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Acquisition Adjustment

Elevating Performance through Collective Leadership

Background

This dynamic, independent startup, was acquired by a large, established institution, “Parent Corp.” The 18-person team, accustomed to fluidity, struggled within the bureaucratic structure of their new parent company.

They perceived them as slow and rigid; Parent Corp leadership viewed the team as unpolished, resulting in passive-aggressive communication and a palpable “us vs. them” mentality. The team’s leadership became defensive and felt a loss of control, casting a significant leadership shadow that mirrored the conflict down to their middle managers. This thinking drained significant energy, shifting the focus to internal battles rather than integration and productivity.

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The Coaching Intervention

Our systemic team coaching engagement began with the objective of helping the team navigate their new reality, understand where they fit within the larger system, and shift from resistance to constructive integration. The intervention comprised three key phases:

Phase 1: Systemic Mapping and Dynamic Exploration
We worked with the entire team to map their new organisational landscape. We charted the relationships, power dynamics, and communication channels between them and various Parent Corp departments.

In this dynamic session, the team physically placed themselves within the system map. This exercise externalised the inherent tensions and facilitated a shared understanding of their position not as a standalone entity, but as a critical component of a larger machine. It became clear that their perception of being marginalised was partly accurate, but their reactive behaviours were exacerbating the issue. We explored “What needed to shift?” and “What would better look like?” The desired future state was defined as a collaborative unit that maintained its innovative spirit while leveraging the stability and reach of Parent Corp.

Phase 2: The Time to Think Session
We utilised a “Time to Think” session format giving everyone an equal opportunity to articulate their thoughts without interruption, ensuring true listening and being heard.

Themes emerged: the loss of identity, fear of bureaucracy, and frustration with new processes. For many, it was the first time they felt genuinely listened to. This created a foundation of psychological safety.

Phase 3: Shifting Control and Focus
The final phase focused on identifying what the team was holding onto that needed to be let go. A core realisation emerged: they were fighting “battles” (e.g. arguing over minor process changes, resisting standard reporting formats) that took significant energy and attention.

Using the Circle of Concern and Circle of Influence, we mapped their energy expenditure, revealing they were predominantly focused on their Circle of Concern. The breakthrough moment came when they understood their resistance was fuelling the very reaction from the parent company they opposed.

Impact & Results

By shifting their focus to Circle of Influence, the team began to strategically engage with Parent Corp, reframing their concerns into collaborative solutions and adopting processes while advocating for efficient adaptations.

Within six months, the communication climate improved significantly. The “us vs. them” narrative faded. The coaching intervention helped them move from a resistant to an integrated, high-impact team that understood its value and place within the larger system.

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