Building Resilience In Teams During M&A

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.

Your "resilient" team might just be a group of burned-out people afraid to quit. Hustle culture isn't human culture. We've glorified resilience to the point of delusion and totally redefined it to fit a hyper-individual, cowboy narrative. ✖️ We celebrate teams who "push through" under pressure. ✖️ We reward people for "doing more with less." ✖️ We post mantras like "tough times don't last, tough teams do." But here's the truth I've learned working with traumatized organizations: 𝗥𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗿𝗲𝘀𝘁𝗼𝗿𝗮𝘁𝗶𝗼𝗻 𝗶𝘀 𝗲𝘅𝗽𝗹𝗼𝗶𝘁𝗮𝘁𝗶𝗼𝗻. Work trauma without acknowledgement is social gaslighting and institutional betrayal. If your team "survived the storm"...(layoffs, scandals, mergers) 𝟭. 𝗙𝗶𝗿𝘀𝘁, 𝗿𝗲𝗰𝗼𝗴𝗻𝗶𝘇𝗲 𝘁𝗵𝗲 𝗰𝗼𝘀𝘁 -Have candid conversations about what was sacrificed -Acknowledge the personal toll on health, relationships, and wellbeing -Honor that survival is not the same as thriving 𝟮. 𝗧𝗵𝗲𝗻, 𝗮𝘀𝘀𝗲𝘀𝘀 𝘁𝗵𝗲 𝗱𝗮𝗺𝗮𝗴𝗲 -Create safe spaces for people to share their genuine experiences -Look for signs of burnout that persist beyond the crisis -Evaluate if your culture rewards unhealthy sacrifice over sustainable output 𝟯. 𝗡𝗼𝘄, 𝗿𝗲𝗯𝘂𝗶𝗹𝗱 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁𝗹𝘆 -Establish clear boundaries between crisis management and normal operations -Create recovery periods that match the intensity of what was endured -Develop early warning systems to prevent future storms from becoming catastrophic 𝟰. 𝗙𝗶𝗻𝗮𝗹𝗹𝘆, 𝗿𝗲𝗱𝗲𝗳𝗶𝗻𝗲 𝗿𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 -Shift from "pushing through" to "responding wisely" -Measure success by sustainable outcomes, not heroic efforts -Value the courage to set limits as much as the willingness to stretch -True resilience isn't about enduring more—it's about building systems that require less endurance in the first place. ________________________________________________________________ Join us for our 5th Trauma-informed & Team Resilience cohort facilitated with Heliana Ramirez, Ph.D., L.I.S.W. (former senior researcher at the VA, and work trauma expert). Link in comments.

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?