Category: Leadership

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Article: Can Rival Partnerships Succeed? Look At Successful M&A Deals For Clues

As political pundits try to identify Donald Trump’s vice-presidential pick, one name leading the dark horse list is former presidential rival, Nikki Haley. Haley surprised the political world when she announced she would vote for Donald Trump in the 2024 presidential election. Her feelings for the former president are no secret. Watching how Haley and Trump have navigated their rivalry, reminded me of numerous merger and acquisition (M&A) deals where rival companies came together. Some successfully, more – not so much.

Valuable lessons can be learned from the challenges rival companies face when partnering and what is required for their alliance to succeed. Who knows? The lessons may even be helpful guidance for politicians, as they consider how to make their partnership successful where it counts: a general election.

Read Jennifer’s full article on Forbes as she looks at lessons from M&A mergers:

  • Rival Marriages Are Rocky In The Short Term
  • Rivals Face Unique Risks When Coming Together
  • Overcoming Distrust Takes Time
  • Company Culture Trumps Strategy
  • A Competitive Edge Can Be Lost
  • Patience and Respect Drive Success in Rival Partnerships
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Podcast: Unveiling Women’s Superpowers in M&A

Jennifer & podcast host Natalie Benamou discuss the powerful roles that intuition, empathy, and emotional intelligence play in M&A success.

Jennifer recounts her eye-opening experience interviewing over 60 CEOs and discusses how women can transform the M&A landscape by leveraging their unique skills. Get inspired by real-life stories of female M&A professionals who have become trusted advisors by tapping into their foresight and emotional intelligence. 

Jennifer also offers actionable advice for women aspiring to board roles, emphasizing the importance of human capital management and the often-overlooked process of re-interviewing for jobs post-acquisition.

Explore how women’s intuition, empathy, and foresight can reveal unseen factors, foster open communication, and anticipate future challenges in M&A. Jennifer shares a compelling story about a woman who kept a deal on track by minimizing ego conflicts and discusses the importance of having allies in the boardroom.

Discover the intricate interplay between data-driven decisions and cultural alignment in M&A. Jennifer highlights the often-underappreciated superpowers women bring to the table, such as intuition and emotional intelligence, and provides actionable advice for women seeking board roles. Jennifer also touches on the critical aspect of re-interviewing for jobs post-acquisition and its impact on employee morale.

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Article: Are Introverts Better Leaders In Uncertain Times?

In the noise that follows a merger or acquisition (M&A), the louder voices more often break through to command the attention of senior leaders. Extroverts, with their outgoing and assertive nature, tend to better position themselves to take on roles of responsibility as leadership evaluates where everyone fits within the new structure. However, as companies unite post-deal and the criteria for success evolve, leaders with different profiles can begin to shine. Introverted leaders, with their capacity for deep listening, thoughtful analysis, and a calm demeanor, can be exceptionally effective in navigating the intricacies of integration. When facing the uncertainty of an untested strategy, considering the leadership styles of both extroverts and introverts is not just beneficial but necessary.

Read Jennifer’s full article at Forbes where she dives into:

  • Challenging the Stereotype for Leadership in Uncertain Times
  • Embracing Introverted Leadership for Successful Integration
  • Fostering a Culture of Contribution
  • Mastering the Art of Focus Amidst the Noise
  • Soliciting for Friction, Not Simply Agreement
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Article: Women Possess A Secret Weapon For Merger and Acquisition Success

Women’s distinct deal-making talents became evident during a conversation with a male CEO I was interviewing for my M&A book. “You know, a man would never write this kind of book. It would never dawn on a guy to be addressing this emotional stuff. From my experience, it’s how people act or don’t act that dooms the deal. Women’s ability to anticipate and provide guidance on the more personal aspects of a deal is invaluable,” he suggested. Indeed.

As an M&A consultant, focused on the people piece of mergers and acquisitions, I’ve spent countless hours in due diligence and integration meetings. Men tend to be the majority in these meetings, yet women are growing in number and playing bigger roles. According to Datasite’s 2022 study on the changing landscape of M&A, women are a rising force in dealmaking, comprising nearly half of the Millennial and Gen Z workforce employed in mergers and acquisitions. This is a positive shift, as the CEO noted.

Read the rest of Jennifer’s Forbe’s article here, where she outlines the 5 superpowers women possess:

  1. Women illuminate the human side of M&A (which tends to be ignored)
  2. Women the intuition to see things (which may not be obvious to others)
  3. Women have people open up to them (in ways that are insightful)
  4. Women simplify the messaging (so more people can understand)
  5. Women can anticipate future challenges (thanks to intuition on what could go wrong)
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Podcast: Reframe & Reset Your Career

How can you turn things round if you encounter difficulties when leading a new team? Jennifer & Harsha Boralessa discussed how she dealt with this potentially tricky situation on the Reframe & Reset Your Career podcast.

In this episode, we will learn about potential strategies for navigating the uncertainty, disruption and fear that comes from mergers, acquisitions and other business transformation. 

“What they wanted to know is how was I going to help them in the present moment, right? They hadn’t had a leader in a year and … I worked that much harder to see how can I help this team? What value do I bring to this team? It’s not about what I’ve done in the past, but it’s what I can do now to help them in the future, moving forward. It made me work so much harder … it was about what I could do to contribute to their future.” ~Jennifer J. Fondrevay

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Podcast: Virtual Campfire

Embrace change: it’s the key to not just surviving mergers and acquisitions but thriving and showing true leadership. In this episode, Jennifer joins Tony Martignetti to discuss the power of people in Mergers & Acquisitions. Discover the unexpected journey of an accidental entrepreneur, who transforms the daunting topic of M&A into a relatable, engaging conversation. Jennifer shares the human side of mergers and acquisitions, explaining how embracing change becomes the key to not just surviving but thriving in times of transition. She also touches on change management, courageous writing, and more.

See the full transcript here.

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Forbes: Create Certainty During Mergers And Acquisitions With One Exercise

While M&A deal volume normalized and progressively improved throughout 2023, for CEOs and boards, considerable uncertainty remains in today’s market….. There is a simple exercise I employ with companies pursuing a deal to address these questions and bring more certainty to the deal’s unknowns: a premortem analysis.

Click here to learn how to implement my premortem exercise and its benefits for leadership before heading into an M&A conversation.

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Podcast: Relationships at Work with Russel Lolacher

Jennifer joined Russel Lolacher to talk about how to ease the pain of mergers and acquisitions. See the full transcript here.

KEY TAKEAWAYS 

  • Mergers and acquisition complexities and challenges.
  • First hand employee experience during a M&A.
  • The importance of effective and adaptive leadership during M&A.
  • The critical role of communication.
  • How early involvement of frontline leaders is crucial.
  • Steps to overcome an “us vs them’ mentality.

“Leaders need to be better prepared for what happens to people in times of change and uncertainty… You need to allow people to adapt to that, but you also need to prepare your leaders for how to lead people when they’re dealing with a whole new process, potentially.”

Jennifer Fondrevay