Leading Through Change
Organisational change is now a constant, not an exception. Whether it’s a restructure, digital transformation, new leadership, or a shift in strategy, change is happening more frequently and with greater impact than ever before. For both staff and leaders, these transitions can be energising but also deeply unsettling, often leading to stress and, if not managed well, burnout.
As someone who has experienced both extensive change and burnout personally, in this blog, I explore the realities of navigating change, identify common stressors, and offer practical strategies for maintaining stability, communicating effectively, and caring for yourself as a leader during times of transition.
Recognising the Realities of Change
Change in organisations is significant and frequent. Recent data shows that 70% of employees have experienced disruptive organisational change in the past year, and leaders and managers are even more exposed – they’re 56% more likely to experience extensive disruptive change. This change isn’t about new policies or structures; it’s about fundamental alterations to job roles, relationships, and the daily experience of work.
The consequences are profound. Change fatigue, cynicism, and decreased loyalty and engagement are all well-documented outcomes when transitions are poorly managed or too frequent. For leaders, the burden is especially heavy: they are often responsible for both driving the change and supporting their teams through it, all while navigating their own uncertainty and workload.
Common Stressors Arising from Change
Organisational change brings a unique set of stressors for both staff and leaders:
Uncertainty and Loss of Control: Not knowing what the future holds or how roles will change can trigger anxiety and a sense of powerlessness.
Increased Workload: Change often comes with new responsibilities, tighter deadlines, or the need to learn new skills, all while maintaining existing duties.
Disrupted Relationships: Team dynamics shift, trusted colleagues may leave, and new leaders or structures can disrupt established support networks.
Fear of Job Loss or Reduced Security: Restructures often bring fears about redundancy or diminished opportunities.
Poor Communication: Inadequate or unclear communication fuels rumours, misunderstandings, and mistrust, compounding stress.
Resistance to Change: Both staff and leaders can struggle with letting go of familiar routines, leading to frustration or disengagement.
Emotional Burden: Leaders, in particular, may absorb the stress of their teams, leading to compassion fatigue and emotional exhaustion.
How to Maintain Stability During Times of Change
Creating a sense of stability amid change is vital for both performance and well-being. Here are key strategies:
Maximise What Stays the Same: Remind teams of the values, routines, or relationships that will remain unchanged. This helps anchor people during turbulent times.
Celebrate Milestones: Publicly recognise progress and small wins. Celebrating achievements boosts morale and reinforces a sense of continuity.
Minimise Disruption: Where possible, phase changes gradually and avoid unnecessary upheaval. Maintain existing routines and structures where they still serve the team.
Provide Support and Resources: Ensure access to training, coaching, and well-being resources so staff feel equipped to adapt.
Involve and Empower: Engage employees in the change process, seeking their input and feedback. Involvement increases buy-in and reduces resistance.
Communication Tips for Leading Through Change
Effective communication is the cornerstone of resilient leadership during transitions – communicate clearly, frequently, and consistently. Consider these best practices:
Be Clear and Transparent: Explain what is changing, why it’s happening, and how it will affect people. Transparency builds trust and reduces anxiety.
Tailor Your Message: Address the specific concerns of different groups - what matters to frontline staff may differ from what managers need to hear.
Engage in Two-Way Dialogue: Encourage questions and feedback. Listen actively and respond with empathy, even if you don’t have all the answers.
Repeat and Reinforce: Communicate consistently and through multiple channels. Repetition ensures the message is understood and remembered.
Share the Vision: Help people see the bigger picture and the benefits of the change, both for the organisation and for themselves.
Prepare for Difficult Conversations: Approach tough discussions with empathy, using “I” statements and focusing on shared goals.
Model Calm and Confidence: Your composure sets the tone for your team. Take time to pause and reflect before responding to challenges.
Celebrate Progress: Recognise achievements and milestones to maintain momentum and positivity.
Self-Care During Transitions
Periods of organisational transition demand much from leaders, yet maintaining your well-being is essential to navigate the pressures effectively. Simple self-care practices - such as sustaining regular exercise, prioritising restful sleep, eating nourishing meals, and setting clear boundaries around your availability – will all build resilience and clarity when demands are high.
Allowing yourself compassion, protecting downtime, and remaining connected to supportive colleagues are practical steps that help sustain energy and purpose during ongoing upheaval. Remember, even small acts of care, like a mindful pause or a walk outdoors, can be invaluable for grounding yourself in turbulent times.
How Coaching Supports Navigating Change
Coaching is increasingly recognised as a powerful tool for leaders managing organisational change and its risks of burnout. A coach provides a confidential, non-judgmental space to reflect, process challenges, and regain perspective. Through skilful questioning and feedback, coaching enhances self-awareness, clarifies priorities, and strengthens coping mechanisms. This empowers leaders to maintain boundaries, make conscious choices, and respond with greater agility to shifting demands.
Some powerful coaching questions you might explore with a coach, or self-reflect upon, include:
What part of this change is within my control, and where can I influence outcomes?
How am I responding emotionally to these changes, and what do those feelings tell me?
What strengths have helped me through past transitions that I can draw on now?
What boundaries do I need to set to be at my best for myself and my team?
Where do I need support, and who can I ask for help?
What does “success” look like for me during this change, beyond business metrics?
What one action could I take today to make this transition slightly easier for myself or my team?
Whether you are seeking clarity, processing difficult emotions, or simply needing to refocus on your values amidst uncertainty, coaching offers tailored support that helps prevent burnout and builds the foundation for resilient, sustainable leadership
Conclusion
Leading through change without burning out is possible, and it requires conscious effort, clear communication, and a commitment to both self-care and team well-being. Recognise the reality and impact of change, address the common stressors, and focus on creating stability wherever possible. Communicate openly and often, and don’t neglect your own needs as a leader. By asking yourself powerful coaching questions and modelling resilience, you can guide your team - and yourself - through transition with confidence and compassion.
Remember: change is inevitable, but burnout doesn’t have to be. With the right strategies, you can lead through change and emerge stronger on the other side.
Contact me for details of how we can work together to support you or your organisations through your change process, or sign up for email updates on products, services and special offers.
