xation on Bloomberg.com will remind you that IPOs are a costly operational distraction. People will be preoccupied with strike price, exit strategies and all the family-and-friends they never knew they had.

Whatever you committed to internal communications needs to double now. Maybe triple. Keep employees informed and directed enough to stay focused on the job at hand.

SIX: Hope for the best. Prepare for the worst. Make sure you’re ready for any potentially negative contingencies that might influence the IPO – including unde

Despite exploding regulatory costs and skeptical investors, the market for initial public offerings seems to be rebounding. A few young companies mulling their own IPOs asked me what communications issues to keep in mind. Here are six considerations:

ONE: Start over-communicating now. You can’t be a quiet company that doesn't put out press releases and then suddenly open the flood gates after you’re in quiet period. You'll get slammed for hyping your stock.

Establish a routine far in advance of quiet period by issuing announcements about all personnel and operational milestones. This creates the business-as-usual precedent to continue feeding relevant business information into the marketplace during the IPO period. It also creates a historical foundation for potential investors and influencers.

Some companies think you have to go dark during quiet period, when the opposite is true. This is when you show the world how you make money.

TWO: Assume you are being taken literally. A private company can get away with sweeping, over-the-top mission statement hype to build an edgy, noticeable brand persona. But once you go public, those chest-thumpin’ promises of superior quality, die-for-you service, untouchable ethics and integrity become standards to which you'll be held accountable by shareholders, analysts, news media and class-action lawyers.

THREE: Use stars carefully. IPO companies typically spotlight their star-player founders or CEOs. The problem is that these personalities often disappear sometime after the IPO, causing a crisis in confidence by investors who complain they don’t know the board, the management team or how the company will live without the celebrity they thought they bought into.

FOUR: Don’t underestimate the internal angst of going (gag) corporate. Being a public company will be a culture shock to managers and employees as the board’s focus shifts from boom-boom profits to enhancing long-term shareholder value. The change can be disruptive and demoralizing, especially at a strongly culture-driven company.

FIVE: Manage inevitable distractions. The receptionist’s zombie-like fixation on Bloomberg.com will remind you that IPOs are a costly operational distraction. People will be preoccupied with strike price, exit strategies and all the family-and-friends they never knew they had.

Whatever you committed to internal communications needs to double now. Maybe triple. Keep employees informed and directed enough to stay focused on the job at hand.

SIX: Hope for the best. Prepare for the worst. Make sure you’re ready for any potentially negative contingencies that might influence the IPO – including under

ements about all personnel and operational milestones. This creates the business-as-usual precedent to continue feeding relevant business information into the marketplace during the IPO period. It also creates a historical foundation for potential investors and influencers.

Some companies think you have to go dark during quiet period, when the opposite is true. This is when you show the world how you make money.

TWO: Assume you are being taken literally. A private company can get away with sweeping, over-the-top mission statement hype to build an edgy, noticeable brand persona. But once you go public, those chest-thumpin’ promises of superior quality, die-for-you service, untouchable ethics and integrity become standards to which you'll be held accountable by shareholders, analysts, news media and class-action lawyers.

THREE: Use stars carefully. IPO companies typically spotlight their star-player founders or CEOs. The problem is that these personalities often disappear sometime after the IPO, causing a crisis in confidence by investors who complain they don’t know the board, the management team or how the company will live without the celebrity they thought they bought into.

FOUR: Don’t underestimate the internal angst of going (gag) corporate. Being a public company will be a culture shock to managers and employees as the board’s focus shifts from boom-boom profits to enhancing long-term shareholder value. The change can be disruptive and demoralizing, especially at a strongly culture-driven company.

FIVE: Manage inevitable distractions. The receptionist’s zombie-like fixation on Bloomberg.com will remind you that IPOs are a costly operational distraction. People will be preoccupied with strike price, exit strategies and all the family-and-friends they never knew they had.

Whatever you committed to internal communications needs to double now. Maybe triple. Keep employees informed and directed enough to stay focused on the job at hand.

SIX: Hope for the best. Prepare for the worst. Make sure you’re ready for any potentially negative contingencies that might influence the IPO – including unde

ement hype to build an edgy, noticeable brand persona. But once you go public, those chest-thumpin’ promises of superior quality, die-for-you service, untouchable ethics and integrity become standards to which you'll be held accountable by shareholders, analysts, news media and class-action lawyers.

THREE: Use stars carefully. IPO companies typically spotlight their star-player founders or CEOs. The problem is that these personalities often disappear sometime after the IPO, causing a crisis in confidence by investors who complain they don’t know the board, the management team or how the company will live without the celebrity they thought they bought into.

FOUR: Don’t underestimate the internal angst of going (gag) corporate. Being a public company will be a culture shock to managers and employees as the board’s focus shifts from boom-boom profits to enhancing long-term shareholder value. The change can be disruptive and demoralizing, especially at a strongly culture-driven company.

FIVE: Manage inevitable distractions. The receptionist’s zombie-like fixation on Bloomberg.com will remind you that IPOs are a costly operational distraction. People will be preoccupied with strike price, exit strategies and all the family-and-friends they never knew they had.

Whatever you committed to internal communications needs to double now. Maybe triple. Keep employees informed and directed enough to stay focused on the job at hand.

SIX: Hope for the best. Prepare for the worst. Make sure you’re ready for any potentially negative contingencies that might influence the IPO – including unde

ey don’t know the board, the management team or how the company will live without the celebrity they thought they bought into.

FOUR: Don’t underestimate the internal angst of going (gag) corporate. Being a public company will be a culture shock to managers and employees as the board’s focus shifts from boom-boom profits to enhancing long-term shareholder value. The change can be disruptive and demoralizing, especially at a strongly culture-driven company.

FIVE: Manage inevitable distractions. The receptionist’s zombie-like fixation on Bloomberg.com will remind you that IPOs are a costly operational distraction. People will be preoccupied with strike price, exit strategies and all the family-and-friends they never knew they had.

Whatever you committed to internal communications needs to double now. Maybe triple. Keep employees informed and directed enough to stay focused on the job at hand.

SIX: Hope for the best. Prepare for the worst. Make sure you’re ready for any potentially negative contingencies that might influence the IPO – including unde

xation on Bloomberg.com will remind you that IPOs are a costly operational distraction. People will be preoccupied with strike price, exit strategies and all the family-and-friends they never knew they had.

Whatever you committed to internal communications needs to double now. Maybe triple. Keep employees informed and directed enough to stay focused on the job at hand.

SIX: Hope for the best. Prepare for the worst. Make sure you’re ready for any potentially negative contingencies that might influence the IPO – including underwriter problems, sudden operational crises, over-hyped market expectations, lost business or sudden loss of a key executive.

And definitely keep an eye on your corporate or employee blogs.