Change Fatigue versus Change Fitness

A phrase that has permeated across many organisations in the last few years is that ‘change is the new normal’. And while that may be true it does come with a major challenge; ‘change fatigue’.

Too often we’re seeing people feel overwhelmed, tired, demoralised and disengaged by the scale of change they’re experiencing. To change the dial, we need to move to a state of ‘change fitness’.

Understanding Change Fatigue

We’ve probably all experienced change fatigue in one form or another. Too much going on in our personal lives; maybe a barrage of new initiatives from different departments in the work place.  It can be tiring. And when people are tired it’s likely they may become resistant to anything new, not because they want to but because they lack the energy to take on something else in their lives. Without this energy productivity can be reduced, wellbeing negatively impacted, and innovation sapped.

In our dealings with clients we have often seen that change fatigue is more apparent where individual transformations and changes are introduced without consideration for the cumulative impact on individuals; where communications are unclear and when support systems – such as clear, purpose-led but empathetic leadership – are inadequate.

So, if change is the new normal how can we avoid change fatigue?

Building an organisation’s ‘change muscle’

Transformation in an organisation is intended to support business strategies which in turn should benefit the company, its clients and its employees as well as shareholders. For those benefits to be realised it’s important that people can see the bigger picture and have the capacity to adapt and embrace the changes ahead.

So, as leaders how do we help people see the change as an opportunity for growth and not a threat? Consider the following:

1.        Are you clear on the collective goals?

As a leader, you are likely not the only one driving change within your organisation. It's crucial to recognise that if the cumulative impact on individuals is not considered, it can lead to change fatigue. To prevent this, individual change teams should align their vision with the company's overarching purpose and goals, ensuring that employees maintain a consistent understanding of the bigger picture. Additionally, you should regularly collaborate with your peers to synchronise your plans, avoid conflicts and prevent employees from feeling overwhelmed.

2.        Do you and your team have the right capabilities?

Organisations that foster change fitness typically invest in training, open dialogue, and strategies that empower their teams to anticipate and manage change effectively.

Change fitness also involves developing skills such as emotional intelligence, flexibility, and problem-solving.  Upskilling leaders and employees in practical change management methods, tools and techniques also helps to make sure change runs successfully.

3.        Are you putting your people first?

People are at the heart of transformation. Even if a programme is technology- or process improvement-driven, the technology and processes need to be operated by humans. People will need to change their day-to-day ways of working if change is going to stick, and unless you put people front and centre of your planning your programme may fail.

The most successful change programmes are ones where stakeholders and the recipients of the change understand what’s changing, why it’s changing, what they need to do differently because of it, where they can go for more information if they need it and importantly how they can contribute to the change.

This is achieved by developing your vision and narrative, understanding who your stakeholders are and analysing how different teams in the organisation will be impacted by the change at the outset. Doing this will bring alignment across your and other programmes ensuring that training, leadership development and engagement are front of mind when you communicate the change.

4.        Do you have the right culture for change?

Culture influences an organisation's operations and behaviour and can stall or block change. To foster a positive change culture leaders need to focus on three key areas:

People:  They need to be equipped with the tools and capability to deliver, be motivated and ready to adopt new work practices and work styles, develop new skills and behaviours.

Performance: This needs to be sustained during the transition and must always focus on strategic outcomes and delivering quantifiable benefits to the organisation.

Principles:  These need to provide guidance and consistency, clearly set expectations and standards/norms to which leaders, teams and employees will be held accountable.

In conclusion…

 While change is indeed the new normal it doesn’t need to be overwhelming. Equipping people with the tools, skills, support systems and communications will help them see that change is an opportunity for growth rather than a threat, ultimately leading to successful and positive transformations.

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About Marlowe

Change can be complex but the approach to it doesn’t need to be.  At Marlowe we partner with organisations to deliver large scale, complex transformation and change. We deliver business change solutions, change capability, assurance, training, leadership effectiveness and cultural change.

Our focus is on your people to ensure your change is delivered practically, successfully and sustainably. Please contact us if you would like to know more about delivering exceptional business change.

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