Mergers & Acquisitions

Hello change community!

As you know, we can't always influence pre-close communications. The target made a difficult decision to not let a member of the leadership know about the acquisition until the general announcement. The leader who was left out of the know is upset and has lost trust in their top leadership. I'm curious to know if anyone has run into this situation and how you helped the top leadership team re-gain that trust. 

Hi Teresa,

In reading your post and question, it sounds as though the communication omission was an intentional decision vs. an oversight. If that is accurate, the question I'd be asking of the leader who made the decision is why. There may be an important backstory and hopefully it will reveal where trust needs to be built and by whom, if not both parties and/or if that's even realistic. 

Hello change community!

As you know, we can't always influence pre-close communications. The target made a difficult decision to not let a member of the leadership know about the acquisition until the general announcement. The leader who was left out of the know is upset and has lost trust in their top leadership. I'm curious to know if anyone has run into this situation and how you helped the top leadership team re-gain that trust. 

Hi Teresa,

In reading your post and question, it sounds as though the communication omission was an intentional decision vs. an oversight. If that is accurate, the question I'd be asking of the leader who made the decision is why. There may be an important backstory and hopefully it will reveal where trust needs to be built and by whom, if not both parties and/or if that's even realistic. 

Hello change community!

As you know, we can't always influence pre-close communications. The target made a difficult decision to not let a member of the leadership know about the acquisition until the general announcement. The leader who was left out of the know is upset and has lost trust in their top leadership. I'm curious to know if anyone has run into this situation and how you helped the top leadership team re-gain that trust. 

I agree with Susan. This is something you really need to get to bottom of. Why was it a difficult decision, and why could they at least have not been notified at close before the rest? Something else is going on here. Clearly there are reasons that only a select few can know before a deal closes. However, if this person is to stay with the organization and help lead a successful integration you really need to get a handle on the situation quickly. 

Hi Teresa,

In reading your post and question, it sounds as though the communication omission was an intentional decision vs. an oversight. If that is accurate, the question I'd be asking of the leader who made the decision is why. There may be an important backstory and hopefully it will reveal where trust needs to be built and by whom, if not both parties and/or if that's even realistic. 

Hello change community!

As you know, we can't always influence pre-close communications. The target made a difficult decision to not let a member of the leadership know about the acquisition until the general announcement. The leader who was left out of the know is upset and has lost trust in their top leadership. I'm curious to know if anyone has run into this situation and how you helped the top leadership team re-gain that trust. 

They decided to not share the acquisition news with this person because a close family member works for the organization in the same location. They are close and in the past confidential information was inappropriately shared. This leader has been with the organization for over decade and we don't think they plan to move on because of this. So, focusing on how to assist in rebuilding trust is important. 

Rebecca, 

Correct, leading a successful integration mandates that we get a handle on the situation. We are coaching the team but thought it was worth posting here to see how others have successfully addressed the situation.

I'd be interest an any tools, templates and/or technics folks have used to rebuild trust.

Thanks,

Teresa

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Teresa Gretencord

Original Message:
Sent: 2023-11-07 10:42
From: Rebecca Mox-Persak
Subject: When trust is broken

I agree with Susan. This is something you really need to get to bottom of. Why was it a difficult decision, and why could they at least have not been notified at close before the rest? Something else is going on here. Clearly there are reasons that only a select few can know before a deal closes. However, if this person is to stay with the organization and help lead a successful integration you really need to get a handle on the situation quickly. 

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Becky Persak
Aon
Head of M&A - Leadership, Culture & Change

Original Message:
Sent: 2023-11-07 07:30
From: Susan Perry
Subject: When trust is broken

Hi Teresa,

In reading your post and question, it sounds as though the communication omission was an intentional decision vs. an oversight. If that is accurate, the question I'd be asking of the leader who made the decision is why. There may be an important backstory and hopefully it will reveal where trust needs to be built and by whom, if not both parties and/or if that's even realistic. 

------------------------------
Susan Perry

Original Message:
Sent: 2023-11-06 16:56
From: Teresa Gretencord
Subject: When trust is broken

Hello change community!

As you know, we can't always influence pre-close communications. The target made a difficult decision to not let a member of the leadership know about the acquisition until the general announcement. The leader who was left out of the know is upset and has lost trust in their top leadership. I'm curious to know if anyone has run into this situation and how you helped the top leadership team re-gain that trust. 

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Teresa Gretencord
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Hi Teresa,

So if I understand correctly, the leader who was not informed does not plan on staying with the company? If so, has that lack of trust trickled down to the rest of the teams (both incoming and current)? 

In that case, the new leader could start building back trust by: 

• Start (and stay) with transparency and accountability. Explain to the remaining employees why the decision was made not to let the other leader know, why the choice wasn't an easy one but had to be done based on past history. 
• Allow and be comfortable with giving employees having some time to grieve, air their grievances, and be heard. 
• Continue to share the vision for the now combined company, and how the newly acquired company both contributes to and benefits from this vision. What does this acquired company do so well or bring to the existing company that will help this vision become reality? Ask for their help and input! 
• Stay consistent, deliver on promises and loop back to the first bullet of accountability and transparency - transparency builds trust. 

If they just trying to rebuild trust with the leader who may not stay, some of the above could help as well, and would get in front of this ASAP to help mitigate any further bad feelings trickling down to the rest of the company from the leader who was left out. Hope this helps, it's not an easy situation - and am anxious to see how this plays out - good luck & keep us posted! 

They decided to not share the acquisition news with this person because a close family member works for the organization in the same location. They are close and in the past confidential information was inappropriately shared. This leader has been with the organization for over decade and we don't think they plan to move on because of this. So, focusing on how to assist in rebuilding trust is important. 

Rebecca, 

Correct, leading a successful integration mandates that we get a handle on the situation. We are coaching the team but thought it was worth posting here to see how others have successfully addressed the situation.

I'd be interest an any tools, templates and/or technics folks have used to rebuild trust.

Thanks,

Teresa

I agree with Susan. This is something you really need to get to bottom of. Why was it a difficult decision, and why could they at least have not been notified at close before the rest? Something else is going on here. Clearly there are reasons that only a select few can know before a deal closes. However, if this person is to stay with the organization and help lead a successful integration you really need to get a handle on the situation quickly. 

Hi Teresa,

In reading your post and question, it sounds as though the communication omission was an intentional decision vs. an oversight. If that is accurate, the question I'd be asking of the leader who made the decision is why. There may be an important backstory and hopefully it will reveal where trust needs to be built and by whom, if not both parties and/or if that's even realistic. 

Hello change community!

As you know, we can't always influence pre-close communications. The target made a difficult decision to not let a member of the leadership know about the acquisition until the general announcement. The leader who was left out of the know is upset and has lost trust in their top leadership. I'm curious to know if anyone has run into this situation and how you helped the top leadership team re-gain that trust. 

Hi Teresa,

In reading your post and question, it sounds as though the communication omission was an intentional decision vs. an oversight. If that is accurate, the question I'd be asking of the leader who made the decision is why. There may be an important backstory and hopefully it will reveal where trust needs to be built and by whom, if not both parties and/or if that's even realistic. 

Hello change community!

As you know, we can't always influence pre-close communications. The target made a difficult decision to not let a member of the leadership know about the acquisition until the general announcement. The leader who was left out of the know is upset and has lost trust in their top leadership. I'm curious to know if anyone has run into this situation and how you helped the top leadership team re-gain that trust. 

Hello change community!

As you know, we can't always influence pre-close communications. The target made a difficult decision to not let a member of the leadership know about the acquisition until the general announcement. The leader who was left out of the know is upset and has lost trust in their top leadership. I'm curious to know if anyone has run into this situation and how you helped the top leadership team re-gain that trust. 

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Teresa Gretencord
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