Keep the team aligned during

M and A

Who this is for

Founder led lower-middle market companies with 5 to 50 million in annual revenue that want steady performance during a deal.

The quick answer

Explain the why, what, who, and when. Share roles and decision rights early. Hold short weekly updates with a Q and A. Track a few integration metrics on a visible scorecard. Use retention plans for key people. Model the behaviours you want and close the loop on concerns fast.

The method in seven steps

Share the story and timeline
Why this deal, what will change, what will not, who is affected, and when things happen.
Publish roles and decision rights
Name the integration lead and workstream owners. Add thresholds for decisions and for escalations.
Start a weekly update
Ten minute huddle and a written note. Include progress, risks, and next steps.
Use a visible scorecard
Service level, order accuracy, employee retention, and customer satisfaction. Show actual, plan, and trend.
Protect key people
Use stay plans and clear recognition. Pair new teams early to build trust.
Listen and close loops
Provide one place for questions. Respond within two business days. Share answers in a living Q and A.
Model leadership behaviours
Be present at sites, speak plainly, and show the decision process. Celebrate early wins that matter to customers.

Example

During an acquisition a firm ran weekly updates with a simple scorecard. Leaders shared roles and thresholds. Retention stayed high and service levels held through the close.

Pitfalls and fixes

Silence that fuels rumour. Share weekly and answer questions in public.
Unclear ownership. Publish roles and thresholds.
Ignoring early wins. Share proof that the deal helps customers and staff.

Checklist

Story and timeline
Roles and decision rights
Weekly update and Q and A
Visible scorecard
Retention plan for key people