What Will the Deal Ask of Your People?
A transaction changes more than ownership. Use this reflection to see where leadership, trust, roles, and capacity may need attention, and what would make outside support safe enough to bring in.
Where are you in the deal?
Choose the closest answer. You do not need to name the companies or disclose transaction details.
Where might the integration strain show up?
Rate what you have evidence for. Leave unknown areas blank.
1 = possible · 2 = recurring concern · 3 = already affecting work. Unknown stays unknown.
What feels difficult to say out loud?
Choose any that fit. These are understandable concerns in a high-stakes transition.
What would make support usable?
Choose the boundaries you would want before involving anyone else.
How much are you ready to open up?
A first conversation can remain at the level of patterns and questions.
Your 30/60/90-day execution path
A tailored starting scope. The sponsor owns organizational decisions. Kelly helps leaders investigate, decide, practice, and embed the change. Scope, fees, participants, confidentiality, and deliverables require an agreement before work begins.
A human integration map.
Before any interviews or team work, agree on the sponsor, scope, confidentiality and reporting boundaries, who may participate, and the decisions the work must inform. From there, a focused pilot could map leadership alignment, roles and decision rights, critical handoffs, capacity, and what people are hearing but not saying.
Pre-close work must respect deal counsel’s rules about access, information sharing, and competition. Individual coaching confidentiality needs a separate agreement.
Use the questions, not a score.
Research on post-acquisition integration and employee identification informs the attention to culture, resistance, and belonging. This is a custom reflection aid, not a validated predictor of deal success, a valuation tool, or legal or financial due diligence.