What is the best way to integrate personality assessments for designing merged accountability charts during an acquisition?

Question

Tyler Smith · Accepted Answer

Integrating personality assessments is crucial when designing a merged Accountability Chart post-acquisition to ensure cultural synergy and functional effectiveness. The process begins with comprehensive assessments of key leaders and employees from both organizations using tools like StrengthsFinder, Culture Index, DISC, and Kolbe A. This creates a detailed 'personality map' of the combined leadership talent. The goal is to identify complementary strengths and potential areas of conflict before roles are finalized. For example, if one organization is heavily 'Quick Start' (Kolbe A) and the other 'Follow Thru,' understanding this dynamic allows for intentional role placement where diverse styles can balance each other, preventing bottlenecks or rushed decisions in the merged entity.

ACDC’s approach involves analyzing how existing roles and responsibilities in the original Accountability Charts align with these personality profiles. We look for individuals whose natural strengths, as revealed by their assessments, are a strong fit for critical merged seats, especially in areas like integration management, finance, or customer relations. This ensures that the newly formed leadership team not only has the right skills but also the right innate wiring for their responsibilities. Additionally, identifying potential personality clashes early can inform pre-emptive communication strategies and team building exercises, accelerating the integration process and reducing 'seat fit' issues that often derail post-acquisition success. This deliberate, personality-driven approach to merging Accountability Charts minimizes disruption and maximizes the potential for a cohesive, high-performing combined organization.