SBC leadership identified
SBC leadership identified a clear internal communication objective: Focus employees on the merger’s opportunities and on winning customers in an increasingly competitive environment. The communication strategy centered on a single message: The merger is about “growth and opportunity.”
Strategy implementation started with announcement day, during which the two CEOs met with employees in person and via satellite to set the stage. Powerful slogans and visual symbols were created to communicate key merger messages: “Our Future Is Growing Together” became the banner for both internal and external audiences. A related strategy was to build support from the inside,
among employees, to reassure customers and communities. SBC equipped a legion of employees with talking points and fact sheets to be used with chambers of commerce and other groups.
Announcement day was followed up with “town hall” meetings with Pacific Telesis employees in California. On the day the merger closed, employee events were held across the company, with people receiving a commemorative magazine and other mementos. All supervisors were given a “meeting in a box” with ideas and props to
conduct effective roll-out meetings with their teams. Two years after the merger announcement, employee retention remained high, particularly with key managers. Employee focus groups throughout California showed strong support of SBC management and equally strong understanding of the company’s priorities and growth strategies.
Taken from : The Leader As Communicator
