Growing up in Florida, I was a member of my high school’s rowing team, rowing in both our eight- and four-seat shells. A great rowing team moves in perfect sync, generating incredible speed and power; an eight-seat shell can even tow a water skier (watch the MythBusters video on YouTube that proves it!).
Every seat in the boat has a specific role — steering, stroke, power — and without even one of them, the boat underperforms. Because everyone on the boat has a particular responsibility, teams that are well synchronized and row together win races.
Teams tackling a merger or acquisition can learn a lot from rowing. Successful M&A deals aren’t just transactions; they can be transformational in nature. Proper M&A planning ensures everyone knows their exact responsibilities before, during and after the deal closes. Like rowing, success depends on clearly defined roles and synchronized effort, especially during post-close integration.
The sport of rowing is often referred to as the ultimate team sport. The team wins or loses together. No individual seat on the boat is more important than another. In mergers and acquisitions, success isn’t judged by individual output alone, but by how well the entire team moves forward together.
Understanding people to define roles
In business, as in sport, you must understand what drives behavior to build teams that row in unison. Why do some teams click while others collapse under pressure? The Chris Argyris, Ph.D., framework of Espoused Theories and Theories in Use explains that people often say one thing but do another, not out of dishonesty, but because internal values kick in under stress.
These values — avoiding losing, staying in control, preventing embarrassment, always appearing rational — form what is often called the Operating System of People. In M&A, newly formed teams bring together different cultures and expectations. If roles aren’t clearly defined and trust isn’t built early, people revert to self-protection. That can lead to turf wars, communication breakdowns and resistance to collaboration.
The solution? Define roles, define team success and communicate, communicate, communicate.
The mindset shift
When employees struggle to adjust to a change in an organization, you can’t simply tell them to “do better.” Leaders must lay a new cultural foundation that shifts people from their default “operating system” to a healthier mindset — we win together.
Here’s the difference: In the operating system mindset, one considers how they can avoid losing, maintain control, avoid embarrassment and always appear rational. In a we-win-together mindset, the single mentality is that we only win together. Individuals know they may not have all the data, but it’s OK to be wrong and, together, we are smarter.
This mindset shift is powerful because it builds trust. It gives people the freedom to ask questions, float half-formed ideas and make early mistakes before stakes are too high.
How to align the new team
Of course, these ideas sound great in theory. But how do you apply them?
- Clarify roles early: Don’t just assign tasks; explain why they matter. Meet with employees individually to discuss their new role and its purpose. Communicate.
- Lead like a coxswain: In rowing, the coxswain steers the boat, provides real-time feedback and encourages the team to power through when things get tough. As a leader, your job is the same: consistent, clear, positive reinforcement, especially under pressure. Communicate.
- Normalize learning: Create a culture where it’s OK to say “I don’t know” or “I need help.” Use one-on-ones and team meetings to encourage questions. Safety drives engagement. Communicate.
- Use data to stay grounded: People want to appear rational. Let data be the team’s common language. It minimizes ego and improves alignment. Communicate. And remember — everyone wants to win, but their default definitions of “winning” may differ. Work to align everyone’s definition of winning. Communicate.
The rowing payoff
In my experience, top-performing M&A teams aren’t always the most decorated; they’re the most aligned. They trust each other, know their roles and work together to achieve greatness. They communicate.
Take the time to define roles early. Appreciate each person’s contribution. Give meaningful feedback. And above all, communicate with each other. Build a culture in which it’s safe — and empowering — to row, no matter which seat on the boat you’re in.
