My client is a mid-sized professional services firm. They are in the process of acquiring the practice of a competitor whose principal is very sick and unable to continue the practice. My client is obviously very concerned about how to announce the new acquisition to the clients and employees of the firm being acquired with the utmost sensitivity and integrity. The firm being acquired is small (under 10 employees), but has a healthy sized client base comprised primarily of small to mid-sized businesses, as well as individuals. The goal is to keep both the employees and clients of both firms well-informed, to promote comfort and confidence in the change, to openly and sensitively deal with questions and concerns that will undoubtedly arise, all while treating the matter with the sensitivity and integrity it deserves. What kinds of communication strategies and tactics can you recommend that would help fulfill these goals?

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Jay’s Answer: I would first have the leader of the competitor hold a meeting with their staff (potentially even without your client in attendance). The obvious questions: What about my job? What will happen? should be discussed. Giving the competitor room to come together and grieve would be a healthy thing to do with such a small group. The next internal meeting would be to have your client’s president/CEO in attendance to answer the questions. At the same time, have the competitor’s leadership meet with the client’s staff. The goal is to introduce everyone to each other in a healthy/clear way. This must be done before the public is involved, so that the public gets a consistent message.

The clients are next. Pre-emptively attempt to answer their key questions and schedule 1 on 1 meetings (phone, in person, etc.) with them in the coming weeks. You want to listen to their needs and respond to them.

Change happens. Show how combining the 2 companies will actually improve things for the better for everyone.