When selling a company, there are many factors to consider, from financial metrics to cultural fit. However, one of the biggest obstacles sellers face is bankers' jargon, which can often be confusing, overwhelming, and frustrating. While bankers may have good intentions and sound advice, their language can alienate sellers and make the process more difficult than it needs to be.

For example, bankers may use terms like "EBITDA multiples" or "enterprise value" to describe a company's financial health. While these metrics are important, they can be hard to grasp for sellers who are not financial experts. Additionally, bankers may talk about "strategic fit" or "synergies" when discussing potential buyers, without giving enough weight to the human factors, such as cultural fit and employee morale.

This type of language can create a sense of distance between bankers and sellers, who may feel like they are being talked down to or not being heard. It can also make sellers feel like they are not in control of the process, which can be unsettling and disempowering.

To avoid these issues, it is essential for bankers to communicate with sellers in clear and simple language, using terms that are easy to understand. This requires empathy, patience, and a willingness to listen to the seller's concerns and priorities. By doing so, bankers can build trust with sellers and create a more collaborative and effective process.

Furthermore, bankers should be aware of the human factors that can impact a sale, such as cultural fit and employee morale. They should work with sellers to identify potential buyers who share similar values and have a track record of treating employees well. By focusing on these factors, bankers can create a more holistic and sustainable deal, one that benefits both the seller and the buyer.

Bank speak can be a major obstacle in the mergers and acquisitions process, but it doesn't have to be. By communicating in clear and simple language and considering the human factors that are just as important as financial metrics, bankers can create a more effective and empathetic process.