When a company announces a merger or acquisition, most leaders turn their attention to strategy, systems, and spreadsheets. But, what gets overlooked—over and over again—is the people side of the deal, especially for salespeople.

Recently, I sat down with Jennifer Fondrevay, author of Now What? A Survivor's Guide for Thriving Through Mergers and Acquisitions, to talk about what happens when companies merge, and why ignoring human behavior is a costly mistake.

Let's get real about what's going on beneath the surface.

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THE HIDDEN IDENTITY CRISIS OF SALES TEAMS

As Jennifer put it: "It's almost an identity crisis." That might sound dramatic, but it's exactly what happens when you ask high-performing sales reps to toss out everything they've mastered overnight.

They've spent years perfecting their pitch, learning the product inside and out, and building trust with customers. Suddenly, the rules change—the product changes. The process changes. And their value—something they've staked their professional identity on—feels like it's up for review.

You can't slap a new logo on the slide deck and expect your sales team to pivot to a solution-based sale seamlessly. Especially when what they're being asked to sell is something they once competed against.

WHAT LOOKS GOOD ON PAPER DOESN'T ALWAYS WORK IN PRACTICE

One of Jennifer's most popular articles breaks it down simply: What executives say during a merger isn't always what employees hear.

For example:

Execs say: "You now have a broader portfolio to offer customers!"

Sales hears: "Great. Now I have to sell something I've never used, don't fully understand, and might've bashed in a previous sales call."

Leaders often assume enthusiasm will spread on its own. It won't. Change fatigue, fear of job loss, and unclear expectations slow down adoption and kill morale. And when salespeople feel anxious or uncertain, they can't listen well, ask the right questions, or confidently solve buyer problems.

That's not just a sales issue. That's a revenue risk.

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PRODUCTIVITY DOESN'T MAGICALLY REBOUND—IT NEEDS SUPPORT

There's a tendency in M&A to underestimate the time it takes for people to regain momentum. And it's not just about training on new features. It's about helping people adjust their mindset.

Jennifer calls this the "time to productivity" metric—and it's one most companies don't plan for. But the best leaders do one key thing: they break the change down into bite-sized chunks. They give their teams clarity on what's changing, what success now looks like, and how to bridge the gap.

They also show up with empathy. Not coddling—but understanding. Not just "Here's what's changing," but "Here's how I can support you through it."

DATA IS POWER—IF YOU USE IT RIGHT

We both believe in assessments. But only if you use them well.

If you're gathering feedback and doing nothing with it, congratulations—you've just killed trust. Employees feel duped. Sales reps start updating their resumes. And the culture takes a hit.

On the flip side, assessments done well (with context and communication) give leaders the insight they need to support behavioral change. It's not about judgment. It's about diagnosing what's going on and giving your team the right tools to grow.

DON'T JUST LEAVE IT TO HR—LEADERSHIP NEEDS TO LEAD

Here's the trap too many fall into: The deal closes, and finance and legal step back. And the messy people part? That's handed to HR.

That's a mistake.

As Jennifer said, M&A leadership is a real thing. And it calls for a different toolkit—one that includes compassion, clarity, consistency, and yes, some serious self-awareness.

One of my favorite moments in our conversation was when a leader in one of Jennifer's engagements stopped a meeting and said, "We created this culture. This system. This team. And it's on us to fix it."

That's rare. But it shouldn't be.

THE BOTTOM LINE: RESPECT IS THE REAL FOUNDATION

Whether you're in sales, operations, product, or the C-suite, respect is the foundation. Respect for the other side. Respect for the individual. Respect for the uncertainty they're trying to navigate.

Mergers and acquisitions don't fail because of bad math. They fail because people are scared, confused, and disconnected from the vision.

But when leaders lead with empathy, clarity, and ownership? Change doesn't feel like a threat. It feels like an opportunity.

👋 Want to explore how your team can navigate change without losing momentum—or people?

Let's talk. Or check out Jennifer's book Now What?, and follow her on LinkedIn for more practical wisdom on the human side of M&A.