May 29, 2007

Help your managers communicate effectively during a merger

Even the most seasoned communicators and managers can get hit with a curve ball called a merger. But, like the experienced batter who knows how to hit that curve ball out of the park, you can learn how to coach and communicate effectively during a merger or any other period of uncertainty.

While many of you have yet to live through a merger, continued consolidation across industries significantly increases the chances that at some point in your career, you will find yourself in the middle of one. As communicators, it will be your job to help the managers in your organization with the difficult job of communicating with their employees when there isn’t much (if anything) that they’re allowed to say.  You will play an important role in helping them alleviate anxiety and knowing how to properly communicate, treating every member of their team with the utmost respect and concern.

Keep the following top tips handy to share with your managers when they need help stepping into the role of communicator in uncertain times:

1. Be available for your employees––don’t hide in your office. Refrain from having any closed-door meetings and have an open-door policy. Try to maintain your regular weekly schedule, but stay late one or two nights a week.  Schedule lunch with each staff member.  Be the calming force.  Be a good listener.  Listening is not only hearing, but also understanding. The result is that employees will believe they were heard, and thus feel valued.”
   
2. Share what you know—when you know it. Communicate now. Don’t wait for all or even some of the answers.  Be positive, but truthful. Reinforce information that is available. Make messages simple and relevant and deliver them repeatedly.  Set realistic expectations for when information will be available: “Here’s what we do know.” “No news yet.” “I don’t know.”
   
   
3. Let employees air their concerns via dialogue. Don’t communicate via e-mail; hold face-to-face meetings instead. Acknowledge that this is a time of uncertainty. Let employees air their concerns to relieve anxiety. Respect and acknowledge all responses and thoughts. Don’t shut anyone down. By acknowledging feelings, you are showing you care: “What about this is easy? Hard?” “What makes sense? What doesn’t?” "What is keeping you up at night?” Remember, employees need to feel that you are all in this together.