How to integrate merged teams and develop leadership influence

Executive overview

When two teams are merged, full integration takes longer than most leaders expect — often a year or more. Many groups called "teams" are actually working groups, and forcing cohesion prematurely can be counterproductive.

Leadership and human relations are not opposites. The best leaders balance concern for people with concern for results, and know when to follow as well as lead.

Influence without hierarchical power is the leadership skill most worth developing.

Integrating merged teams

• Six months is not long — expect a full year before integration feels natural
• First, ask whether the lack of integration is actually harming work outcomes; if not, leave it
• Groups over five to seven people are rarely true teams — they are working groups
• True teams are rare; shared goals and persevering through challenges together build the camaraderie that merges groups
• Talk to people one-on-one and in groups: do they see negative effects from not working together?
• Episodes 138, 139, and 192 with Susan Gerkey cover team types, stages of development, and establishing guidelines

Managing up and influencing without authority

• Moving from top-level to middle management is disorienting but is the norm in most organisations
• Spend time asking questions first — understand how decisions get made before trying to influence them
• Watch people who get things done: how do they frame recommendations?
• Come to the table with solutions, not problems
• Decision quality alone is not enough — commitment and buy-in from those executing the decision matter equally
• Leaders who rely only on positional power miss the real contributions people can make

Leadership development: finding the right path

• "Leadership development" is too broad — clarify the two or three specific skills you want to build first
• Identify leaders you respect and find out what organisations, books, and associations they use
• Organisations worth exploring: Toastmasters (communication), Association for Talent Development, OD Network, American Management Association
• Most organisations allow free attendance at one event before joining

Diversity beyond gender

• Disparate impact — unintentionally discriminating through policies or practices — is harder to confront than overt discrimination but equally important
• Introvert vs extrovert preference is systematically undervalued; business environments tend to reward extroverts
• Leave space in meetings for those who haven't spoken; they often have the most valuable contributions
• Introverts need time to reflect — avoid rushing them to an answer
• Regularly audit your own behaviour: values and actions can be inconsistent even when intent is good
• Diversity of thought — including contrasting viewpoints — strengthens decision-making