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Merger chrysalis: Use emotional intelligence in your next merger

Andrew Hedley considers how emotional intelligence can help you to better manage ?the merger process both internally and ?with the other side

27 February 2014

If you are tasked with delivering a merger, you have a huge amount of leading, persuading, cajoling and encouraging to do in order to realise your objective.

Your audiences are both internal and external. Within your firm, you are responsible for understanding the mood of the wider partnership group and persuading others of the merits of the proposed action (along with the non-viability of the status quo). You then need to lead partners, lawyers and business support personnel on a journey which a number will approach with trepidation and resistance.

Externally, you will need to influence the leadership team of the prospective merger firm, interact with clients and explain the benefits of the merger from their perspective. You also need to engage with the media to ensure that any deal is positioned correctly in the public domain.

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