Chairman's Message, April 2016
By Jim Jeffries, Chairman, M&A Leadership Council
What are the characteristics and responsibilities of successful leaders in the integration process? The question came up at this month’s “Art of M&A Integration” program, held in sunny Orlando. We had a great crowd with a variety of past experiences, however, once again the question arose as to who should be selected as the integration leader?
So, in this article let me try to clarify our bias for selecting the best integration leader, beginning with this statement: “’Availability’ should never the basis for selecting the person responsible for integration success!” Way too often we see companies appointing the integration leader based on the fact that a person is available for the job rather than the demand for their talent and their stature in the organization. Big mistake.
As a matter of fact, just the opposite should be the criteria for selection. In almost all cases, the Integration Management Officer should be the person who is hardest to pull into a full-time, dedicated role. The most sought-after talent; the “up-and-comer;” someone who you see in the future succession plan. After all, at the end of the integration of a challenging acquisition, this person will know more about the new combination than anyone else, they will be acquainted with the new organization and should be able to continue in a leadership role.
Characteristics of the Integration Leader
- Confidence of the Board and Management
- Currently at the VP or Senior Manager Level
- Willing to take and make decisions
- Gravitas (credibility) and impact
- Capacity to work at the Board level
- Ability to challenge others
- Respected within the business
- Willing to work full-time/long hours
Responsibilities of the Integration Leader
- Lead the program at the board level
- Single accountability for success
- Rapid-fire issue resolution
- Champion the program
- Provide focus and direction
- Ensure momentum is maintained
And finally, there is one more ingredient required for a successful integration leader and that’s the public endorsement of the CEO or business leader. It’s imperative that the person selected for the critical role of maintaining and creating value from an M&A deal is recognized publically as the leader and has the full endorsement of and confidence from the top of the organization. There should never be a question as to the importance of this leader and their authority to succeed.
Very best,
