Yours, mine and ours: the public relations of mergers and acquisitions: saying communication has to be a top priority is like asserting that change is inevitable. It may be obvious, but it's amazing how often the obvious is frequently overlooked. (Communications).

The only constant is change. We've heard this expression countless times; so much so, that it's starting to sound hackneyed. Why then do we have so much difficulty in accepting change and adapting to it? Perhaps it's a fundamental part of our human nature to resist change, even when it improves our situation. If you feel the need to test this theory, try suggesting a new way of conducting business. Chances are at least one person will utter the all-too-familiar, "But we've always done it this way!"

Change can be difficult to embrace, especially when two companies come together as part of a merger or acquisition. Yet, how the participants respond can determine if the end result resembles a scene from "The Brady Bunch" or "When Worlds Collide."

Effective Public Relations

During periods of transition, when functions like public relations are particularly vulnerable, collaboration becomes essential. Effective public relations rely on maintaining consistency and continuity across all communication channels. Unless there is collaborative communication from the start, mixed messages are likely to occur. This results in confusion and apprehension and the need to do "damage control" early in the game.

The public relations function has a responsibility to advance and protect the brand or brands. In this respect, practitioners are not unlike doctors who must swear first and foremost to "do no harm" to the patient. All activity must be predicated on this tenet. In the final analysis, brand reputation has to be the top priority.

The communications practitioners need to engage in dialogue with one another as soon as possible. In addition to getting to know about each other's company, they need to get to know about one another. It's important to assess the skill set of all the participants. Above all else, there has to be agreement that principles precede personalities. There is no room for parochial or proprietary posturing. Regardless of the nature of the business arrangement, this is a time for "one for all and all for one" thinking.

All operational areas, not just public relations, can borrow a page from human resources and practice a TLA (talk/listen/act) approach. This is a critical first step in building a consolidated team that is committed to success and intuitively understands everyone has something to contribute. This also gets everyone engaged in the process, rather than observing it from afar and feeling "out of the loop." At this stage of the process you can also discuss the rules of engagement and determine how both sides are going to interact going forward.

Analyze your S.W.O.T.

As with any period of change, opportunities abound. This is an ideal time to conduct a thorough S.W.O.T. (strengths/weakness/opportunities/threats) analysis of the situation from a public relations perspective. As part of the process, identify all internal and external audiences and check to see where there's overlap. This is a good time to make a list of all the questions that need to be answered and then to acquire as many answers as possible. From this, a strategic plan that addresses the individual and collective needs of both companies can be created.

This strategic plan outlines the goals, objectives and tactics that will be employed in the communications process. It clearly states key messaging points which need to be shared with anyone who will be speaking on behalf of the organization. Consistent messaging from the start sends a strong positive message to all constituencies; it increases the comfort level of all stakeholders and lets them know the relationship is healthy and working.

Avoid focusing on external audiences at the expense of the internal audience. People who are closer to the situation are understandably going to have a higher degree of anxiety and uncertainty. These people are ambassadors of the organization and the brand or brands. Develop messaging points geared specifically for this group. By increasing their comfort level and involving them in the process, you optimize their ability to remain positive and focused on their role within the organization.

Address the Situation Quickly

The early days, weeks and months of the new relationship will test everyone's flexibility. Lines of communication will invariably break down. When they do, move quickly to address the situation and determine how to avoid recurrences. It's important to learn from these experiences and to refrain from finger-pointing or casting blame. It's an opportunity to refine the process. Be as open and candid as possible. It's perfectly permissible to let people know that the relationship is still evolving and the participants are still learning their way around. People, including the media, are much more understanding when they feel you are being honest with them.

Likewise, learn from the successes. Use these as templates for future efforts. Look to see if there are other areas of the operation that can utilize similar tactics. Everyone involved is on a learning curve. By sharing its successes and its failures, the public relations function can play a key role in shortening this curve across the organization.

Today's business climate is volatile at best. Periods of change and transition can exacerbate the situation if not properly handled. Even if everything appears to be going smoothly, it's important to step back regularly and survey the landscape. The best public relations teams anticipate and prepare in advance for changes and challenges. An effective public relations team can set the example for the entire organization. It might be "old school," but an ounce of prevention is worth a pound of cure.

Communication is the heart of any effective public relations program. Even with all the modern communication tools at our disposal, the hectic pace of 21st century business can hinder the process. Saying communication has to be a top priority is much like asserting that change is inevitable. You run the risk of stating the obvious, but it's amazing how often the obvious is what's most frequently overlooked.

Rich Hallabrin is executive director of corporate communications for Mail Boxes Etc., which was acquired by UPS in 2001. He can be reached at 858-623-1718.