[Priyanka Chauhan]

How can leaders effectively support their teams through a merger or acquisition when they themselves may also be personally impacted by the change?

[Rami Semaan]

Indeed, leaders are not immune to the uncertainty that comes with a merger or acquisition. They are expected to provide direction at a time when they may be feeling insecure about their own role, reporting line or even their future in the organisation.
In my view, effective leadership in this situation starts with transparency. Leaders are not expected to have every answer but should at least be clear about what is known, what is yet to be decided and when employees can expect further clarity. Trying to project certainty is not necessary and may even undermine trust.
This topic does also raise the need that leaders are supported themselves. Senior management and the IMO should provide clear decision rights, communication guidance and escalation channels so that leaders are not left to manage both their team’s uncertainty as well as their own concerns in isolation.

[Author]

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