The most effective way for operating partners to integrate post-acquisition is not by presenting a strategic plan, but by asking "What do you need help with?" and performing hands-on, tactical work to fill immediate talent or resource gaps, which builds trust and yields deep insights.

When new leadership arrives, a long-serving executive's value lies in their deep institutional knowledge and cross-functional relationships. They can act as a crucial bridge, helping synthesize diverse perspectives to guide the new team's vision and ensure a smoother transition.

When an executive leaves, the CEO should step in to run their department directly. This provides invaluable operational context for hiring a replacement and empowers the CEO to make necessary but difficult changes (org structure, personnel) that a new hire would hesitate to implement.

To build immediate trust, Gryphon Investors kicks off portfolio company relationships with a "touchy-feely" session. Using personality assessments, the most senior Gryphon partner must share their own development plans and weaknesses, disarming the new management team and setting a tone of vulnerability and authenticity.

Instead of hiding the decision to layer a star employee, Harvey's CEO advises involving them directly in the hiring process for their new manager. While this risks them leaving, it's a calculated bet on trust. Success means they respect the decision, feel valued, and are primed to learn from their new leader.

When you're a new leader or a small company, A-players vet the entire executive team, not just you. Make recruiting a team sport by including the CEO and CFO. This demonstrates the company's collective strength and convinces candidates to join the mission, not just the manager.

Unlike a functional manager who can develop junior talent, a CEO lacks the domain expertise to coach their entire executive team (e.g., CFO, VP of HR). A CEO's time is better spent hiring world-class leaders who provide 'managerial leverage' by bringing new ideas and driving their function forward, rather than trying to fix people in roles they've never done.

One of the most effective ways to build trust and demonstrate a senior, company-first mindset is to proactively kill your own initiatives. This shows you share the same incentives as leadership—optimizing for company outcomes, not just protecting your own projects and accumulating resources.

To build alliances with C-suite peers like the CFO, a new executive should act as a 'servant leader.' Instead of asserting authority, frame your function's role as being in service of their agenda. Asking "how can we make your life easier?" builds trust and collaboration from day one.