Insights
What Diligence Misses When the Team Can't Name How the Business Works
Andrew Matney is a finance, strategy, and M&A operator who has seen transactions from nearly every angle — lender, advisor, investor, and operator. In this episode of Herding Squirrels, he shares what gets missed when everyone is on their best behavior before the close, and why the real operating system of a founder-led business lives in decisions, not documents. If you're navigating a post-close integration or thinking about how to prep a company for acquisition, this conversation will change what you look for.
Resistance Is Data
Kamran Jahanshahi is the President and Founder of Peak Point Consulting, with 25 years of transformation leadership across Citibank, MetLife, and Walgreens Boots Alliance. In this episode of Herding Squirrels, Kamran breaks down what separates integrations that survive from ones that quietly fail, and why most organizations underinvest in the one part that determines the outcome: people. If you are leading a company through an acquisition or advising one that is, this conversation will sharpen how you think about operating models, leadership credibility, and why the resistance you are seeing is not a threat but a signal.
The Honeymoon Tax
Around 90 days into any big change, the energy goes quiet. The dashboard stays green. The strategy holds. But the thing that was moving is suddenly not. Here is the math behind why
Stop Building an AI Strategy
You've read 47 AI posts this week. There's a reason. Festinger named it in 1954, and it's quietly running every AI rollout happening right now. When people are uncertain, they look at each other before they look at the tool. The leaders who get adoption right aren't the ones with the best strategy. They're the ones building the room where honest reactions can surface. Here's what that looks like.
Your Team Isn’t Disengaged
Your team looks aligned in the meeting. But the real conversation is happening somewhere else. Here are the three layers of silence and how to bring teams back.
Why Your Team Navigates Change Alone
Your team is already comparing themselves to each other during change. They're just doing it silently, with bad data. Here's what happens when you make it visible.
What Will Still Matter When AI Changes Everything About Work
AI is changing work fast, but human connection, creativity, and judgment aren't just surviving—they're becoming your only competitive advantage.
Why Imposed Change Exhausts Teams
When you choose change, it energizes. When change is thrust upon you, it exhausts. Here's why your team needs agency in how transformation happens.
Your Team Isn't Resisting Change
Here's what makes adaptation possible: when your team's identity and your organization's purpose are clear, you can show how this change serves that shared purpose. When people see the change isn't random—it's in service of something they already believe in—the energy for adaptation becomes available. That doesn't mean resistance disappears. But it transforms from "why are we doing this?" to "how do we do this well?"
Why Teams Respond to Change at Different Speeds
When you introduce change—whether it's a new tool, process, reorganization, or way of working—you're asking people to move through a predictable sequence of psychological stages. These stages show up across three different frameworks that, remarkably, tell the same story:
Innovation Adoption → Change Transition → Grief Response
Why Team Building Doesn't Work
Just like treating my knee pain with ice and rest didn't address the piriformis muscle issue, team building activities that focus on surface-level bonding rarely address the deeper systemic problems affecting your team's performance.
The symptoms aren't always obvious. You have to dig into the cultural systems that exist to get at the root cause - or more likely, multiple root causes working together.
Those Who Don't Build Must Burn
As talent becomes harder and harder to attract and retain: Don't sacrifice your A-players to accommodate your C's.
That negative team member who's "not that bad" and "has some good qualities"? They're costing you far more than their salary. They're costing you the engagement, creativity, and performance of everyone around them.
There's an old Hindu proverb that says, "There are hundreds of paths up the mountain, all leading in the same direction, so it doesn't matter which path you take. The only one wasting time is the one who runs around and around the mountain, telling everyone that his or her path is wrong."