Estimated reading time: 6 minutes
When a merger is announced, employees aren’t thinking about “synergies.” They think about their jobs — who they’ll report to, whether their work still matters, and if leadership will tell them the truth.
Yet most M&A failures trace back not to finances, but to miscommunication and mistrust. Research shows that up to 85% of deals fail to deliver expected results due to poor communication and alignment. In other words, because staff feel alienated or left in the dark.
That’s why communication is never an afterthought in M&A, but a critical component. Leaders who speak early, often, and authentically can preserve morale and momentum when uncertainty peaks.
But how can executives do that exactly? How do they run impactful comms during a critical transition? And how can they blend modern tech and media strategies to take their change management comms from good to great?
Today we’re breaking this down, and showing how one channel in particular is making a difference: audio.
How should executives communicate with staff during a merger or acquisition?
Let’s get one thing out of the way: silence is dangerous. When a merger hits the headlines, the gaps and silence between your comms are fertile grounds for speculation and anxiety.
Research by the Harvard Business School finds that psychological safety — the freedom to speak up, take risks and make mistakes without fear — is one of the strongest predictors of satisfaction and creativity. Diversity and inclusion only thrive when that foundation is in place.
That’s why M&A communication should be treated like a crisis plan in motion: coordinated, transparent, and led from the top. It requires alignment across leadership, legal, HR and communications, with clear timing and messaging that evolves as the deal does.
As any communications professional knows though, not all channels are created equal.
Decide the medium for your message
The way you communicate matters as much as what you say. In times of change, employees look not just for information but for tone, intent and reassurance — things that rarely come through in text. This often makes mass emails come across as tone deaf for critical comms.
Meanwhile, the nonverbal richness of an in-person conversation would convey your message more effectively than anything, but no executive has that kind of time, and company-wide virtual meetings are too easy to tune out of.
Then there’s audio. Audio brings these qualities to life: a leader’s voice conveys confidence, empathy and calm in ways a memo cannot. It reaches people wherever they are (on the train, on the factory floor, between meetings, etc) and cuts through the noise of overcrowded inboxes.
Audio enables you to break up long meetings or presentations into digestible, chaptered snippets that are quick and convenient to listen to, while still retaining the richness and authenticity of voice.
That’s why Auddy created Campfire: a secure audio platform built for critical moments like this. It lets leaders deliver private, authentic updates that still convey a human touch — all while giving organisations measurable insight into who’s really listening, and which messages are resonating versus those that are falling flat.
Which internal comms strategies build staff confidence during M&A?
Employees don’t expect their leaders to have every answer during a merger — but they do expect honesty, consistency and presence. Let’s take a look at 7 behaviours that turn communication into credibility when uncertainty is high.
1. Be radically transparent. Share what you know, and be clear about what you don’t.
Employees can sense spin instantly. When they feel left out or misled, trust erodes fast — and so does productivity. That’s why clearer, more honest communication reduces anxiety and rumour during M&A.
Putting it in action:
- At the announcement town hall, the CEO says: “Here’s what we know today: the merger target, our intent, expected timeline. Here’s what we don’t yet know: final job-role decisions and exact org structure — we expect to get those within six weeks.”
- Use an audio update to follow the first press release, acknowledging “We heard your questions about X, we’ll update when we have information. In the meantime, here’s what we can commit to…”.
2. Invite dialogue early. Provide safe ways for employees to ask questions and surface concerns.
Providing structured, early feedback opportunities fosters psychological safety and reduces passive resistance.
Putting it in action:
- Set up a dedicated internal portal or Slack channel marked “M&A questions only” and commit to answering every question within 5 business days.
- Schedule a “skip-level” audio Q&A with the leader and mid-tier managers: employees submit questions anonymously, the executive records a 15-minute audio briefing addressing the top 5 concerns.
3. Show consistency. Keep internal and external messages aligned to prevent mixed signals.
Every internal update should mirror what’s being said externally, because the “outside world” and the “inside world” are now virtually the same conversation. Inconsistent messaging also fuels distrust — merger comms need the same core story everywhere to maintain clarity.
Putting it in action:
- When the CFO sends a press release saying the companies will “combine operations,” the internal message may say: “We will integrate many functions, but both brands will continue to serve their unique markets.”
- As each external milestone passes (regulatory approval, deal close, etc.), send a brief audio update to staff, noting “You may have seen today’s external announcement — here’s how it affects our team.”
Tip: Tying back to the importance of inviting dialogue early, give staff an internal heads-up with answers to anticipated questions before making any external post.
4. Maintain psychological safety. Aim to model openness and calm when pressure rises so others can follow your lead.
Organisations with higher psychological safety have staff who speak up more and adapt faster — especially vital during M&A stress.
Putting it in action:
- In a leadership all-hands, the head of integration shares a mistake: “We underestimated the complexity of aligning systems in Region X — here’s what we’re doing to fix it.” Then invites questions from the floor.
- During weekly check-in calls, start with: “What concerns did you hear this week? We’ll capture them and I’ll come back next week with what we heard and what we’re doing.”
5. Lead with authenticity. Let employees hear your voice, not your script.
During a merger, credibility is fragile — it walks in with the leader and leaves just as fast if the message feels rehearsed. Employees don’t expect perfection; they expect honesty, tone and humanity.
When leaders acknowledge uncertainty and speak candidly about challenges, they build trust even when the news is tough. People would rather hear the truth than “happy talk,” and the right tone can make all the difference.
Putting it in action:
- Announce the merger in your own words, not a memo filled with sterile corporate jargon that fails to acknowledge the elephant in the room.
- Share short weekly updates explaining what’s changing and what’s next.
- Record personal audio reflections with Campfire to convey empathy and conviction — authenticity that feels real, not scripted.
Tip: Use “I” language, i.e. a personal and empathetic tone. Remember, the experience of executives won’t match that of your staff, so you need to be empathetic to their real experience while sharing your perspective.
6. Communicate often. Keep a steady, predictable rhythm across multiple channels.
In times of change, timing shapes perception as much as the message itself. Frequent, predictable updates help employees stay grounded and reduce anxiety, while silence breeds speculation.
The most effective rhythm is steady but not overwhelming — brief, focused messages across email, intranet, chat and audio. With inboxes overloaded, audio cuts through distraction and deliver 5–7x higher retention, especially for hybrid or frontline teams.
It’s no surprise then that 73% of employees would rather listen to a podcast than attend a meeting, and internal podcasts have been shown to generate 3x the attention of other internal communication methods.
Putting it in action:
- Pair short written posts with secure audio updates on Campfire. Keep sensitive details password-protected but accessible.
- Post transcripts for inclusivity and tailor tone by channel. The goal isn’t noise: it’s a clear, consistent beat employees can trust.
7. Measure engagement and listen to what your analytics are telling you.
Change communication succeeds when it listens as much as it speaks. Without data, even well-crafted messages risk missing the mark when you can’t make informed improvements.
Auddy’s platform provides deeper insight than open rates, revealing how long employees listen, where they disengage and what content holds attention. This feedback helps your C-suite or other leaders refine timing, tone and focus.
Putting it in action:
- Look at engagement analytics like replays, dropoffs, and completion rates to see which updates resonate most, versus which messages have your staff wondering if ChatGPT is writing for you.
- Add quick surveys or polls after each episode and summarise themes in the next update: “Here’s what we heard and what we’re changing.” When employees see their feedback reflected, trust strengthens.
Keep employees aligned beyond Day 1: culture is built by follow-through
Communication can’t stop once the deal closes — it’s the follow-through that cements culture and trust. As integration unfolds, consistent updates remind employees that leadership is still listening and adapting.
The way those updates are delivered matters: audio keeps messages personal, portable and authentic long after the headlines fade, helping leaders stay present in the everyday rhythm of the organisation.
Auddy’s Campfire platform was built for moments like these — it lets leaders speak directly to employees in their own voice, without adding meetings or inbox clutter. Campfire is a secure, private audio platform designed for moments of change.
- Precise distribution: Make sure each department or location only gets the message meant for them.
- Measurable engagement: See who’s listening and how listenership evolves.
- Mobile-ready: Reach every team, from headquarters and remote workers to the frontline.
- Compliant: Keep sensitive information protected as your organisation transforms.
If your company is navigating change, don’t let your message fade after Day 1.
Book a demo today to see how Campfire can help your leadership stay heard, trusted, and connected through every phase of integration.
