Two People. One Seat.

In our last issue, we explored presence as our most important currency. This week, I want to talk about what happens when the room itself changes, and the organization you have built your career in suddenly belongs to someone else.

Glimmer of Inspiration ✨

A few years ago, I was at the top of an organization when it was acquired. One day, I had clear decision-making authority. The next, I had a counterpart from the acquiring company in an equivalent role. Two people, one seat.

On paper, both of us had the same title and similar responsibilities. In practice, the questions started immediately. Who approves this budget? Whose process do we follow? Who does the team report to when we give conflicting direction? The structural clarity that had guided our teams was replaced by ambiguity, and people around us could feel it.

I recently read a piece by my former Rotman professor, Tiziana Casciaro, on surviving workplace chaos through strong networks. She describes how reliable structures and governing mechanisms get lost during disruptions like acquisitions, and people naturally fall back on their trusted contacts for information. But those trusted contacts often lack the information you need to navigate the new reality.

That observation matched my experience exactly.

Lightbulb Moment 💡

Professor Casciaro talks about the yin and yang of networks. You need the cozy, stable connections for emotional support, and you also need novel ties to people outside your usual circle for fresh ideas and opportunities.

During my acquisition, my existing network was invaluable for processing the emotional weight of the situation. But here is the reality I had to learn: in an acquisition, the acquiring organization holds the primary influence regarding the future of the team. Your longtime colleagues can support you, but they usually cannot influence those high-level decisions.

We are often told that our work should speak for itself, but that is a dangerous assumption in a transition. You cannot simply wait for your output to be noticed.

You have to speak for your work and connect it to the value the organization requires.

Your network is a strategic asset, and during an acquisition, the most important connections are the ones you have not built yet.

Shine Brighter: Your Growth Challenge 🚀

If you are going through a merger, acquisition, or any major organizational shift, here is a practical framework I wish I had followed from day one.

• Map the new landscape. Before your first week is over, identify who in the acquiring organization has decision-making authority over your area. This is not about office politics; it is about knowing who provides the support and context you and your team need to succeed.
  
• Initiate a value conversation. Reach out to your new leadership and ask a simple question: What are your biggest priorities for the next 90 days? This shows you are oriented toward shared goals. When you understand what they value, you can better align your individual expertise and your team’s output to support that vision.
• Make your own contributions visible. In times of ambiguity, your individual strategic insights can go unnoticed if you only focus on your team's tactical output. Find ways to contribute to high-level, cross-organizational projects where you can showcase your own expertise.

A Final Spark ✨

When your organization gets acquired, your title might stay the same and your desk might not move. The game has changed. The people who already know your value can remind you of it, but the people who need to discover it are somewhere else in the building.

Do not wait for a structured event to introduce yourself. The connections that determine your future in the new organization are the ones you build before anyone asks you to.

Have you navigated an acquisition or major restructuring? What did you learn about building new connections under pressure? I would love to hear your story in the comments.

Here’s to finding your spark and letting it shine.

Karen.

Professor Casciaro’s full article, Surviving workplace chaos starts with your connections, is available on the Rotman Insights Hub. It is a concise read on how well-networked employees navigate transition and how organizations can foster better connections. I recommend it for anyone thinking about how to prepare their teams for disruption.