Navigating an M&A is a challenge for all involved. It’s especially challenging for those in the corporate communications function, who are tasked with driving change while also adjusting to it themselves. It’s a balancing act, and it’s never easy. 

I know this all too well. I’ve been in this position, both in-house and as a consultant. From experiencing my own team reorganizations to supporting major company integrations, I’ve learned this: Navigating change successfully requires letting people know you care and looking at everything through a human lens. 

So, how can you as a corporate communications leader help your company and colleagues thrive during this time of transition and disruption? Here’s what I’ve learned along the way: 

Be the Beacon of Transparency and Trust 

Communicate early and often. Keep employees informed and bring them along every step of the way. Share timelines, key decisions and even the barriers to making those decisions. While some might argue that there’s “nothing to communicate” at certain times, employees always value updates, even on the small details, such as how and when pivotal decisions are being addressed. Transparency provides clarity, reduces uncertainty and builds a foundation of trust. 

Acknowledge and Accept Disruption 

Be empathetic toward employees who are facing change, and don’t shy away from expressing your own discomfort. At the same time, anticipate an inevitable dip in employee engagement. How can you prepare for this from both a business perspective and a supportive perspective? 

• Provide a clear vision and goals for the integration 

• Share a roadmap of milestones employees can expect during the integration 

• Regularly share updates (see the point about transparency and trust above) 

• Host Q&A sessions where leaders can address questions and concerns 

• Create opportunities for employees to have a voice in the integration 

Remember to also support your own team’s resilience. Change impacts everyone, and corporate communicators aren’t immune. Advocate for your team and give them the support they need to navigate their own discomfort. 

“Show Me; Don’t Tell Me” 

Employees want to experience the benefits of change, not just hear about them. Demonstrate how organizational benefits like market expansion or increased innovation translate into real opportunities for employees, such as career growth and access to better resources. Go beyond explanation by highlighting real-world examples of employees who are already benefiting from these changes. Share their stories to illustrate the tangible impact on individual roles and futures. This not only reinforces the message but also makes it more relatable and inspiring. 

Additionally, tailor your messaging for different groups. While leadership may focus on broader strategic goals, frontline employees might connect more with stories that show direct improvements in their daily work. By amplifying relevant success stories and addressing specific concerns, change becomes both credible and motivating.