Frank and Marilyn, I agree with your comments. To add some additional color from the realm of experience:
In multiple acquisition / merger situations (and to be clear, it's always an "acquisition" - ie, one party (IME) has more investment and/or power.
My point re: Middle management:
The best way to engage mid-management is to facilitate a process with both senior management and middle management present, to clearly define roles in the rollout of the integration. There is no substitute for this challenging - and sometimes multi-phased - workstream.
Earlier is definitely better.
Having facilitate many of these meetings - sometimes with 10 people, sometime with hundreds - it's true that clarity and buy-in is not a one-and-done situation.
When senior management creates a legitimate (several steps) process to define and achieve role clarity as part of the early integration efforts - it WILL clarify and solve culture wars, redundancies and turf conflicts. The key - as you stated Marilyn - is consistency and communication cascades over time.
Too often, it's given little attention - no attention - or a one-time email blast...
Which is why mergers have such high failure rates, in my experience.
You cannot ignore the layer of management who are the bridge between strategy and execution (who are also often highest risk of job or power loss in mergers) - and expect them to naturally work things out among themselves.
Depending on the size of the organization(s) "cultural glue" takes months or years - like any "habit" we change in our own life - we know it does not happen overnight. Anyone who has merged families through marriage, can attest to the patience and time it takes.
At every step you take to communicate consistently - over and over - people in the organization slowly and surely become internal champions who continuously reinforce positive goals and agreements made in the acquisition phase.
The specific agenda varies depending on size of organizations and terms of the integration, but should include:
--CEO (both if relevant) creation of a compelling, aligned and memorable "Vision and Values for the combined entity, cited visibly and often.
--Senior VP SVP level - use the vision and values as a springboard to define what behaviors are expected and rewarded, that demonstrate the values and support alignment of teams and best practices. This includes what will not be rewarded or tolerated.
This work is tricky - meaning it doesn't work unless the top and middle management are in sync and aligned.
This requires expert outside facilitation to shape new expectations and behaviors over a period of several months, in my experience.
Define how HR will be engaged to help senior management in efforts for evolving the hiring, performance management and coaching practices that align with the combined vision and values.
To minimize or address "cross-talk" - which is too often fed and fueled during big change - the core leadership team must be transparent and tasked with spot surveys on how the integration is impacting people, all the way to the front lines.
These are general tools we use to support the culture integration work.
This is very important and delicate - because it's complex, ever-changing and particularly in acquisitions (especially) which focus on redundancies - the arena often fuels fear and legitimate worry regarding "is my job safe."
The more transparency senior management can provide, the faster people will resolve, heal and move ahead.
The earlier you make people-centered decisions - however difficult - the more quickly you can build trust with the two organizations through genuine and transparent leadership.
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Lisa Jackson[
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Original Message:
Sent: 2025-06-25 12:23
From: Frank Gorman
Subject: Engaging Middle Managers in M&A
If a middle manager is not engaged, it diminishes morale. People will probably be omitted from key communications. If they feel threatened by the situation, they may refuse to get engaged, They may even infect their teams with negativity. Where possible, when I recognize this situation, I put the middle managers on my team. Consult with them on the best approach to their team and solicit what they need to make their job easier. I would where possible make sure they are the official conduit to their team and upper management.
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Frank Gorman, Former ACMP Board Member, Transformation Consultant
Original Message:
Sent: 2025-05-09 00:59
From: Marilyn Wamalwa
Subject: Engaging Middle Managers in M&A
Middle managers play a pivotal role in the success of M&A. They're on the front lines-helping teams adapt, translating strategy into action, and maintaining morale. But too often, they're brought in late or under-supported. The consequences are confused teams, inconsistent messaging, stalled adoption and resistance.
Some best practices include:
- Involving them early in decision-making
- Equipping them with messaging and change tools
- Recognizing their emotional and operational load
- Creating space for feedback and two-way communication
What have you experienced when middle managers were (or weren't) engaged during M&A?
What barriers have you seen when trying to activate their leadership?
Share your insights/experience/knowledge below
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Marilyn Wamalwa
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