In a merger situation, sales people who may have achieved a degree of success and prominence in their own organization can find themselves working unexpectedly for a leader who has no clue who they are or what they want. The negative workplace relationship that can result from this is one of the primary causes of disengagement.

Leaders who want to know who among their employees, their managers, and their teams are engaged can set up a recognition and rewards system for the behavior they are seeking. The reporting alone will demonstrate engagement. The subsequent sharing of new results and rewards can build upon itself to help build a culture of engagement.

Employee engagement, however, is not all about monetary rewards, a formal recognition program, a once-a-month pat on the back, and a little verbal feedback now and then. Careful analysis shows that worker motivation really is about the kind of support and encouragement that happens only when the boss or peers understand and embrace employees at the human level.

Also, most studies in this area report that engaged employees highly value their friendships at work and see a degree of selflessness in their managers and work partners. This probably is why motivational leaders almost universally inspire high levels of commitment and performance. Working with one of them can be a highlight in anyone’s career.

It is hard to force-feed close friendships in a new company resulting from a merger. But since friendships are critical to employee engagement, the leadership job facing the Szemsted management team should have included building a framework of caring, cooperative workers.

This can be tough duty when corporate leadership is preoccupied with structure and finances. But as in the case of combining sales staffs, the turmoil of a merger provides a suitable, even a very good environment for corporate efforts to build commitment and performance.

The job of creating leaders who can foster warm, trusting relationships is an achievable project that should be undertaken by every company entering into transition.