Question: Our company has recently acquired a competitor in our industry. As the director of sales, I find myself now managing 20 additional salespeople who used to be our rivals. How can I introduce them to our team and motivate them efficiently without causing any resentment or ill feeling among us? In short, how do I welcome them?

        Answer: You are already on the right path toward becoming a good leader by recognizing the impact of this change and considering the welfare of both your new and old team members.

        When acquisitions occur, we are inclined to believe and think that the rivalry will continue and ultimately divide the staff members. That does not have to be so. Most of the time, drifts occur for a very simple reason. Companies tend to thrust their new employees into the current corporate structure and expect them to perform and conform immediately. In addition, the newbies can sometimes be unjustly labeled as inferior workers, simply because their previous employer was acquired.

        It is always important to remember that every new employee needs time to adjust toher work environment and colleagues, especially when she has just been uprooted from her usual work responsibilities. A good team leader knows to motivate people and keep everybody moving in the same direction.

        • First, eliminate alienation in your team. Instead of both sides sticking to themselves, try to arrange some sort of gathering to get everyone acquainted. I suggest a casual luncheon followed by an informal orientation meeting with your new team. Use this lunch break as a great opportunity to introduce yourself. Defer discussing business goals and policies until the meeting later. Instead, share tidbits about your personal life. Talk about your kids or pets. Or even the weather.

        • Proceed to the meeting once everyone is relaxed. You can continue to maintain the upbeat feeling from the luncheon and yet be able to emphasize important goals and policies.

        • Praise generously. This meeting is for introduction purposes, not assessment. Remind both your old and new salespeople of contributions they've made in the past and position this as a foundation for future success. Always address your team frequently using the word “we” to foster a sense of cooperation and teamwork. Avoid using the word “you” as it creates distinction.

        • Lastly, use this meeting to demonstrate your commitment to the success of both the team and the company. Let your team know that they can always approach you with problems or issues. Exert confidence in your leadership abilities and communicate more clearly and honestly with your employees.

        Michael Crom is executive vice president, Dale Carnegie Training. For advice on work issues, visit www.dalecarnegie.com or e-mail carnegiecoach@dalecarnegie.com.

Holiday travel off despite bargains
Holiday travel tips
Gen-X hit hard by recession
Colleges see more enroll
Job discrimination focus of sessions
ECKBERG: Ad folks blow off steam
Few plan to add jobs in 1Q
Promotions & new on the job
The Success Coach
Morning Memo
Microsoft makes amends to Mac users with new Office
Phillips Petroleum buys Conoco