Six actions to reduce or prevent change fatigue

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“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.

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

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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.

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

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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.

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

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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."

Keep your change from failing, take a break

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I just returned from a short break. The habit of taking a break in March began while my daughter was in school. Her school, like many in the country, closed for a week each March. I viewed these breaks as a chance to reconnect with her. Because we did things outside our normal routine we gained a fresh perspective. It's similar with organizational change.