Addressing Employee Concerns During M&A Changes

When doing any M&A - are you purchasing the intellectual property or the business? Because if you're buying ANYTHING more than the intellectual property, trust is at the core of the integration. You can (maybe) integrate systems in 90 days. Integrating trust takes a whole lot longer. One of the most overlooked risks in M&A? The human one. I’ve been through multiple integrations, due diligence cycles, and post-close transitions. And I can tell you: spreadsheets may win the deal, but it's trust, communication, and culture that determine whether the value actually materializes. Circling back to one of my previous posts - it is also making sure the "say" and the "do" match - ALL the way back to the initial due diligence. Here's what often gets missed: 🔹 People interpret silence as threat - and in the absence of information will create their own story - which is often significantly worse than the truth! Communication isn't just a courtesy—it's risk mitigation. 🔹 Culture is an operating system. Every team has embedded ways of working. If you force alignment without understanding those patterns, you may inadvertently shut down what made them successful in the first place. 🔹 Integration is emotional. Titles shift. Power moves. Identities blur. Benefits change. The process isn’t just technical—it’s deeply personal. And without a strategy for that, and a proactive change plan (that is HEAVY on the communication) you’re leaving value on the table. The most successful integrations I’ve supported had three things in common: 🧩 A shared leadership narrative grounded in purpose and clarity. 🧩 Early identification of cultural hotspots—not just red flags, but areas of pride and strength. Coupled with the understanding that the acquired organization may often have things to teach the buying organization! 🧩 A deliberate, empathetic, and transparent approach to change management—because speed without humanity breeds resistance. M&A is an incredible opportunity to reset, refocus, and rebuild stronger. But only if the people inside the business believe they have a future in the new version. The real synergy? It’s not just in the balance sheet. It’s in the belief system. I'd love to hear from others—what’s something you’ve seen work (or not) when two organizations become one?

Mergers are like marriages of convenience. Necessary but not necessarily desired. Are you helping people grieve their losses? Mergers and acquisitions are typically treated as financial deals. Legal, accounting, and operations teams take the lead. Spreadsheets are reviewed. Synergies are projected. But where is the space for grief? As an Organizational Ombuds, I’ve seen this play out time and time again: people aren’t just adjusting to a new org chart—they’re mourning the loss of the company they knew. Their familiar language, inside jokes, unspoken rules, even who gets the last word in meetings—all of that changes overnight. Each organization is like a sovereign nation with its own customs. A merger isn’t just a deal—it’s a cultural collision. If integration teams aren’t equipped to address that, resistance builds, trust erodes, and your top talent quietly disengages. What if we did it differently? 🔍 What if M&A teams included an Ombuds from day one? Unlike consultants focused on systems or advisors focused on valuation, Ombuds serve as confidential thought partners—listening to fears, spotting friction early, and helping leaders communicate in ways that feel human, not corporate. 🧠 We help people process change before it becomes conflict. 🗣 We teach leaders how to listen, not just announce. 🤝 And we translate between cultures—so that both legacy teams feel respected and heard. Because behind every stalled integration or culture clash is a simple truth: no one was tasked with helping people feel safe enough to adapt. So, I’ll ask: ➡️ Who on your integration team is responsible for emotional fluency? ➡️ How are you equipping leaders to communicate with empathy? ➡️ Who’s listening when people feel lost, angry, or overlooked? The numbers matter—but the human experience is what determines whether your integration thrives or fractures. Let’s not treat grief like a risk to be managed. Let’s treat it like a truth to be honored.

Leading teams through mergers and acquisitions is one of the most challenging experiences a leader can face. Early in my career, I had the opportunity to lead a retail division through a major acquisition. The acquiring company decided to shut down all existing stores and have employees reapply for their roles - a move that sent shockwaves through our tight-knit, multi-generational team. As a young leader, my initial instinct was to focus solely on the operational aspects of the transition. But I quickly realized that the emotional side of the equation was just as critical, if not more so. In times of change, the balance between operational excellence and compassionate leadership must shift. I learned that in these moments, your team needs your strength more than ever. → It's not about agreeing with their frustrations, but rather acknowledging their concerns while helping them understand the reasons behind the decisions. Transparency, empathy, and a willingness to listen are paramount. Taking the time to answer the WHY behind the changes, painting a picture of future possibilities, and, most importantly, being present for your team - these are the things that build trust and resilience in the face of uncertainty. Leadership during mergers is about navigating that delicate balance between driving results and caring for your people. It's about showing up authentically, leading with compassion, and helping your team see the opportunity in the midst of the chaos. If you're leading through a merger or acquisition, know that your team is looking to you for strength and stability. Lean into the discomfort, communicate openly, and never forget that your people are your most valuable asset. Together, you can emerge stronger on the other side.

Most change initiatives don't fail because of the change that's happening, they fail because of how the change is communicated. I've watched brilliant restructurings collapse and transformative acquisitions unravel… Not because the plan was flawed, but because leaders were more focused on explaining the "what" and "why" than on how they were addressing the fears and concerns of the people on their team. People don't resist change because they don't understand it. They resist because they haven't been given a compelling story about their role in it. This is where the Venture Scape framework becomes invaluable. The framework maps your team's journey through five distinct stages of change: The Dream - When you envision something better and need to spark belief The Leap - When you commit to action and need to build confidence The Fight - When you face resistance and need to inspire bravery The Climb - When progress feels slow and you need to fuel endurance The Arrival - When you achieve success and need to honor the journey The key is knowing exactly where your team is in this journey and tailoring your communication accordingly. If you're announcing a merger during the Leap stage, don't deliver a message about endurance. Your team needs a moment of commitment–stories and symbols that anchor them in the decision and clarify the values that remain unchanged. You can’t know where your team is on this spectrum without talking to them. Don’t just guess. Have real conversations. Listen to their specific concerns. Then craft messages that speak directly to those fears while calling on their courage. Your job isn't just to announce change, but to walk beside your team and help your team understand what role they play in the story at each stage. #LeadershipCommunication #Illuminate

I get asked often the lessons we have learned from doing 18 acquisitions in the past 4 years. So here are a couple of the lessons learned: 1. Rebrand Early. Assuming your strategy is to rebrand and integrate the acquisition (if it's not then just disregard this one), it is better to do it early. Inevitably when you get to the integration phase there are going to be changes for the customer. Even if those changes are done with absolute perfection, people still don't like change, simply because it is change. The sooner you rebrand and start transferring brand equity (trust) the better position you will be to weather the storm of change. 2. Be Honest and Inspiring to New Employees. All the new employees from an acquired company are going to have a lot of concerns and worries about how the transaction is going to impact them. It is best to step right into the middle of it and answer every question you can. In our process we developed a long Q&A where we both asked and answered all of the common questions (and if someone asked a question we didn't have on the list, then we added it for the next acquisition so the list got better and longer as we went). And it is 100% ok to say "we don't know" on some of the questions - but still acknowledge it's a serious question and tell everybody when and how you are going to get to the answer. Simultaneously, make sure you are inspiring to the new team members. Continuously and constantly put the vision in front of everyone to get everyone rowing in the same direction. This is one of the reasons we have the 10 minute All Hands Call every Friday - it's a great way to remind everyone who we are and where we are going. 3. Don't be afraid to make hard decisions. My biggest mistake on the first couple of acquisitions was not making the hard decisions. I got talked out of doing some things I knew we needed to do. The reasons were good, but looking back on it, we were just avoiding the short term pain that put us in a worse position long-term. If you are getting into the acquisition game and need some help, I'm always happy to share our experience and help others where I can - just shot me a DM.

A common theme echoed by the HR professionals I connected with during the #SHRM25 conference was this: Change and uncertainty are taking a toll. Whether it’s layoffs, digital transformation, or navigating a merger or acquisition, many HR leaders shared how these shifts are draining morale, motivation, and engagement across their organizations. If change and uncertainty are your reality right now, here are three things I recommend you do: ✅ Communicate early and often. Silence breeds anxiety. Even if you don’t have all the answers, be transparent about what you know, what you’re still working through, and when people can expect updates. Consistent communication builds trust and calms uncertainty. ✅ Acknowledge the emotional impact. Don’t gloss over how difficult change can feel. Create space for employees to process, ask questions, and share concerns. A simple check-in or an open forum can go a long way toward reducing isolation and fear. ✅ Reinforce purpose and connection. People must be reminded why their work matters when everything feels in flux. Reconnect teams to shared goals, values, and the bigger picture. A sense of purpose is an antidote to disengagement. Change is inevitable. However, how you lead through it determines whether your culture fractures or emerges stronger. What strategies have you found most effective in supporting employees through uncertain times? Share your thoughts below. —— 💡Follow me for more insights on leadership and culture ♻️ Share this post with your network. #Leadership #ChangeManagement #EmployeeEngagement #WorkplaceCulture

Danger in the White Space: The Vital Role of Honest Communication in M&A Integration    In any M&A integration, one of the greatest risks lies in the proverbial “white space” — the absence of clear communication.    When information is lacking, team members fill the gaps with assumptions, which are often misguided or flat out wrong.    I recently sat down with my fellow integration gurus, Lisa Clarke and Dr. Pamela Mattsson, PhD. Here are our top four tips to foster honest communication: 1. Communicate decisions early: Address changes head-on instead of withholding tough news. Be clear about what is changing and why. Preparing your team for potential shifts is far better than delivering bad news at the last moment. 2. Acknowledge uncertainty: Instead of pretending to have all the answers, which is rarely the case during integration, leaders should embrace the unknown. Phrases like “the plan is evolving, but we’ll keep you updated” can reduce panic, fostering solidarity among team members. 3. Encourage feedback: Open dialogue is key. Host town halls and one-on-one sessions where employees can voice concerns and insights, to create trust and empower your teams. 4. Admit mistakes along the way: Leaders can show their human side by acknowledging mistakes and being vulnerable. Statements like “I think we screwed this up” can break down barriers and foster a culture of trust.     Honest communication may require courage, but it’s essential during an integration.    By prioritizing open and direct conversations, you can navigate challenges more effectively and build a resilient organization.   #PostMergerIntegration #HonestCommunication #LeadershipInAction #MergersAndAcquisitions __ Hey, I'm Sangeeta! If this resonated, follow along as I share real stories and lessons on how companies unlock results—or DM me for a free consulting call. Link to my website in the comments. 

Over the last few months, I've been having a lot of conversations with HR leaders who are going through Mergers & Acquisitions and wanted to share some thoughts around what we see working. 1. Transparent Communication Keep employees informed about the changes to their benefits and total rewards package. Regular updates can help reduce uncertainty and build trust. 2. Personalized Support Offer sessions and resources to address individual employee concerns. This personalized approach ensures that each employee feels heard and valued. 3. Consistent Messaging Ensure that the information provided is consistent across all platforms and from all levels of the organization. This helps prevent misinformation and confusion. By following these best practices, HR teams can better support their employees through the complexities of mergers and acquisitions, making them feel better about the transition. If this is something you are going through as an HR leader or about to go through, send me a direct message and I'm happy to share some thoughts.