How I used Emotional Intelligence to navigate through an acquisition

Not all acquisitions are equal. Companies acquire other businesses for various reasons: reducing competition, accessing new technology or skilled employees, expanding revenue streams, and boosting profits. Some parent companies allow acquisitions to operate independently, while others aggressively integrate them, often resulting in cost-cutting and layoffs. Navigating through acquisitions can be challenging and stressful, especially for team dynamics and workplace culture.

During a recent acquisition, I leaned on emotional intelligence to help my team remain focused and resilient, despite the uncertainty swirling around them. By applying the following emotional intelligence skills, I aimed to keep my team engaged in their roles, undistracted by the rumors and changes that could have easily derailed their productivity and mindset.

Emotional Intelligence: The Core Competencies

1. Self-Awareness

Self-awareness is your ability to understand both your strengths and weaknesses, and to recognize your emotions and how they affect your performance and your team’s morale.

In times of uncertainty, I made sure to express my emotions, acknowledging that I shared the same concerns as everyone else. However, I avoided promoting negativity. I validated my team’s concerns, but constantly emphasized the importance of staying focused and productive. I encouraged them to appreciate their roles, focus on growth and professional development, and demonstrate their accomplishments. By being self-aware, I communicated that if layoffs happened, they were the result of larger business decisions beyond individual performance.

2. Self-Management

Self-management is the ability to regulate your emotions, especially in stressful situations, and to maintain a positive outlook despite setbacks.

By remaining calm and positive, I was able to create a sense of stability for my team. I frequently reminded them that many aspects of the acquisition were beyond our control, and that business decisions were being made at a higher level. I emphasized that it was important not to take outcomes personally. Sometimes, the best course of action is to accept that things will naturally occur as they are meant to. “Whatever will be, will be. (Que Sera Sera).”

3. Social Awareness

Social awareness is the ability to understand the emotions of others and grasp the dynamics within an organization.

During this acquisition, I made it a priority to stay professional, especially in larger meetings involving cross-functional teams. Organizational goals were shifting, and it was up to us as managers to drive these new objectives. I framed this as an opportunity to demonstrate adaptability. The ability to thrive amidst change became an asset, and I encouraged my team to focus on how well they could adjust and continue delivering high-quality results. I ensured my team understands the reasons and goals behind the decisions we were able to control and that the right choices are made. I was only able to communicate what I knew and if upper management was not presenting any transparency, I didn’t let rumors and gossip get in the way. I did my best to share what I knew to my team and also made sure I shared what my team was feeling to my management team and setting expectations.

4. Relationship Management

Relationship management refers to your ability to influence, mentor, and resolve conflicts effectively.

In times of uncertainty, personalized support is crucial. I checked in with each team member individually, recognizing that everyone responds to stress differently. By understanding their unique perspectives, I was able to offer tailored support. Some individuals may decide that they no longer want to work in an environment affected by an acquisition, and I made sure to support their decisions, whether it meant guiding them through tough times or helping them transition to new opportunities.

My focus of following the servant leadership philosophy is the growth and well-being of each individual on my team. I did my best to show empathy by being someone that will listen, trust, acknowledge, appreciate, and grow along with my team. I showed compassion by staying positive and treating everyone positively and equally.

In terms of providing Radical Candor (feedback that is kind, clear, specific, and sincere) instead of giving advice on how to solve problems, I provided guidance to promote confidence and empowerment. Don’t try to solve problems for everyone.

Throughout this process, I remained mindful that I, too, was facing the same uncertainty. My role was also at risk, but I knew my team relied on me to maintain composure and leadership. Emotional intelligence helped me balance the feelings of stress and hope, allowing me to lead without bias or clouded judgment.

As a leader, my responsibility extends beyond overseeing daily tasks; it includes ensuring that my team is emotionally well, enjoying their work, maintaining a healthy work-life balance, and continuing to learn and grow. By applying emotional intelligence, I was able to help my team stay focused, adapt to change, and feel supported through a turbulent time.

What I learned when the company culture differed from my own, was the importance of staying true to myself and my beliefs. I learned that being authentic and adaptable to change is key. While it’s important to understand and navigate the company’s way of operating, it doesn’t mean you have to compromise your own values or leadership style. Instead, I focused on maintaining my principles and leading in a way that aligns with my own standards, while also embracing necessary adaptations. Be a good person and promote emotional intelligence by showcasing empathy and compassion for everyone.