One question every leader must ask to achieve value from their organizational change efforts

Perseverance is one characteristic demonstrated by leaders who are able to create and sustain healthy organizational change. Before you launch any change, you need to ask one question: how will we (the leaders and managers) maintain our energy and perseverance to go the distance?

Answering this question doesn’t mean pushing through a change at any cost. It means planning so that you have the energy and perseverance to support and enable employees to move as comfortably as possible through the full scope of the change process.

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Six actions to reduce or prevent change fatigue

“We need to be constantly changing.”The need to be continuously evolving is a business necessity. The problem is most organizations are simply not set up for continuous change. Continuous change does not mean bombarding your employees with one change after another. This approach has led to a growing and costly problem—change fatigue.Change fatigue is associated with increased stress, exhaustion, and decreased organizational commitment. In my book “Launch Lead Live”, I outline the importance of commitment to the success of your change efforts. Left unchecked change fatigue leads to burn out, and burned out employees won’t contribute to your organization.Change fatigue can be described as passive resignation. It is this passive resignation that can make change fatigue more of problem than the “resistance to change” many leaders talk about.Why? Because change fatigue means that you have neither the energy to defend the current state nor the energy to move through a change process.

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Why CEO’s optimism and enthusiasm for change can sabotage an organization’s success

Every CEO I have met tells me they like change. They are enthusiastic and optimistic about the changes they have launched in their organization. Ironically, it can be this optimism and enthusiasm that increases the risk your change efforts will fail to achieve their desired result.

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The good, the bad, the ugly. Your employees remember it all

You have heard the statistics, 50-70% of organizational change initiatives fail. Your organization is facing big changes, and you don’t want it to become just another statistic. So, you decide this time it’s going to be different. You send your managers and leaders for change management training, adopt a change management methodology. You think, I’ve done my part. Now things will be different.

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Help! I am communicating, but my employees aren’t listening: three ways to use email to help your employees buy-in to change.

You’ve sent a dozen emails about the upcoming change, or at least it feels like a dozen, and your employees act like they don’t know anything about it.

You told them, in the email, to contact you if they have questions or concerns and no one did. So, you assume everyone is fine with new chairs, or software, or moving buildings, or whatever your change is. Then you start to implement your change only to be hit with a huge backlash from your employees.

You’re met with, “Why is this happening?” “I didn’t know about this!” “I don’t care that I’ve had to keep a pot on my desk because the roof leaks, I’m not moving.”

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