Hi Teresa, This is a great question. First, I would always advocate to get involved in due diligence. My first step with target leadership even if I don't get my chance until after close is to facilitate a Leader Conversation. This is done in a very small group basis (3 people) with one leader at a time. It's an opportunity for me to ask a lot of questions that give me a good sense of that leader's background, leadership style, aspirations and concerns about the deal. Even if these are done after deal close I get good information that informs how I engage and work with that leader going forward. We'll generally have high level integration plans to share at that point, but shortly thereafter they're involved in integration planning including change plans. Hope this helps!
Becky
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Becky Persak
Aon
Head of M&A - Leadership, Culture & Change
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Original Message:
Sent: 2023-09-11 08:32
From: Teresa Gretencord
Subject: How do you manage change for a newly acquired leadership team?
When acquiring a company, we usually don't get to meet the leadership team until we close. In this case, how do you manage change for the leadership team? Do you have a specific approach?
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Teresa Gretencord
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