At Engaged Agility, we talk a lot about change, not as something to survive but as something to embrace. Matt often says, “People say we shouldn’t change for the sake of change, but why not? Doesn’t that help you become more agile and adaptive? Shouldn’t we avoid becoming stale at all costs?”
He’s right. The ability to adapt is what keeps organizations alive. But we also know the other truth: people do not have limitless reserves of energy. Change takes a toll, and constant change without recovery can leave even the best teams weary, cynical, and checked out. That’s change fatigue.
The good news is that change fatigue isn’t inevitable. It’s a signal, a sign that people need clarity, honesty, and space to catch their breath. If you lead through change, here are a few ways to keep your team engaged and energized instead of drained.
1. Be honest about what’s happening
People can handle almost anything if they understand why it’s happening. When leaders sugarcoat, withhold information, or pretend that change will be easy, they lose credibility. Honest communication builds trust, and trust is the foundation of resilience. Be clear about what’s changing, why, and how it might feel along the way. You don’t need to have every answer. You just need to show up as someone who respects your team enough to tell the truth.
2. Ask for feedback early and often
Change feels worse when people think it’s being done to them instead of with them. Invite feedback as early as possible and listen without defensiveness. Even if you can’t act on every suggestion, acknowledging people’s perspectives helps them feel seen and invested. When team members are part of shaping the path forward, they are far more willing to walk it with you.
3. Clarify the results and the timeframe
Endless change is exhausting. Your team needs to know where the finish line is, and that starts with framing change as an experiment. A good experiment has a clear hypothesis, defined measures, and a timeframe for review. Leaders who “experiment well” give people confidence that each initiative has purpose and structure, not just motion. If it works, build on it. If it doesn’t, learn from it and move on. Clarity about scope and timing helps change feel meaningful rather than endless.
4. Roll out change intentionally
Constant, uncoordinated shifts are a recipe for burnout. Before introducing something new, take a step back and ask: is now the right time? What else is already changing? How can we prepare people so they aren’t caught off guard? Communicate early, give context, and create time for questions. Change management isn’t about moving fast; it’s about moving with intention.
Change itself isn’t the problem. Change is what keeps us innovative and adaptable. The problem is how we manage it, how we communicate, how we pace it, and how we support people through it.
When we lead with honesty, inclusion, and clarity, even big shifts start to feel achievable. What wears people out isn’t the work of change; it’s feeling powerless in the process.