{"id":4632,"date":"2023-07-11T12:46:58","date_gmt":"2023-07-11T12:46:58","guid":{"rendered":"https:\/\/mysourcefunding.com\/leadership\/reading-between-the-lines-of-a-merger-acquisition-leaders-timeline\/"},"modified":"2023-07-11T12:46:59","modified_gmt":"2023-07-11T12:46:59","slug":"reading-between-the-lines-of-a-merger-acquisition-leaders-timeline","status":"publish","type":"post","link":"https:\/\/mysourcefunding.com\/?p=4632","title":{"rendered":"Reading Between The Lines Of A Merger & Acquisition Leader\u2019s Timeline"},"content":{"rendered":"
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Done right, a merger & acquisition leader\u2019s timeline aligns everyone around what\u2019s getting done by whom when at the leadership level. Mergers and acquisitions never travel in a straight line. Different leaders will need to pull from different playbooks in different orders in different situations, adjusting as they learn. Subtleties and nuances matter. This is why it\u2019s so important to read between the lines.<\/p>\n

An M&A leader\u2019s timeline is the key to moving from the theoretically elegant to the practically useful. To download the current best version of our M&A Leader\u2019s Timeline tool for free, click here. Now, reading between the lines:<\/p>\n

The first three questions about why them, the investment case, and why you, get at your motivation, the heart of the value creation proposition, and their motivation. Important things to think through before tackling anything else.<\/p>\n

Stakeholders<\/strong><\/h2>\n

Up, across and down.<\/p>\n

<\/fbs-ad><\/p>\n

Listing all<\/u> the stakeholders you can think of is step one. Then, go beyond the list to identify the people influencing those stakeholders behind the scenes, in the shadows.<\/p>\n

Message<\/strong><\/h2>\n

Everyone has the same question, \u201cWhat about me?\u201d As the leader, your message is the high concept you\u2019ll use to organize all your thoughts to help you connect with people and move them in the right direction for themselves and all involved. Start with an external, compelling and personal platform for change. Help them picture themselves in a brighter future. Give them a way to be part of the steps to that future in line with the investment case<\/p>\n

Pre-Close<\/strong><\/h2>\n

Due diligence, contract, initial role sort, and pre-close meetings.<\/p>\n

Note the initial<\/u> role sort is not about making final organizational choices. It\u2019s about getting to the leadership team to get you to and through the close and early days.<\/p>\n

You\u2019ll want to have pre-close meetings with this leadership team to help them co-create the plans for the announcement cascade and early days. A couple of reasons for this: 1) They\u2019ll have different perspectives that will make the plans better. 2) Tell them what to do and the best you can get is compliance. Inviting their contributions is better; but if they co-create, they\u2019ll commit.<\/p>\n

Announcement Cascade and Change Management<\/strong><\/h2>\n

Who hears what, when, how, in advance<\/u> of announcement; how announcement is made; who hears what, when, how after<\/u> announcement?<\/p>\n