[Amine Imghi]

During an integration, employees are often expected to adopt new processes, systems and ways of working while continuing to manage their regular responsibilities. This additional workload can create stress, reduce engagement and slow the integration.

What can leaders do to keep employees engaged during this period?

[Shih-Hung Ting]

To keep employees engaged during the heavy dual workload of an integration, leaders must shift from simply assigning change to actively protecting capacity and recognizing effort. In my view, the most effective approach is to ruthlessly prioritize core business activities—temporarily pausing non-essential initiatives or providing backfill support so teams aren’t simply absorbing extra hours on top of their day jobs. Simultaneously, leaders need to over-communicate the “why” and “what’s in it for them,” involving staff directly in co-designing the new workflows rather than handing down top-down mandates. When we pair tangible workload relief and psychological safety with frequent acknowledgment of small milestones, employees experience the transition not as an overwhelming burden, but as a shared, rewarding investment in the organization’s future.

[Kendra Kelly]

Leaders keep people engaged by reducing uncertainty, protecting their capacity, and showing that the extra effort has meaning. Clear communication and thoughtful prioritization help employees feel supported rather than stretched thin, but it’s equally important to highlight the value their work is creating. When people can see how their contributions strengthen the organization—and when they personally benefit from improved processes, better tools, or clearer structures—they’re more willing to lean in during periods of strain. Pride and purpose go a long way in sustaining engagement through heavy change.

[Author]

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