Communication in M&A projects is a complex interplay of M&A strategy, timing, empathy and target group orientation. The tone in which communication is carried out has a significant influence on the perception and acceptance of the transaction. We collected six crucial elements you need to focus on if you want to get the tone of voice right and measurably increase all relevant stakeholder’s acceptance of your transaction.
1. Understanding of target groups
Striking the right tone starts with an understanding of the target groups. Employees, investors, customers or authorities have different needs. For example, communication with employees should be empathetic, while M&A for investors requires a more factual, fact-based approach.
2. Empathy and sensitivity
M&A processes are often accompanied by uncertainties and fears in view of the upcoming changes. The tone of communication must take these emotional aspects into account. Statements such as “We understand your concerns” can create trust, while the further explanations should convey confidence and highlight the advantages of the transaction, without, however, concealing possible challenges. Sensitivity and balance in communication are particularly important when it comes to topics such as job cuts or restructuring.
3. Clarity, precision and transparency
A clear and precise tone is crucial in M&A processes to avoid misunderstandings. Particularly in internal communication, information should be conveyed in simple, target-group-oriented language so that it is also understandable for employees without specialist knowledge. Vague or evasive wording can lead to mistrust and speculation. By contrast, open communication about the challenges and opportunities of the transaction increases credibility.
4. Consistency across all channels
A consistent tone across all communication channels is necessary to avoid confusion and the mistrust that can arise from it. Whether in press releases, internal announcements or presentations for investors, the messages about the M&A process should be consistent.
5. Proactive communication and a willingness to engage in dialog
A proactive approach that anticipates questions, provides clear answers and an outlook on the next steps strengthens stakeholders’ trust in the M&A process. It is important to address possible uncertainties at an early stage of mergers and acquisitions, to identify them transparently and to promote dialogue. It helps to use a comprehensible line of argument. Regular updates and offers of discussion signal that the concerns of the target groups are being taken seriously.
6. Timing and situation adaptation
The “right tone” can change during the course of the M&A process. While discretion is required in the initiation phase, the integration after M&A requires an open and motivating language. The levels of understanding build on each other: a change in behavior without acceptance is just as pointless as a fundamental understanding of the information not automatically bringing about a change in attitude among the stakeholders.
Conclusion
Striking the right tone in communication during mergers and acquisitions is quite an art. Open, sensitive and clear communication can build trust and credibility, reduce misunderstandings and uncertainties, and bring all parties together on the path to a common goal.
