It's imperative to champion the message. Take the time to articulate exactly what the new name is meant to accomplish for your organization. Two or three lines are sufficient. Simply state what the strategic goals of the naming program were, how the name that's been selected will help the company accomplish those strategic goals, and what opportunities the new name presents for creating a distinctive and compelling brand. Then become the new name's corporate evangelist.

Take every opportunity to promote the new name's message personally, and enlist every member of the organization to support the new name. Provide sound bites for employees so they can clearly, consistently, and meaningfully answer the question, "Why did you name it that?"

This is, of course, especially important for CEOs and other executives who will be speaking with the press. Rehearse their responses until the message is internalized and can be delivered with confidence and enthusiasm.

But don't forget the receptionists. They are your corporate frontline, and the people most frequently asked why a name has been adopted or changed. Provide them with a simple script and take the time to educate them about the strategic goals of the name development program. Their educated and confident answers will generate understanding and promote name acceptance and goodwill.

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