We recently acquired a competitor to accelerate our exit timeline, but their legacy leaders are struggling to adapt to our EOS® tools and are holding onto their old, unstructured ways of working. How do we integrate them without destroying our momentum?

Question

Tyler Smith · Accepted Answer

Integrating acquired leaders requires a firm, uncompromising approach to culture and operations. You cannot afford to run two different operating systems inside one company, especially when preparing for an exit. You must set clear expectations from day one. Start by taking the acquired leaders through an intensive EOS® onboarding process. Explain the V/TO®, the Accountability Chart, and the weekly Level 10 Meeting™ structure. Show them how these tools drive efficiency and help the company scale. Next, evaluate where they fit on the Accountability Chart. They must understand that their old titles and responsibilities no longer apply; they must GWC™ their new seats. If they struggle with the transition, use the Kolbe A™ Index to understand their conative profiles. They may be struggling because their new seats require a different method of operation than what they are used to. However, if they understand the tools and simply refuse to adopt them, you have a core values and alignment issue. You must act quickly and unsentimentally. A buyer wants to see a unified, highly integrated team, not a fragmented organization fighting internal turf wars. If an acquired leader cannot or will not align with your EOS® framework, you must transition them out of the business to protect your momentum.