Musings for the week of February 19th.

I am sure, in life, we have all encountered people that do not know what they want. And maybe some of you out there might crack a smile and think “Hmm. Is Scott talking about me?” Fear not, I am not. ?However, we would be na?ve to think that the same doesn’t happen in an organization.

M&A is essentially an organization saying, “I am discontent with my current situation. I need more.” And the answer to “what” will make the business happy can be complex. Perhaps that which the business thinks will make them happy does not when they get it? Something about “money can’t buy happiness” is one example. Case in point, is every affluent person happy? I think all you need to do is turn on the television or read the news to confirm that is not the case. As human beings, we seem to be wired, in such a way, that we are never totally satisfied. And, perhaps that is at the core of our evolution and success as a species – an internal drive to advance and seek more.

A business has complex emotions too; much like a human being. Various thoughts and desires swirl through the entity’s being and are rarely all in alignment. What seems logical and the answer to all our woes today, may not seem like the panacea tomorrow. As an organization changes and matures, the wants and desires are likely to morph.

So, this “reality” can present challenges in M&A. Multiple thoughts, desires and emotions converging at the same time can make it difficult for leadership to make sense of it all. So, what happens then? Well, employees and support functions, such as HR, can be left confused and holding the bag.

This is not intentional by the business. And, in some cases, the organization has no idea that their behavior or lack of clarity is impacting others. This can be one of the most challenging aspects for an HR function in a deal. How do you get the business to express what they want, up front, so you can be effective?

It is my humble opinion that one of HR’s most critical roles, in a deal, is that of therapist. Helping the business or organize visualize and articulate their short, medium, and long-term goals is a journey. And the “art” of HR’s role is to not only get the business to express itself, in a thoughtful and coherent way, but then take it a step further and help the entity grasp how their goal(s) may impact those around them.

So, with onboarding being the most critical role on the front end of the deal, this can present some significant challenges. If an organization is not focused on addressing the immediate needs of the employees, there is little chance that the employees will settle back into business-as-usual work.

How does HR help the organization realize and acknowledge what is needed? Well, it is critical that HR be involved upfront to ask the right questions and help the business think through impacts. This can only be done if:

1.?????? HR is involved early and has a voice in the deal.

2.?????? HR is seen as a trusted thought partner.

3.?????? HR has the M&A and organizational expertise to approach the strategically.

If HR is simply running around trying to react to the whims of the business and the tasks of the day, it does not bode well for the deal.

Does this sound familiar to any of you out there?

What are your war stories?

How have you been able to overcome challenges?