The first conversation with a target CEO shouldn't focus on the deal. Instead, focus on their personal story to uncover their core motivation—money, legacy, or team success. This "why" provides the key to framing the acquisition in a way that resonates with them and dictates the entire negotiation strategy.

In an acquisition, the initial priority isn't strategy, but calming uncertainty. Leaders should establish a constant, accessible communication flow—using tools like chat communities and an open-door policy—to reassure the team and ecosystem, addressing stress before tackling operational changes.

To ensure Day 1 alignment and retain key talent, treat integration planning as a collaborative process. Share the developing integration plan with the target's leadership during due diligence. This allows them to validate assumptions, provide critical feedback, and feel like partners in building the future company, rather than having a plan imposed on them.

Instead of arriving with a rigid 100-day plan, CPC advises using the initial post-acquisition period to build trust. The management team is exhausted from the sale process. Forcing immediate, top-down changes is a mistake; the priority should be establishing vulnerability and mutual understanding for long-term success.

When an acquisition supplants an internal project, the messaging is crucial for morale. Position the internal team's work as a successful R&D phase that validated the market need and informed the "buy" decision. This celebrates their contribution and frames the acquisition as an acceleration of their validated strategy.

Advocate for a month-long period between signing and closing. This window allows you to ask detailed questions and plan openly with the target team without confidentiality barriers, transforming a potential shock into a collaborative process and setting the integration up for success.

To reassure an acquired company's partners, communicate that their existing investments (like competencies and specializations) will be directly transferred. Describing the program integration as a 'lift and shift' provides concrete assurance that their earned value will not be lost, reducing uncertainty and maintaining trust.

A key part of buy-side M&A is conducting 'reverse diligence,' where the buyer transparently outlines post-close operational changes (e.g., new CRM, org charts). This forces difficult conversations early, testing the seller's cultural fit and willingness to integrate before the deal is finalized.

In the final deal approval meeting, require every functional lead (HR, finance, sales, etc.) to present their findings and cast an explicit go/no-go vote. This forces accountability and surfaces last-minute objections, preventing passive dissent where a stakeholder might later claim they were unheard, thus undermining integration.