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Leadership can encourage participation by forming integration committees, seeking employee input on workflow improvements, and organizing collaborative initiatives with new colleagues. Recognizing and rewarding employees for their contributions during the transition reinforces the idea that they are valuable stakeholders in the company’s success. ■ Celebrating milestones along the way. Small wins, such as completing the first phase of the integration, launching new training programs, or achieving business growth post- merger, should be acknowledged and celebrated. Whether through company-wide announcements, employee recognition programs, or team-building events, celebrating progress keeps morale high and reinforces a sense of shared achievement. transition as a chance for professional growth. Providing training programs, mentorship initiatives, and leadership development workshops allows employees to expand their skills and advance their careers within the new organization. When employees see tangible benefits in terms of career progression, they are more likely to support the merger and actively contribute to its success. Internal communication during a merger or acquisition is not just about relaying information – it is about shaping perceptions, addressing concerns, and fostering a sense of excitement for the future. By focusing on transparency, growth, stability, and employee engagement, leadership can create a culture where change is embraced rather than feared. A well-structured messaging strategy that includes early communication, consistent updates, and two-way dialogue helps build trust and reduces uncertainty. Additionally, inspiring enthusiasm through success stories, employee involvement, ■ Emphasizing career development and learning opportunities. This can help employees view the and professional development opportunities ensures that employees remain motivated and committed. When people feel valued, informed, and excited about what’s ahead, the company is well-positioned to thrive in its new chapter. Whether you’re on the buy- or sell-side of a deal, Zweig Group’s full-scale Mergers & Acquisitions consulting team can help you find and evaluate candidates and then structure the transaction – managing the complicated process from conception to the closing table. Learn more about our M&A services here! Anna Kendall is an M&A deal team associate at Zweig Group. Contact her at akendall@zweiggroup.com.
ANNA KENDALL , from page 1
breeds speculation, and in the absence of information, employees may create their own narratives, which can be detrimental to morale. Leadership should take control of the conversation by sharing key details as soon as possible. Town hall meetings, company-wide emails, and video messages from executives can help set the tone for the transition. ■ Consistent and multi-channel communication. Employees consume information in different ways, so it is important to use various communication platforms, including email, internal newsletters, Slack channels, team meetings, and company intranet updates. Regular updates help prevent misinformation and ensure that employees feel connected to the transition process. Leaders should also establish a two-way communication framework, allowing employees to ask questions and express concerns. Anonymous feedback channels, open Q&A sessions, and leadership office hours can help create an environment of transparency and trust. ■ Alignment between leadership and management. Mid-level managers often serve as the bridge between executive leadership and employees, making it essential for them to have clear, accurate, and consistent information. Providing managers with talking points, FAQs, and leadership training ensures that they can confidently address employee concerns and reinforce positive messaging. When employees see that their direct supervisors are well-informed and supportive, they are more likely to feel secure about the transition. GENERATING EXCITEMENT AND ENGAGEMENT FOR THE FUTURE. Beyond addressing concerns, it is equally important to get employees excited about what’s next. A successful transition is not just about managing change but also about inspiring a shared vision for the future. This can be accomplished by: ■ Highlighting success stories. Sharing examples of past successful mergers or acquisitions within the industry and how they led to career advancements, new business opportunities, and improved work environments can help employees see the potential benefits firsthand. ■ Actively involving employees in the transition process. When employees feel they have a role in shaping the company’s future, they are more likely to embrace change.
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THE ZWEIG LETTER APRIL 28, 2025, ISSUE 1583
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