Change-facilitation communication essentials
After the merger (or change initiative) - communication quick tips

Many mergers or organizational change initiatives often exceed anticipated costs or fail to yield anticipated financial windfalls. Some collapse altogether. Most, in the planning stages, are about dollars, cents, and legal issues. But after the lawyers and accountants complete the deal, and the initial PR is spun out, it becomes very clear that organizations are, first and foremost, about people. And, of course, people require communication.

What problems might a mindful communication effort help avoid? According to surveys and post-merger reports, probable (and costly) post-merger issues include:

Decreased productivity—always within the group of employees of the acquired or non-dominant company, but often throughout the organization as people worry they’ll get laid off or have to quit because the new culture is incompatible. Merger after-effects—not the business at hand—become the topic of conversation.

Increased turnover and related absenteeism—as employees concerned for their future choose to proactively seek other employment rather than get laid off or find themselves in a job or culture they don’t like. Absenteeism may increase while employees take time to conduct interviews.

Difficulty recruiting new employees—palpable tensions as recruits talk with or observe current employees. Also, potential recruits may hesitate to join a company that’s being bought for fear of expected layoffs.

With tough competition for the truly skillful employees, the need for excellent customer service and quick, dependable product rollouts, and the importance of solid financial performance, the consequences of mindless change include problems that companies would do best to minimize or avoid.

How can you communicate to help solve these problems? A complete communication strategy includes more than even the best tip sheet. However, here are a few suggestions for consideration, as appropriate, as you contemplate and put together your organization's change-communication program:

• Don’t under-communicate. This phrase is so often repeated it nears jargonhood. Have communication materials ready to launch, so information is available immediately following the announcement. The mistake some organizational leaders make is assuming that under-communication is an issue of quantity, when in fact an adequate supply of high-quality information that is consciously created and thoughtfully delivered — this is what's most important, and most frequently neglected. One hundred communication vehicles are a waste of time and money if they don't contain the information employees, managers and customers need.

• Communicate something, even if it’s, "we don’t have the details yet, but will get the information to you as soon as possible."

• Communicate what you know, even if it might change. "As of now, here’s how we’re thinking this will happen…" is better than a void filled via rumor-mill.

• Empathize. Know that employees—just like investors—are worried about what they might lose. Communicate how the company will approach any job cuts.

• Watch your language. You’d be surprised at how often leaders refer to employees as "costs" or "units" or "back-fill" or some other disrespectful term.

• Don’t make promises you can’t keep (unless you’re trying to insult people, erode trust, deflate morale, lower productivity and increase turnover).

• Don't neglect culture. Which organizational culture will dominate,a nd how does that culture "show up" in the day-to-day reality? Provide clear information about cultural norms and what behaviors the company expects from employees.

• Give depth to jargon by including real-world, real-action specifics that will be meaningful to employees (what does "world class" look and sound like?)

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