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For many corporations, growth often requires strategic moves like mergers and acquisitions. While these will be exciting opportunities, combining two separate teams into a cohesive unit will be jarring.
Overseeing the recent merger of my company, UptimeHealth, with our newly acquired company, Dental Whale, was an emotional and hard-working moment for the leadership team and me. Fortunately, diligent planning, open communication, and a focus on long-term goals paid off and empowered us.
Integrating separate teams
The merger was a milestone for us. We wanted to leverage the combined capabilities of each organizations to introduce more products and services to our customers and prospects that may surely increase revenue and solidify our position as a force to be reckoned with in the market.
It was clear to me from the start that the team members who had come from an acquired company were used to a less structured environment. I also sensed that they were apprehensive about feeling unheard and unappreciated in the latest company because they were latest to it. I took those concerns seriously and focused on creating an inclusive environment, with the goal of cultivating a culture where every team member felt valued and empowered to contribute.
We made it easy by being open and transparent in all our communications. We conducted in-depth interviews, listened to the concerns of every team member, and put all the pieces on the table to find solutions that met their needs. By identifying potential areas of friction early on, we proactively addressed them and ensured a smoother integration process. We also provided routine updates and solutions to latest team members’ concerns as we moved forward, so they may see that real motion was being taken.
Transforming the Work Experience with New Systems
It is essential to recognize and emphasize that each company has its own processes, tools, and systems through which they operate. Implementing UptimeHealth’s systems and processes at Dental Whale would positively transform their work and every day experiences. Recognizing this, we first introduced them to advanced tools and technologies We provided greater visibility and efficiency in their day-to-day tasks. Early and frequent tracking of “transition” metrics showed how the latest team was adopting our technology stack. We conducted several workshops and training sessions to help their team get comfortable with the latest tools and processes. We also assigned mentors from our team to work closely with them, providing them with the support they needed to adapt. This hands-on approach helped ease their concerns and facilitated a smoother transition.
Naturally, the transition phase of an M&A can create nervousness among team members. Once people see the advantages of a more structured, yet flexible and supportive work environment, that nervousness will regularly turn into excitement and trust.
My involvement during this time—from sitting in on leadership conversations and attending all-hands meetings in every department to reinforce the importance of the integration process, to participating in sales calls where we worked together to solve problems and present our latest offerings—unwittingly sent a powerful message of empowerment, growth, and passion for what I do. These actions helped reinforce the concept that leaders ought to be present in the trenches, striving to find solutions. That makes a huge difference in the workplace, greater than we could have imagined.
Keeping communication open
During this exciting time, I have proven that creating an environment where communication is the driving force will lead to a successful business and acquisition end result. Keeping our minds and hearts open during the integration process ensured that the changes and their potential impact were handled perceptively and objectively.
It was crucial that team members held regular meetings to discuss the integration steps and encouraged department leaders to hold individual meetings to understand their feelings at each stage of the process.
This transparency through various channels of communication, including all-hands meetings, team briefings, and direct lines to management, eased concerns and built trust throughout the organization. It gave everyone a platform to voice concerns, ask questions, and provide feedback. By maintaining clear and consistent communication, we resolved issues quickly and kept everyone on the same page.
Preparing for the challenges
Even with positive feedback, preparing your team for the inevitable challenges that may arise as we learn and navigate our latest, connected world is still at the top of our to-do list. A merger, like any change, definitely isn’t all the time a bed of roses. Business leaders should all the time be on the lookout for potential disruptions, cultural conflicts, and individuals who could also be resistant to change. Each of those will manifest in other ways, and the key is to prepare for the way you’re going to address them.
One thing I would love to remember is that navigating the challenges of an M&A will ultimately strengthen your foundation. The pain often comes from building corporate muscle that wasn’t there before, or strengthening muscle that was hidden and weak and is now being exposed. Overall, these moments will lead to stronger organizational foundations.
Lessons learned
Our merger journey reinforced my core leadership principles and prioritized the importance of communication and its impact on every aspect of a company’s growth. It was eye-opening and a powerful reminder of how collaboration, empathy, and transparency can make any change more manageable.
This experience is definitely one to remember. I hope all entrepreneurs might be reminded that fostering a positive and productive work environment for everyone requires just the elements of being human and does not require a complicated approach.