisition, wherein they must align their visions and expectations with behaviors, and then actively encourage those behaviors through regular coaching and feedback.