Tips for the acquirers and the acquired

When you are wondering how to ensure you don’t lose your best people because you are too quiet when announcing a merger (or acquisition), here are some tips for the ones acquiring and for the team being acquired.

And, as always, I’m here for a conversation if you are considering (or in the middle of) an M&A deal and looking to be among those who don’t lose 80% of their value after making the announcement!

When you're the one doing the acquiring:

Lead with respect, not a party. Frame the deal as what it is - growth, expanding footprint, adjacent expertise - whatever. Hopefully your team won’t be shocked by the announcement because you built it into your goals. But in case you didn’t, make sure you share the plan now. Those emails that start with a hollow "we're thrilled to welcome you" are not received well. The superficial greeting and excitement on paper is easily spotted, and it costs you credibility in the long run.

Show up in person. When leaders are in the room, sharing critical information on day 1 – it matters. When someone in charge appears on camera and actually answers real questions – trust begins. Platitudes and empty promises in an email or pre-recorded video are just decoration. Your people need to know what is happening – how it will impact their jobs – and what the next steps look like. Save the polished press releases for the trade mags and the potential customers who don’t really know you yet.

Talk about benefits before anyone has to ask. This is the moment to remind people what's staying the same. This means benefits like health coverage, retirement matching, the EAP they forgot existed should continue for a time. Don't make your people wonder, just give it to them. If you know things will be changing down the line – don’t hold back on that either.

We’ll be evaluating what’s best for all of us, and we’ll let you know the new direction by the end of the year…in the next 90 days…by mid-2027…any information is better than no information.

Skip the swag, have a real conversation. New branded merch, and retention bonuses help, but I’ll take a real conversation about how this impacts my actual role over a polo shirt and coffee mug every day. When you pay attention, nearly a third of acquired employees leave right after their retention bonus is paid out, because duh (Source: HumanR).

When you're being acquired

Let them grieve before you push the upside. Your people are losing a company identity, not just a logo. Even if it’s a great opportunity, most of your team is now worried about their future and wondering if the new company has one of them already in place. It’s only great for the guy (or girl) cashing the check – and living happily ever after. The rest of the team is worried. Let them be sad and scared first; then look for the upside.

Beat the rumor mill. Rumors started before the announcement. Your people knew something was up – I’d even venture that you had a few leaks ahead of the planned comms. Be honest and up front. You don’t need to know every detail to share what you know, what you don't, and when you'll know more. The generic assurance that it will all be great, is worthless. Saying "we're still figuring this out" rings truer and is far more believable.

Protect what made your team good. You got bought because you were doing something right. When the way you operate – production, safety, culture, growth – was the reason you were attractive to the new team – SAY IT! Make sure your new parent company and your own people realize the good stuff that made you worth the ticket price. Don't let your strengths disappear in the chaos.

Let your leaders be human. This is not the time for AI scripts and robotic process. Your team needs their leaders to be unapologetically human. When a leader admits they don’t know everything, and offers to find out – and then DOES FIND OUT – it matters to their people. Don’t rely on processes you’ve never embraced before. If you must lean into AI – let it guide your planning – don’t let it put words in your mouth.

Let's talk about what your people actually need to hear, and when.