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A View from the Trenches: Embrace Opportunity

In the complex world of mergers and acquisitions (M&A), much of the focus tends to be on the financials, due diligence, and the strategic fit between the acquiring and target companies. However, one of the most critical, yet often overlooked, aspects of a successful M&A is the human element—specifically, how the executives and key managers of the acquired company are managed and integrated into the new organization.

Why the Human Element Matters

When working on M&A consulting projects, I frequently found myself spending a significant amount of time with the executives and key managers on the target side. Unfortunately, many acquirers either don't have the time to do this or don't see the value in it. This is a mistake.

The management of the acquired company, even if they plan to exit shortly after the transaction closes, often care deeply about their business and their people. They possess valuable insights into who the high performers are, where the challenges lie, and what potential opportunities exist within the organization. Engaging with these individuals early on and building relationships not only facilitates a smoother transition but also provides a unique opportunity to assess their mindset and skill set—essential factors in determining their fit within the acquiring company.

The Importance of Emotional Intelligence in M&A

During these interactions, it became clear that the emotional state of these key individuals could significantly impact the success of the merger. Acquirers often want to retain high-potential managers because they see them as valuable assets in the newly combined organization. However, these individuals frequently display visible signs of dissatisfaction—whether through body language or outright expressions of discontent—stemming from the uncertainty and change that come with being part of a new company.

It's understandable. After spending 10 to 20 years with one company, suddenly finding yourself in a new organization with different leadership, culture, and relationships can be unsettling. However, this transition also presents a unique opportunity to be part of a growing, expanding organization that may offer increased responsibilities, new roles, and better compensation.

Delivering the Right Message

As an outside consultant, I often found myself in the position of delivering some tough love. I would pull these individuals aside and bluntly tell them, “Don’t be mad at the company that wants you. Be mad at the company that sold you.” I would remind them that their former CEO had no problem walking away with a significant financial gain, leaving them behind. The new company values them and wants them to be part of their future. This straightforward approach often led to a change in attitude and behavior, helping these key managers to embrace the opportunity rather than resist it.

Advice for Acquirers: Embrace and Engage

For those on the buy-side of M&A, it’s essential to recognize this common issue and respond in a way that may seem counterintuitive. Embrace the high-potential managers who may initially exhibit resistance. Pull them aside and deliver the same message: “Don’t be upset with us for wanting and valuing you. Be upset with the ones who sold the company.”

Then, give them time to get on board. At the end of the day, you need key people with the right skill set—but also with the right mindset—to ensure the long-term success of the merger.

Conclusion

Successfully managing the human element in an M&A transaction is critical to realizing the full potential of the deal. By taking the time to engage with and understand the concerns of key managers from the acquired company, and by delivering a clear and empathetic message, acquirers can retain valuable talent and foster a positive transition. Remember, the right skills are important, but the right mindset is essential.

At our Law Firm, we understand the complexities of M&A transactions, including the human factors that can make or break a deal. If you’re considering a merger or acquisition, contact us for expert guidance on how to navigate these challenges and achieve a successful integrati

Gayatri Gupta