When Uncertainty Hits the Boardroom
Lessons from Leading HR Through a Company Acquisition
I still remember the room.
I had been an HR Executive for over a decade — leading a 20-person HR team, serving more than 2,000 employees. We weren’t just an administrative function; HR was a strategic force in the business. We were part of the conversations that shaped the company’s direction.
So when the first whispers of a full acquisition began in the management corridors, I knew we were entering a new chapter.
But here’s what I didn’t expect: It wasn’t the financial negotiations or the due diligence that slowed us down. It was the fear of the unknown.
The Slow Creep of Ambiguity
Our leadership team was top-class. In fact, that’s why the new investor was interested — we had a strong, proven track record.
And yet, as soon as the idea of acquisition entered the room, something shifted. Not overnight, but gradually.
Communication became cautious. Meetings got quieter. Questions were asked… but only in smaller, private circles.
It wasn’t that people didn’t believe in the leadership. It was that trust had been unsettled — not broken, but suddenly fragile. And without trust, even the strongest leadership teams struggle to move forward decisively.
HR’s View From the Centre
As HR, we were right at the heart of it all — balancing the anxieties of employees with the high-stakes decisions of the boardroom.
I could see the early signs of what happens when trust starts to erode:
Leaders hesitating to share openly
Teams second-guessing priorities
Small conflicts lingering because no one wanted to “make things worse”
If you’ve been through a merger or acquisition, you’ll know this energy well. It’s the weight of uncertainty.
Why Trust Is the First Priority
Here’s the thing about trust: in steady times, it’s an asset. In times of uncertainty, it’s currency.
And like any currency, it can be invested, exchanged… or lost.
When the ground is shifting, you don’t have the luxury of waiting for trust to “naturally” rebuild. You have to design for it. That means:
Creating explicit team agreements so everyone knows how you’ll work together under pressure
Making space for difficult conversations before they spill into performance issues
Holding alignment as a shared responsibility — not just the CEO’s job
The Role of External Facilitation
One of the most overlooked truths about big organisational change is this: the leadership team can’t also be the neutral facilitator.
When you’re part of the change, you’re in it — emotionally, politically, personally. That’s why bringing in an external coach or facilitator can be a game-changer.
In my team coaching work, I’ve seen what happens when leaders step into a safe, structured space where they can speak honestly, listen deeply, and rebuild the trust they need to lead through uncertainty.
For example, in a recent program for a leadership team navigating a merger, we started with values work and agreements design. Within two days, they had a shared language for decision-making and a way to address tensions without derailing progress. The transformation in focus and energy was immediate.
If You’re Leading Through Change…
If you sense guardedness in your leadership team, if conversations are moving to the corridors instead of the meeting table, that’s your signal.
Don’t wait for that major organisational change to “settle” before aligning your team. By then, misalignment may have already cost you time, morale, and talent.
Strong leadership teams don’t just survive change — they design how they’ll face it, together.
Ready to strengthen your team before the next big change? Explore how my tailored team coaching programs can help you align, build trust, and move forward with confidence. Learn more here.
