Common Challenges: Selection of Integration Leads
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Exploring if there is a collection of core qualities or skills that should reviewed/considered in the selection of integration leads.
I could give you the typical answers, but you know what works for me? Colleagues who can roll up their sleeves, doers who really know what they’re doing.
When selecting integration leads, I believe that a mix of hard and soft skills is crucial. Based on what I’ve learned, these are some of the key qualities to look for:
• Project Management Skills: Integration is a complex, multi-faceted process. The lead should be skilled at managing multiple workstreams, deadlines, and stakeholders.
• Communication Skills: Since integration requires coordinating between different departments and ensuring alignment, strong communication skills are critical. The lead must be able to bridge gaps between teams and ensure everyone is informed.
• Problem-Solving Abilities: Integrations rarely go smoothly, so it’s important that the lead can think on their feet and navigate unforeseen issues.
• Emotional Intelligence: The lead will need to manage the emotional reactions of teams on both sides of the merger. Being able to empathize with employees and guide them through uncertainty is essential.
• Change Management Expertise: Experience in leading people through periods of change is key, as mergers create significant shifts in processes and structures.I find that basic function specific knowledge is a baseline and integration actions can be managed within a plan. It is most critical is to identify and engage with leads holding the correct amount of organizational influence on both sides of the acquisition. The ability to navigate, execute and communicate is key. To find an individual with the correct amount of influence, I typically look at a resource just below the function’s lead on the steering committee. You’re seeking someone with enough influence, but also ability and availability to get tactical with the team.
A successful M&A functional integration hinges on having the right leader in place. While organizational level is important, I concur with the need for a hands-on approach. The ideal leader must possess a blend of influence, project management skills, and deep functional expertise. But beyond these technical competencies, interpersonal skills, such as emotional intelligence, and a proven track record of delivering results are equally essential.
Two not yet mentioned – I like true believers with character. I want someone that’s bought into the mission and has the transparent character to defuse doubt bring others with them.
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