Two Mergers in 18 Months
The Situation
The firm pursued growth through two acquisitions in the span of 18 months. While the strategic rationale was strong, leadership recognized that growth at this pace risked unsettling both employees and clients at a time when stability already felt scarce.
The Real Risk
Early leadership conversations understandably focused on how clients might respond, but we pointed out a more foundational risk: if employees were not given the time, context, and space to fully understand and believe in the leadership direction, particularly how it served clients, any uncertainty would inevitably be felt by clients long before it appeared in formal communications.
We advised to engage deeper, earlier engagement with employees, knowing that client confidence would ultimately be reflected through the confidence of the people serving them.
The Approach
Rather than treating communication as a broadcast exercise, the work began with listening and sequencing.
- Messaging and talking points were developed by audience—employees first, then clients, then external stakeholders.
- Early conversations with employees were used to surface concerns, test assumptions, and refine tone.
- Feedback from these sessions directly shaped client-facing messaging, ensuring that employees could speak with confidence and authenticity when clients asked questions.
Importantly, messaging was staged: - Initial conversations with a small group of employees and key stakeholders helped refine language.
- A limited group of clients was then brought into the conversation, allowing final adjustments before broader client and media outreach.
The Inflection Point
Employees needed time and space to understand how the merger would affect their clients before they could credibly support the change. Adjusting the cadence changed the entire dynamic of the rollout.
The Outcome
- Client retention across both legacy firms exceeded 98% one year post-transaction
- Employee retention remained in the high-90s during a period of historic disruption
- New business exceeded expectations, including a nine-figure family who cited the merger and expanded capabilities as a deciding factor
Why This Matters
This work demonstrated that confidence during growth is transferable, but only if it’s earned first internally. By listening carefully, testing readiness, and allowing insight to shape sequencing and tone, the firm was able to grow without sacrificing trust.
This approach now serves as a blueprint for how the organization manages future growth and change.
Explore the Role of Listening in Change
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