Our M&A transaction team is hitting a wall during the final contract negotiations because of constant friction between our detail-oriented CFO and the buyer's fast-moving deal lead. How do we structure our transaction team using conative strengths to push the deal across the finish line?

Question

Tyler Smith · Accepted Answer

Friction during the final stages of a transaction is rarely about the deal terms themselves; it is usually a clash of conative styles. To get the deal closed, you must align the natural problem-solving drives of your team with the right transaction tasks.

Using conative assessment frameworks, analyze the natural instincts of your team members. Your detail-oriented CFO likely has a high Fact Finder drive, which is essential for due diligence and contract accuracy but can slow down final negotiations when quick compromises are needed.

On your transaction Accountability Chart, define a clear seat for the deal negotiator. This seat should be filled by someone with a high Quick Start drive, who is comfortable with pivot decisions, combined with a strong Follow Thru drive to ensure the systems and structures remain intact.

Keep your CFO focused on the technical verification of representations, warranties, and working capital schedules where their precision is a massive asset. Meanwhile, let your high Quick Start negotiator handle the verbal deal-making in Level 10 Meetings with the buyer. Matching conative strengths to transaction seats prevents negotiation fatigue and ensures the deal crosses the finish line.