Keeping Stakeholders Informed During Mergers

🔁 Closing the loop Before They Ask 🔁 I work a lot with deployment strategists and customers nowadays, and I've noticed something: the difference between good partnerships and great ones often comes down to a single habit—closing the loop proactively. Most people wait until someone asks for an update. But by then, trust is already starting to erode. The customer is wondering if you forgot about them, if the project is stuck, or if they should be worried. That mental uncertainty creates friction, even when everything is actually going well. Last month, I was working with a deployment strategist on a complex integration. Three weeks in, I realized I hadn't updated them in four days. Nothing was wrong—I was just heads-down solving a tricky problem. But when I finally reached out, their first response was relief: "I was starting to wonder if we hit a roadblock." That's when it clicked for me. 𝐏𝐞𝐨𝐩𝐥𝐞 𝐡𝐚𝐭𝐞 𝐮𝐧𝐜𝐞𝐫𝐭𝐚𝐢𝐧𝐭𝐲 𝐦𝐨𝐫𝐞 𝐭𝐡𝐚𝐧 𝐛𝐚𝐝 𝐧𝐞𝐰𝐬. The most effective people I work with don't just communicate when there's news—they communicate to eliminate that uncertainty entirely. Here's the framework that's transformed how I handle this: 1. 𝐒𝐞𝐭 𝐜𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧 𝐞𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧𝐬 𝐮𝐩𝐟𝐫𝐨𝐧𝐭. "I'll update you every Tuesday and Friday, even if it's just to say 'still on track.'" 2. 𝐆𝐞𝐭 𝐚𝐡𝐞𝐚𝐝 𝐨𝐟 𝐩𝐫𝐨𝐛𝐥𝐞𝐦𝐬. When you see a potential issue brewing, mention it before it becomes a problem—your stakeholders can often help unblock you. 3. 𝐂𝐥𝐨𝐬𝐞 𝐭𝐡𝐞 𝐥𝐨𝐨𝐩 𝐨𝐧 𝐞𝐯𝐞𝐫𝐲 𝐝𝐞𝐥𝐢𝐯𝐞𝐫𝐲. When you complete work, update all relevant stakeholders—sponsors, collaborators, customers. They're all eager to learn what you accomplished. 4. 𝐂𝐞𝐥𝐞𝐛𝐫𝐚𝐭𝐞 𝐭𝐡𝐞 𝐰𝐢𝐧𝐬. Every milestone completion is a chance to demonstrate progress and build trust. Don't let these moments pass in silence. 5. 𝐀𝐥𝐰𝐚𝐲𝐬 𝐥𝐞𝐚𝐯𝐞 𝐭𝐡𝐞𝐦 𝐰𝐢𝐭𝐡 𝐜𝐥𝐚𝐫𝐢𝐭𝐲 𝐨𝐧 𝐧𝐞𝐱𝐭 𝐬𝐭𝐞𝐩𝐬. End with what you're doing next and when they'll hear from you again. Think of it like GPS navigation. You don't want to wonder if you're still on route—you want constant confirmation that you're heading in the right direction, with clear visibility into any upcoming turns or delays. The magic isn't in having perfect execution. It's in making sure people never have to wonder where they stand with you. What's your approach to keeping stakeholders informed without overwhelming them? #StakeholderManagement #Communication #ProjectManagement #TrustBuilding

Danger in the White Space: The Vital Role of Honest Communication in M&A Integration    In any M&A integration, one of the greatest risks lies in the proverbial “white space” — the absence of clear communication.    When information is lacking, team members fill the gaps with assumptions, which are often misguided or flat out wrong.    I recently sat down with my fellow integration gurus, Lisa Clarke and Dr. Pamela Mattsson, PhD. Here are our top four tips to foster honest communication: 1. Communicate decisions early: Address changes head-on instead of withholding tough news. Be clear about what is changing and why. Preparing your team for potential shifts is far better than delivering bad news at the last moment. 2. Acknowledge uncertainty: Instead of pretending to have all the answers, which is rarely the case during integration, leaders should embrace the unknown. Phrases like “the plan is evolving, but we’ll keep you updated” can reduce panic, fostering solidarity among team members. 3. Encourage feedback: Open dialogue is key. Host town halls and one-on-one sessions where employees can voice concerns and insights, to create trust and empower your teams. 4. Admit mistakes along the way: Leaders can show their human side by acknowledging mistakes and being vulnerable. Statements like “I think we screwed this up” can break down barriers and foster a culture of trust.     Honest communication may require courage, but it’s essential during an integration.    By prioritizing open and direct conversations, you can navigate challenges more effectively and build a resilient organization.   #PostMergerIntegration #HonestCommunication #LeadershipInAction #MergersAndAcquisitions __ Hey, I'm Sangeeta! If this resonated, follow along as I share real stories and lessons on how companies unlock results—or DM me for a free consulting call. Link to my website in the comments. 

Acquisitions or even changes in leadership can bring a landslide of speculation. Smart companies are proactive in their timing, communication and messaging to dispel rumors and instill confidence in their people. What does this mean for my job? Am I going to have a new boss? How will our suppliers handle this? Is our company even going to stay intact? The list goes on and on. Even if you don’t have the answer to every question, answer the questions that you can and help people feel optimistic about the change and not confused. You can do an incredible amount of damage control as well as dispel myths and rumors by putting out videos that answer those questions and ultimately help people to see what you want them to see from the merger. Essentially, play offense rather than defense. This interview perfectly represents, controlling the narrative about an acquisition by dispelling fears and addressing specific concerns. He shares the history between the two companies and their leaders and that the subject of an acquisition has been a topic of conversation for many years. He highlights that the leader of the acquired company is going to stay in his current role and continue managing under the new ownership. He calls attention to the values and attitudes of both companies to promote symmetry, and celebrates the company's position in their marketplace as the reason for intentionally keeping the brand in place. To a couple dozen or a couple hundred (not to mention a couple thousand) employees who are suddenly wondering what these changes mean for their job and their future, a little proactiveness on the part of the acquiring company can go a long ways. Of this video below, I was told it was worth about a million dollars in goodwill and hype on the side of the company being acquired and its people. And that's pretty priceless.

As we continue to focus on EVP during M&A, let’s talk about FAQs. Utilizing a comprehensive FAQ document is an excellent way to address employee concerns while reinforcing your Employer Value Proposition (EVP). Empathy is key. Put yourself in the shoes of people who are joining through acquisition and ask, “What do I need to know?". This will probably result in a few clear categories, outlined below 1. Job Security and Stability: Reassure employees about their personal job security. If some people aren’t coming over, acknowledge this reality and be respectful. While your primary audience is the people who are joining, they will notice how you treat their coworkers. 2. Benefits and Compensation: Highlight any changes or enhancements to benefits and compensation that align with the EVP. 3. Career Development Opportunities: Discuss new opportunities for growth and development within the merged organization. 4. Company Culture and Values: Emphasize the shared values and cultural aspects that will be upheld post-M&A. Once it's written, share the FAQ via email, intranet, and town hall meetings. Ensure the FAQ is easily accessible to all employees at any time. Encourage employees to submit additional questions or concerns. Host Q&A sessions or forums where employees can discuss the FAQ and get real-time answers. Continuously update the FAQ document as new questions arise and more information becomes available. Using an FAQ to communicate your EVP during M&A is a great way to build and maintain trust. By addressing employee concerns and reinforcing the company’s values, benefits, and opportunities, you can support your team through the transition. How do you use your FAQs to communicate EVP?