Merging two teams into one is among the most challenging things a manager can be asked to do. It involves combining different cultures, working styles, loyalties, and sometimes competing priorities into a single cohesive unit. Restructures and reorganisations are common in growing organisations, but the human side of merging teams is frequently underestimated. People worry about their roles, their relationships, and their place in the new structure. If the merger is handled poorly, you end up with two groups sitting side by side but never truly working together. If it is handled well, you can build something stronger than either team was on its own.
A team merger is not a structural change. It is an emotional event that happens to be triggered by an organisational decision.
Before the merge
The work of a successful merger begins well before the two teams officially come together. For more on this, see our guide on building trust. The preparation phase is where you set the tone, gather the intelligence you need, and make the decisions that will shape how the combined team functions. Rushing into a merger without this groundwork leads to confusion, duplicated effort, and avoidable conflict.
- Understand both culturesSpend time learning how the other team works. What are their rituals, communication norms, and unwritten rules? Understanding these differences upfront helps you anticipate friction points and plan for how to bring the best of both cultures forward.
- Clarify the rationaleBe able to explain clearly and honestly why the merger is happening. People accept change more readily when they understand the reasoning behind it. If the rationale is unclear to you, push for clarity from your own leadership before communicating to the teams.
- Define roles earlyRole ambiguity is the single biggest source of anxiety during a merger. Work out reporting lines, responsibilities, and any changes to individual roles before the merge happens. People need to know where they stand, and uncertainty breeds fear and disengagement.
- Talk to individuals firstBefore any group announcement, have one-to-one conversations with each person who will be affected. This gives them a chance to ask questions, express concerns, and hear the news in a personal setting rather than a group meeting where they feel they cannot be honest.
- Plan the first two weeksHave a detailed plan for the first fortnight after the merge. What meetings will happen, what introductions need to be made, and what quick wins can you create? The early days set the tone, and having a clear plan prevents the drift that makes people feel abandoned.
The first weeks together
The first few weeks after a merger are critical. The teams feature in Manager Toolkit supports this. People are watching closely to see whether the promises made before the change are kept, whether they are genuinely valued in the new structure, and whether the new team will be a good place to work. Your behaviour during this period sets the pattern for months to come. Be visible, be available, and be consistent.
First fortnight plan
The first two weeks set the tone for months to come.
- Meet everyone individuallyHave a one-to-one with every member of the new combined team in the first week. For people you already manage, use it to check in on how they are feeling. For new team members, use it to learn about their work, their goals, and what matters to them.
- Create shared experiencesFind opportunities for the combined team to work together on something early. A shared project, a team workshop, or even a collaborative planning session gives people a reason to interact and start building new working relationships.
- Establish new rhythmsSet up the meeting cadence, communication channels, and rituals for the new team quickly. Do not let people drift in uncertainty about how things will work. Even if you need to adjust these later, having a starting structure provides stability during a turbulent time.
- Be fair and visiblePeople from the incoming team will be watching for signs of favouritism. Make a deliberate effort to give equal time, attention, and opportunity to everyone. If decisions need to be made about processes or tools, explain your reasoning transparently so no one feels their way of working was dismissed without consideration.
Building a new identity
A merged team is not simply a bigger version of one of the original teams. It needs to develop its own identity, its own way of working, and its own sense of purpose. Our article on creating a team charterexplores this further. This takes deliberate effort and cannot be rushed. If you try to impose one team's culture on the other, the losing side will never fully buy in. The goal is to create something new that draws on the strengths of both groups while establishing its own distinct character.
Building a new identity
Do not impose one culture on the other. Co-create something both sides own.
- Co-create team normsRun a session where the combined team agrees on how they want to work together. Cover communication expectations, meeting etiquette, decision-making approaches, and how feedback will be given. When people help create the norms, they are far more likely to follow them.
- Celebrate both historiesAcknowledge what each original team achieved and brought to the merger. People are attached to the identity and accomplishments of their previous team. Dismissing that history feels like dismissing them. Find ways to honour both legacies while building something new.
- Build cross-team pairsPair people from different original teams on projects, reviews, or mentoring relationships. These working connections break down the "us and them" dynamic faster than any team-building exercise. Shared work creates shared trust.
- Give it timeTeam identity does not form overnight. It takes months for a merged team to truly feel like one unit. Be patient with the process and do not panic if the early weeks feel awkward or fragmented. Consistent leadership and shared experiences will do the work over time.
Handling resistance
Resistance during a merger is normal and healthy. It shows that people cared about what they had before. The mistake many managers make is treating resistance as a problem to be overcome rather than a signal to be understood. When someone pushes back, they are usually expressing a legitimate concern, whether it is about their role, their workload, or the loss of something they valued. Listening carefully to resistance often reveals issues that, if addressed, will make the merged team stronger.
- Listen before respondingWhen someone expresses frustration or disagreement, resist the urge to immediately explain or defend the decision. Let them speak fully. Often, the act of being heard is more important than the answer you give. People who feel dismissed become actively disengaged.
- Distinguish types of resistanceSome resistance is about the change itself, and some is about how the change is being handled. The first is harder to address because the decision may be final. The second is within your control. Focus on improving the process and communication where you can.
- Address concerns honestlyIf someone raises a valid concern, acknowledge it openly. If you do not have an answer, say so and commit to finding one. If the concern cannot be resolved, be honest about that too. People can handle difficult truths far better than they can handle evasion.
- Give people agencyWhere possible, involve resistant team members in shaping how the new team works. People who feel they have some control over the outcome are far less likely to remain opposed. Even small choices, like which tools to use or how meetings are structured, create a sense of ownership.
- Know when to hold firmNot all resistance should lead to changes. Some decisions are final, and endlessly revisiting them prevents the team from moving forward. Be clear about what is open for discussion and what has been decided. Firmness delivered with empathy is respected more than indecision.
Frequently asked questions
Reflect together and build a stronger team
Run retrospectives with your newly merged team to surface concerns, align on ways of working, and build trust from day one.