What are the most effective ways to use IC to build trust and credibility during a merger?

Don't just define your vision and strategy - create a compelling visual image to bring it to life. I led the internal communications for the merger of Aviva and another FTSE 100 insurer - Friends Life. We created a one page visual that brought to life what was in the merger for our customers, our employees, our shareholders and society. It gave us a great hook to hang all our communications off.

During a merger, think of internal communication as a bridge of trust and understanding between employees. Be honest and transparent about the reasons behind the merger and what changes it will bring. Let employees share their thoughts and concerns, and be there to listen and respond. Tell stories of success and reassure them that their contributions matter. Recognize and celebrate achievements. It's like having a heart-to-heart conversation with your team, acknowledging their worries and showing them a path forward. Remember, building trust takes time, so keep the dialogue open and honest throughout the merger process to ensure everyone feels heard, informed, and valued.

To build trust and credibility during a merger, use Internal Communication (IC) effectively by: 1-Transparent Updates: Share clear and honest information about the merger's progress and impact on employees. 2-Employee Involvement: Encourage input and feedback from staff to make them feel valued and engaged. 3-Consistent Messaging: Ensure consistent messaging from leadership to avoid confusion. 4-Open Channels: Create open channels for dialogue, such as town hall meetings or surveys. 5-Employee Support: Provide resources to help employees adapt to change. These strategies foster trust and credibility among employees.

During the creation of your strategy, make sure that personality types are catered for. All communication must be timely, and a 24/7 source of relevant information available. Monitor comments and respond with urgency so that future viewers will have information that is current. Always cater for the proactive folks....

Create opportunities for employees to get to know each other and work together. Whether it's setting up an internal "dating site" that allows employees to search for colleagues with similar interests, arranging for service activities, or simply having employees work from each other's spaces (if they are in relative proximity to each other), give them as many opportunities virtually and in person to learn about and from each other.

There are many outstanding agencies that can help support a transition or a merger. Whilst organizations often think about the cost of such a service, the fallout of not getting things right from the start, is far more expensive.

During a merger, trust is gold. I’ve seen that ‘communicate frequently and transparently’ isn't just a phrase, it's a practice. It’s about regular updates that cut through the uncertainty. Transparency is a big player here; it’s about being clear on the 'why' behind decisions, not just the 'what'. This practice turns the tide towards trust. It’s not a one-way street either; creating channels for questions and concerns is crucial. A top tip from recent experience? Make room for a Q&A in every update, it's been a game-changer in fostering an environment of trust and understanding amidst the merger complexities. This habit of open, clear communication has been a real trust-builder in my experience through the merger maze.

The 'US' and 'THEM' trap! Be on the front foot and ready to go live with your welcome comms. And follow up with a regular cadence of onboarding activities. Quiet periods often result in unsure people creating their own truth, and forming small huddle groups to share their worries, concerns, and lack of trust in the people 'doing this to them!'. Remember, most people don't like change so don't make it harder for yourself. Avoid future challenges by being proactive. Start embedding your culture and values by bringing them to life in the day to day experience. Words alone are not enough.

I agree with Joe and Graham about communicating frequently and transparently. However, it's important to note that depending on the merger and its intricacies, there may be times when the comms team has to be quiet for legal and regulatory reasons. In that case, the comms teams need to prepare employees well in advance, make sure there is a centralized place for comms-related questions and requests, and establish a process for responding to employees' questions, fears, and rumor-mill even if in a "quiet period."

It is always important to have a 24/7 cell service news portal available for stakeholders. Those that are comfortable will use this constantly, folks that are a little worried will also use it frequently, and anyone who has any questions will always know there is one place that they can turn to. The onus is therefore on Team IC to make sure information is relevant and up-to-date. Any gaps will be frowned on.

It is important that the new expected culture is clear for everyone involved. When you bring one or more additional cultures into the mix, people expect there to be clashes in certain areas. Focus on where you are going and the culture that will be dominant in the new. Share with people, the similarities, and the fact that an exciting opportunity is unfolding. This can often take time and it's not something that you can shortcut in anyway. I experienced this heavily during the merger of DHL and Deutsche Post. The cultural alignment took at least 10 years to embed, and even more years to become everyone's DNA. It was a success, and the organization is flourishing.

Like everything in life you need to keep an open mind, you need to constantly check the pulse of all that you are doing, surveys will always provide some information, and when supported by focus groups, this information will be stronger. Your stakeholders must know and see that action is being taken to make improvements. And they must have a sense that people are genuinely looking for improvements.

Don't overlook the employees coming from the acquired organization. These employees may feel like newcomers in a foreign environment, potentially leading to feelings of isolation or uncertainty. To build trust and credibility, it's crucial to make them feel seen, valued, and included. Provide them with tailored onboarding processes, clear information about their roles and the new company's culture, and opportunities for open dialogue. Address their concerns promptly and ensure they understand their roles in the new organization. By extending a warm and inclusive welcome, you can help merge the two cultures successfully and build trust among all employees involved in the M&A.

Identify change champions to help foster a sense of connection, belonging, and excitement. These folks should be leaders from both organizations who serve as conduits between their people and those who are leading the merger or acquisition. They should represent a diversity of functions and perspectives within each org. Equip and empower these folks with FAQs, talking points, and other communications resources so they can effectively support their people and serve as an additional channel to help you communicate. They should also serve as a funnel for feedback and questions to help you understand how the change is progressing, gauge sentiment, and determine what additional communications are necessary.

Yes, Serena! Ideally, those two teams should be working together from the start and creating the plan together. If there isn't a formal internal comms team, partner with the person/team most invested in the employee experience during the change. It may not be who you expect. I've done a merger where the Operations Team was most invested in getting the employee part right.