By: Dr. Connor Robertson

When a new owner takes over a business, the team’s first question is rarely about strategy. It’s about survival: Will I still have a job? Will everything change? Can I trust this person? Dr. Connor Robertson understands this concern better than most. After acquiring many small businesses, he has developed a structured method for helping uncertain or disconnected teams become unified, high-performance groups—often in under 100 days. His approach isn’t driven by motivational speeches or team-building retreats. Instead, it involves a series of thoughtful decisions, systems, and leadership behaviors that help team members feel safe, aligned, and clear about the company’s direction.

Here’s how Dr. Connor Robertson approaches building strong teams after closing a business deal.

Step 1: Stabilize Roles, Don’t Shake the Tree

Many new owners make a common mistake: they begin changing everything before fully understanding what’s already working.

Dr. Connor Robertson resists this impulse. In his first few weeks post-acquisition, he avoids layoffs, title changes, or restructures. Instead, he focuses on learning.

He meets individually with every team member and asks:

• What do you do every day?
• What’s broken or frustrating?
• What do you wish leadership understood?
• What’s one thing you’d change if you owned the company?

This process immediately communicates respect. It sends the message, “I’m not here to disrupt your world. I’m here to understand it first.”

Step 2: Identify Key Players Quietly

While gathering insights, Dr. Connor Robertson begins mapping the informal power structure within the company. Every business has go-to employees, hidden leaders, and people the team trusts most.

He identifies:

• Culture carriers: employees who shape morale, often without holding official titles
• Problem solvers: the first person others call when something goes wrong
• Future leaders: underutilized individuals with loyalty and potential

Rather than making hasty promotions, he starts involving these individuals in informal leadership roles—leading team huddles, running special projects, or overseeing a specific process.

This helps him scale culture change from the inside out, rather than pushing it only from the top.

Step 3: Establish Clarity Through Scorecards

A major cause of underperformance isn’t laziness—it’s often unclear expectations.

Dr. Connor Robertson introduces job scorecards for every role. These are not fixed job descriptions; instead, they are living documents that define:

• Key responsibilities
• Measurable outcomes (KPIs)
• Behaviors that are encouraged or discouraged
• What success looks like in the role

These scorecards are shared openly and revisited every 30 days. Team members know what’s expected of them, and managers know how to coach effectively. Accountability becomes a collaborative effort.

Step 4: Install a Simple Meeting Rhythm

Instead of long, disorganized agendas or emergency check-ins, Dr. Robertson establishes a consistent meeting rhythm:

• Daily huddles (7–15 minutes): Priorities, blockers, wins
• Weekly team meetings: KPIs, project updates, shout-outs
• Monthly one-on-ones: Coaching, performance, feedback
• Quarterly team reviews: Alignment and morale checks

These meetings are consistent, brief, and purposeful. Everyone knows when to speak up, what’s expected of them, and where to address problems.

Over time, meetings shift from basic updates to more strategic collaborations.

Step 5: Share the Vision Relentlessly

Many new owners bury the vision in spreadsheets. Dr. Robertson takes the opposite approach by continuously discussing the future.

He shares:

• Why the company was acquired
• What aspects will remain the same
• What’s going to improve
• Where the company is heading together
• The role each person plays in the future

He uses straightforward language and repeats this message consistently at meetings, in emails, via Slack, and during walk-throughs.

His goal is for each employee to be able to repeat the mission and their role within it by the end of their second month.

Step 6: Reward Early Wins Publicly

Culture evolves through positive reinforcement. Dr. Robertson acknowledges good performance early and often:

• Shout-outs during meetings
• Bonuses tied to KPIs
• Public praise on whiteboards or in company chats
• “Most improved” awards for growth—not just output

He celebrates the right behaviors—attitude, initiative, collaboration, and attitude—rather than focusing solely on numbers. The desired behaviors spread quickly when they’re made visible.

This creates a cycle: people repeat the behaviors that are recognized and rewarded.

Step 7: Remove the Wrong People Gracefully

Eventually, tough decisions are necessary. Some team members resist accountability. Others undermine change. Some simply aren’t a good fit for the company’s evolving culture.

Dr. Robertson handles these situations quickly but kindly. He always offers clarity and opportunities for improvement first. If performance or attitude doesn’t improve, he makes the decision to let them go, protecting the team’s cohesion.

Importantly, he never speaks negatively about former employees. He manages exits with dignity, ensuring the remaining team feels respected and secure, rather than nervous.

Step 8: Build the Leadership Layer

Once the core team is stable, Dr. Robertson turns his attention to building a leadership layer. He either promotes or hires:

• A general manager to oversee day-to-day operations
• Team leads to manage smaller groups or departments
• Administrative support to free up time for technical or creative team members

Each leader is assigned a mini scorecard, receives regular coaching, and is given clear ownership of their areas.

This step allows Dr. Robertson to step back from being a bottleneck, fostering a self-managing company.

Step 9: Install Culture Rituals That Stick

To solidify company culture, Dr. Robertson introduces meaningful rituals:

• Team lunch every Friday
• Quarterly team-building days or fun activities
• Monthly “lesson learned” stories from staff
• Birthday celebrations with handwritten notes
• Anonymous quarterly surveys to assess morale

These aren’t frivolous extras; they are intentional signals. They communicate to the team, “You matter. This isn’t just a job. We’re building something together.”

Final Thought: Teams Don’t Happen, They’re Built

Dr. Connor Robertson understands that high-performing teams aren’t built through luck or charisma. They are the result of intentional systems, clear communication, and consistent leadership.

His post-acquisition approach to team building is straightforward but effective:

• Listen first
• Clarify roles
• Share the vision
• Reinforce the right behaviors
• Build leadership from within

By doing so, Dr. Robertson creates businesses that succeed not because of him, but because of the dedicated people who show up each day.

To learn more about how Dr. Connor Robertson builds strong teams within real businesses, visit www.drconnorrobertson.com.

Disclaimer: The information provided in this article is based on Dr. Connor Robertson’s personal approach to leadership and team-building after acquiring businesses. While these strategies have been effective in many situations, results may vary depending on the specific context, team dynamics, and business environment. The content is intended for informational purposes and does not guarantee any specific outcomes. Readers are encouraged to adapt these methods based on their unique circumstances and consult relevant professionals before implementing them.