Some experts are predicting another active year of mergers and acquisitions in 2019. For leaders and employees involved in these transactions, it means more changes to manage, more shifts to navigate, and added anxiety and distractions to potentially deal with, even if the mergers or acquisitions are positive.

While no two mergers are alike, there are common principles to communicate effectively with employees. Based on communication best practices and our work with companies going through these transactions, here are six strategies to help employees emerge from the merge or any significant changes.

  • Speak with one voice. Prior to any formal announcement, the two companies need to agree on the positioning of the acquisition and stick to the messages, e.g., incorporating the same language in internal and external materials, agreeing what to say (and what not to say), and setting up internal processes to review and approve messages. This helps create clear, consistent communications.
  • Communicate the “why” and what’s next. Clearly articulate (in everyday language) the rationale for the merger or acquisition to put the deal in context for employees. The business direction, goals, vision and values should also flow from the “why” to help explain where the company is going, how it will get there, and how everyone acts and operates in accordance with the shared culture. It can be powerful to define and communicate what core values of each company are complementary and will guide the words and actions within the workplace.
  • Define and share what’s changing and what’s not. First and foremost, employees want to know how they will be affected by any change, especially when joining another company. This messaging construct – here’s what’s changing and here’s what remains the same – is a very practical way to anticipate and answer employee questions. It can offer reassurance (e.g., benefits are unchanged; your team’s role remains the same; we’ll continue selling our top products/services) and set expectations (e.g., there are new leaders in three departments; the company name is changing). Some top-of-mind questions like staffing may not have answers right away. Commit to communicating what you know and when you’ll know it, including the process involved in getting the answer.
  • Act decisively and swiftly, whenever possible. When tough decisions must be made regarding changes in jobs or structure, it’s best to make them as quickly as possible. This is challenging and must be done with respect, but it allows everyone to move on – either to the task at hand or to a new position. Employees aren’t left hanging, wondering what will happen in the near future.
  • Pay attention to and anticipate the little things. While job security is a key issue, employees are also mindful of the daily details – and so should leaders. It may be as simple as: “How do I answer the phone now?”; “What’s my email signature and email address?” or “Do I still get an employee discount?”
  • Equip front-line employees with facts and support. Ensure employees who interact with customers, consumers and suppliers have simple messages and information they can share with those who may ask (along with contact person they can connect with if there are tougher questions). The messages can also affirm what remains the same and what may be changing for external audiences.

Overall, it’s important for leaders to acknowledge the change and also help employees move forward. Change can be like a grieving process. People need to say goodbye to the old before they can adopt the new. Recognize this process, though focus on strategies that satisfy employees’ information needs on three different levels by: offering context (e.g., what is happening that has required this change); strategic guidance (e.g., where we’re going, how and why); and personal direction (e.g., how you contribute and what you can do).

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