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Monday, November 24, 2014 
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Leadership Behaviors on Both Sides of an Acquisition That Impact Integration Success

A Project Leadership White Paper by Donald E. Robinson

www.projectleadership.net

Abstract
Too often even the most strategic, well-structured transactions that are appropriately valued get into trouble soon after the deal is signed. Integration grinds to a halt, frustrations rise and tempers flare. In our experience, realizing progress and results during a merger or acquisition is largely driven by the combined firm’s ability to make decisions and to remove uncertainty and ambiguity quickly. However, a fair amount of the probability for deal success also hinges on people’s behaviors. Here are a few suggestions based on our experience with over 70 deals and thousands of executives on the kinds of behaviors – both from the acquirer and the acquiree - that can help preserve value of the organizations before close and up the odds for long term success.

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