In this series of posts I’m identifying the traps that I warn leaders to avoid when they are involved in mergers or acquisitions. Each of the traps I identify affect employee engagement. By avoiding the traps leaders will also help develop the Connection Culture that all organizations need to achieve sustainable superior performance.
The Superiority Trap. In all mergers, one party usually feels superior in status and reputation to the other. The subordinate party’s employees are likely to be hypersensitive to this status gap. Managers from the dominant organization who act the slightest bit condescending will offend employees from the subordinate organization. These employees will be less likely to cooperate with members of the dominant organization. On the other hand, managers from the dominant organization who look for ways to affirm their new colleagues and show that they have confidence and high expectations for their future performance will be rewarded when their new colleagues live up to their aspirations.
Michael Lee Stallard
Helping Leaders Create Cultures that Connect
