Leaders, Are You Confusing Change Fatigue & Change Resistance?
by Kate Nasser |
Most leaders trigger change. Some are constantly pulling the trigger and often with disastrous results. If you are a leader who craves change, ask yourself:
Do you see change fatigue?
Think it’s all change resistance?
I see a great deal of change resistance as I consult to organizations. Most leaders and consultants focus on this for it is the big challenge of moving an organization forward.
I also see some leaders whose leadership philosophy breeds change fatigue. They are either very high drivers or high idea generators and often quite unaware that they are pulling the trigger far too often.
They see change fatigue as just more change resistance and continue on unchanged (ironically enough) with the same leadership behaviors.
They also convince themselves that because their goal is success, the difference between change fatigue and change resistance is irrelevant. Quite the opposite is true.
Change resistance occurs when people are still committed to the organization albeit the current picture.
Change fatigue can sever their ability to be committed to the organization and redirect it to individual survival.
Moreover, change fatigue can neutralize your strongest proponents of change — those that aren’t resisting. Even they feel lost, disconnected, and incapable of achievement. Once this engine of change is shot, you and your organization can achieve very little.
Change fatigue will most likely occur when your leadership vision is driven by the treasure hunt syndrome or when your vision constantly changes.
The leaders and teams that report to you barely start to work on one initiative or direction when you reset and redirect. Although some of this happens in every organization, as a leadership style it can leave all exasperated, fatigued and disconnected.
The biggest risk of change fatigue is that organizational performance suffers. As a leader you are focusing on future success while the floor you are standing on is sagging beneath you. The new one you are trying to lay has poor supports as well.
- Your direct reports begin to delegate some of their responsibilities to their teams whether they are skilled or experienced enough to handle it or not. The outcomes are substandard.
- Collaboration and teamwork erode because the current path becomes a grapevine of misunderstandings.
- Their exasperation undermines their respect and trust for you and your leadership.
Change Loving Leaders — Prevent Change Fatigue!
- Build the culture that goes with your vision. If you as a leader crave high innovation and change, then inspire a fun, creative, learn-from-mistakes type culture.
Do you encourage all the employees to noodle new ideas? Participating in creativity breeds a more positive feeling about change.
Or are you mistakenly reserving that privilege for yourself or a select few and holding all others responsible for the implementation and delivery? High driver leaders are prone to this misstep.
- Ensure you understand what it takes to implement. Employees who shine at implementation and operation must see that your vision sees the reality of effort needed. You need these employees that can actually plan, build, or coordinate the building of those new processes, products or services. Do they see that you value and respect their talent for staying the course to the end to make these changes happen?
- Procure extra resources to implement all your new ideas or make clear what can truly be pushed aside. If the myriad of ideas and changes you envision are to happen, then back fill the operations with additional contractors to truly allow the full time staff to work on the exciting new changes.
- Communicate with the employees not to the employees. That does not mean they can set any vision they wish. Yet, the dialogue helps you to see a clearer picture of what’s needed for innovation and gives them a better understanding of what is possible going forward.
Knowing the difference between change resistance and change fatigue strengthens your success quotient.
From my professional experience to your success,
Kate Nasser, The People-Skills Coach™
Leaders, Leading Change Requires Networking Our Inspiration
©2012 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish this post, please email firstname.lastname@example.org. Thank you for respecting intellectual capital.
Kate Nasser, The People-Skills Coach™, delivers coaching, consulting, training, and keynotes on leading change, employee engagement, teamwork, and delivering the ultimate customer service. She turns interaction obstacles into interpersonal success. See this site for workshop outlines, keynote footage, and customer results.