During discussions between private equity and the portfolio companies, everything appears to be running smoothly on the surface, but underlying tensions remain unspoken. The stakeholders have their own frustrations, often regarding the direction of the strategy, priorities, or execution. These unspoken feelings can hinder collaboration and undermine value creation, even when the conversations seem to be progressing well at face value.

A seller stays onboard after an acquisition but struggles to align with the new CEO, causing friction without open communication.

An executive, post-reorganization, struggles with their new position and direction, impacting the direct team and business.

Unspoken fears and personal stress of a manager resurface, creating tension for individuals within the current team and impacting ongoing projects.

During projects, miscommunication between buyers and sellers arise, compounded by the advisors. This leads to frustrations and unknown emotions just before closing or lingering tensions that affect future collaboration.

In an upcoming acquisition, a completely new team is being integrated. By facilitating open dialogue and providing fresh perspectives, mindsets align towards a shared vision. This approach helps surface underlying tensions, enabling proactive resolution and ensuring a smoother integration process.

A long-serving founder wants to step aside but is unclear about the impact, timing, expectations, and their future role, impacting the business.

In a family business, important issues remain unspoken out of loyalty and respect, leading to stagnation.

Colleagues face frustrations toward each other, resulting in gossip and energy loss within the team.