Addressing Change Fatigue: A Human-Centered Leadership Roadmap

Addressing change fatigue requires a more human-centered approach to leadership.

Originally contributed to TrainingIndustry.com

Change isn’t new. But in today’s volatile climate, the rate of change is increasing. We must do better at meeting people where they are to enable this change.

From technological overhauls to political unrest, economic volatility to institutional restructuring, individuals and organizations alike are navigating relentless waves of stress and disruption. The result? What many label as “burnout” is often something more specific: change fatigue — a pervasive exhaustion that stems not from the change itself, but from the chronic depletion of energy that leaves people unable to absorb even one more shift.

At MOR Associates, we work with leaders who are navigating complex, layered challenges. We’re seeing a significant uptick in organizational fatigue, not because people are resistant to change, but because they’re depleted by the ongoing demand to adapt without adequate support.

The True Nature of Change Fatigue

The brain constantly scans for threat — five times per second — thanks to our limbic system’s survival instinct. When stress is high and persistent, this system stays on high alert, hijacking mental energy and limiting access to the prefrontal cortex, where critical thinking, collaboration and innovation happen. In this state, change doesn’t feel like a possibility — it feels like danger.

What many organizations miss is that people are not tired of change. They’re tired from change. And more specifically, from the cumulative impact of multiple external and internal disruptions. The change isn’t the problem. The lack of time to recover between changes is.

We see institutions grappling with financial strain, digital transformation, consolidation and hybrid work, all at once. Leaders may see these as separate, strategic initiatives. But employees experience them as one unrelenting wave of uncertainty.

A Gartner study found that more than 80% of employees experiencing high levels of change fatigue reported a reduced intent to stay with their organizations. Nearly one-half said their productivity declined as a direct result. McKinsey’s report added further context: Organizations undergoing back-to-back transformations without clear communication or support saw voluntary turnover increase by as much as 25% —especially among high performers and mid-level leaders.

When Fatigue Is Misread as Resistance

Change fatigue often gets mislabeled as disengagement or resistance. But in reality, many employees aren’t pushing back; they’re running on empty. When energy reserves are tapped out, even positive change becomes another burden. Leaders who mistake exhaustion for defiance risk further disengagement and even deeper erosion of trust.

Symptoms of change fatigue include decreased motivation, missed deadlines, poor communication and reduced innovation. At its root, the issue is not unwillingness — it’s depletion.

Leaders must begin by asking: Are my people truly resistant? Or are they just tired?

What Doesn’t Work

Some common approaches to managing change fatigue fall flat. Pep talks, empty positivity, or one-size-fits-all “resilience training” rarely move the needle. Nor does asking people to “do more with less” without also shifting expectations or offering tangible support.

In many organizations, change communication is still transactional: Here’s what’s happening. Here’s when it’s happening. Instead, we need relational, two-way communication that validates uncertainty and invites collaboration.

Likewise, piling on immediate initiative after initiative without coordination or strategic prioritization creates a culture where everything feels urgent and nothing feels supported.

What DOES Work: 6 Strategic Leadership Practices

Addressing change fatigue requires a more human-centered approach to leadership. Leaders don’t need to have all the answers, but they do need to show up with clarity, empathy and the ability to manage both the pace and tone of transformation.

Here’s how:

Be intentional with pace and prioritization.

Avoid launching overlapping initiatives without coordination. Not everything needs to happen at once. Create intentional pauses between big changes. Prioritize what is most important. Let people catch their breath and make sense of what’s already shifted before introducing the next wave.

Enable employees to lead from where they are.

When employees have agency in shaping change, they’re more likely to embrace it. Co-create solutions. Pilot new programs with small teams. Identify and empower “change champions” across departments. These inclusive practices increase leadership capacity, buy-in, and creativity.

Share the why.

Share the “why” behind changes — early and often. Be transparent about what’s known and what’s still in flux. Create two-way channels where employees can raise questions, voice concerns, and help shape the path forward. Admit when you don’t have all the answers and commit to listening before responding.

Assess energy, not just engagement.

Pay attention to energy levels across your team. Are people unusually quiet? Are high performers showing signs of apathy or withdrawal? Don’t assume resistance — assess whether they’ve had the chance to recharge. Create space for rest and recovery, especially after major shifts.

Meet people where they are.

Acknowledge exhaustion. Normalize it. Leading through fatigue starts with empathy. People feel seen and supported when leaders say, “I know this has been a lot” or “Let’s talk about what’s feeling heavy right now.”

Support leaders to be empathetic.

Train mid-level managers to recognize the signs of fatigue and initiate meaningful check-ins. Equip them with tools to coach through ambiguity, promote psychological safety and support team resilience.

Leading for Adaptability

Equip teams with tools for navigating ambiguity, prioritizing efficiently, and staying focused on what they can control. This plays a pivotal role in sustaining energy and adaptability across the organization. Here’s how:

• Create a Coaching Culture: Develop leaders who ask better questions, listen deeply and respond with empathy.
• Build Growth Mindset: Reinforce that learning from change is as important as executing it.
• Celebrate Effort and Progress: Recognition builds momentum. Highlight small wins and adaptive behaviors, not just outcomes.
• Foster Emotional Awareness: Help individuals tune into their own stress responses and build healthy habits for self-regulation.

The Opportunity in Front of Us

Organizations that address change fatigue don’t just reduce burnout — they position themselves for sustained excellence. High-performing, resilient cultures are better equipped to pivot quickly, innovate meaningfully, and retain top talent.

This isn’t just about employee well-being. It’s about customer experience, brand reputation and long-term viability. Clients, learners and stakeholders will eventually feel a disengaged workforce.

When people feel supported, seen and energized, they show up more fully. They problem-solve. They collaborate. They lead.

Final Thoughts

Change fatigue is not a character flaw or a sign of weakness: It’s a signal. A signal that people need time, clarity and connection to thrive amid ongoing disruption.

The leader’s role is to create the conditions where people can replenish energy, rebuild trust and recommit to purpose. This is the essence of sustainable leadership.

People don’t resist change. They resist change that’s imposed without empathy, explanation or support. But when change is led well — when it’s transparent, inclusive and paced with intention — people will not only adapt. They will lead the way.

Sean McDonald is President of MOR Associates. You can follow or connect with Sean here on LinkedIn.

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