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It’s been about 10 years since I led integration comms for an acquisition, but here are a few things to consider:
First, build out an “editorial calendar” so your leaders know what you’re doing and when. The calendar should have a variety of tactical executions that you’re mixing up, to include:
1) Regular town halls with leadership. In person if possible - combination of presentation and Q&A
2) “Ask me anything” sessions with smaller groups - no agenda, just questions
3) “Get to know your business” webinars with leadership - one business unit at a time - once a month
4) Newsletters (if you have manufacturing, those workers may not be on line/on email), quick video updates
You might want to consider opening an email box like “questions@“ where employees can send feedback/topics/questions
Also - swag doesn’t work as well as you’d think - neither does food, though we did well at one of our sites when we had execs cook BBQ lunch for the staff.
Finally, I’d recommend switching up the tomes of anything that’s live if possible, both to be respectful of people who work in different time zones, but also so that shift workers can attend live versus always having to hear the replay.
Thank you times x10 I had some of this included and built all your other advice into my plan. I had no one to ask for help and this really made me feel a lot better. I really really appreciate it!
If you already have core values or pillars established, my biggest advice would be to try and tie most of your comms programs together with those to bring them to the forefront and encourage belief in the values of the company. After a merger, culture becomes one of your most important priorities. If you don’t have this established, it should be a top priority right away. Get your senior execs bought in as well. Also, Establish some comms consistency with internal stakeholders. Do you hold regular town halls or coffee corners where you share business updates and new initiatives? If not, get some of those going to increase knowledge across the org and get everyone on the same page. Establish a schedule and stick to it. Just as we do externally, we should do the work to figure out, “what do we want to be known for” internally before any execution begins.
I hope this helps!
Is there currently an intranet in place? That would be my #1 suggestion if not.
Oh absolutely! A consistent, SINGLE source of the truth is key.
You got some great pieces of advice already.
If I may add:
Make sure the tone of voice is as clear, simple approachable and human as possible. Also consider visuals/videos when possible, especially for big announcements.
Have your ducks in a row when it comes to“ who answers what “, so you can direct the questions you receive to the right person in a timely manner.
And finally consider launching a survey to understand your audience better.
Thank you for the advice, will follow all of this. I’m dying to push out a survey!
LOVE the advice on values in this thread.
As soon as you can, break the habit of executives who want to measure Legacy Org A against Legacy Org B to measure progress. You'll never behave as one org until you measure as one org. Find other demographics to use if you need to track progress toward (a probably set of arbitrary) goals on the "success" of the merger.
Great call, thank you!!
If you’re looking for internal comms people, I’m looking to pivot (back) into it!
First things first, know your workforce demographics and who you’re communicating to… it baffles me how many organizations don’t do this… but you do it externally when crafting comms?!
OMG THIS! I remind my leaders this all the time — you are not your target audience