How to lead acquisitions with purpose and people in mind

Growth is never accidental. It’s the result of intentional decisions and a commitment to doing what’s right for people. Recently, we began the acquisition process, and I quickly learned that numbers and spreadsheets wouldn’t define success. What ultimately determined our success was whether people trusted one another and believed we were aligned with how we’d move forward together.

Start with the why

Before any contracts are signed, it’s critical to ask: Why are we doing this? For us, the answer was clear: to protect and strengthen what has made us successful for decades, our Employee Stock Ownership Plan (ESOP).

Marking our 40th year as an employee-owned company, we evaluated this acquisition through that lens first, while recognizing it required more than a strong financial case. We also looked carefully at cultural alignment and the broader impact on employees, customers and the community. A smart move on paper only becomes the right move if it fits who you are and how you operate.

Intentional messaging matters

Throughout the process, I saw how critical communication is to build trust and confidence. Internally, our message was reassuring and factual, framing the next year as one of discovery. Rather than rushing to define every detail, we emphasized taking time to learn, explore efficiencies and grow together.

That approach helped calm concerns, build trust and create a shared sense of direction as we moved through the transition.

Externally, we were equally intentional with what we said. Customers needed to know that the quality and service they relied on wouldn’t change. The local community needed to understand that partnership would contribute to a stronger future for the region both companies call home.

A philosophy for leading through change

Throughout the acquisition, I leaned on a simple but powerful philosophy: attitude, effort and energy. These principles helped me stay grounded and focused during what was, at times, an overwhelming process.

A positive attitude allowed me to approach challenges with optimism and see opportunities where others might see obstacles. Effort ensured that I stayed present and engaged, whether it was listening to concerns, answering questions or making tough decisions. And energy, bringing my best to every conversation and interaction, helped set the tone for the entire team and empowered others to bring their best as well.

It wasn’t about getting myself through it; it was about showing up well for the people going through it alongside me.

Reflections for leaders

Looking back, here’s what I’d share with any leader navigating growth or change:

1. Be patient with the process: Growth of this nature takes time. Rushing to define every detail can create unnecessary pressure on yourself and on those around you. Instead, give your team the space to learn, adapt and discover opportunities together.

2. Trust is earned, not assumed: Building trust requires consistent actions, clear communication and a willingness to listen. It’s not a one-time effort; it’s something you cultivate every day.

3. Empower others to lead: The best outcomes happen when people feel ownership in the process. Create opportunities for leadership and collaboration and let your team shine.

4. Stay grounded in your values: When decisions get tough, let your values guide you. Let them guide your decisions, especially when the path forward isn’t obvious.

Growth isn’t about getting bigger; it’s about getting better.

The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of Insight Publications, a division of Woodward Communications, Inc.