Some days are brighter than others when you are responsible for leading a change or managing a change. Every day is not a bed of roses, easy to get plans approved, sponsors on board, time with leaders. Some projects are easier than others. There are those where you might score a fantastic sponsor who works with you, listens and you collaborate on how to transform a department or organisation. Then there are those which are hard, and resistance is high. 

Some of the better ones that change managers LIKE to work on, (as resistance will often be low to non-existent):

• New incentive programs where staff are offered more.
• Creative culture design programs where you work with organisations to design the culture they want and you play a role in bringing it to life.
• New products or processes that really see a tangible benefit to customers and allow for upskilling teams as well.

And then there are the changes that are not so exciting where resistance is high, however they are changes...

I enjoy the debate about whether Change fatigue is really a thing or whether it is simply a myth. Change is a constant in business, however if it is not led well or managed well, frustration sets in. Remember what it feels like when something is just 'dumped' on you or your team without notice? Where your leader's instructions were pretty much that you had to suck it up and get on with it even though it makes no sense to anyone? So my hypothesis is that people aren't fatigued by change, but they will be fatigued by poorly led and poorly managed change.

Just imagine in an organisation where that happens over and over. Last minute briefings, poor information shared where someone presents to your team about information that isn't relevant to them and then they can't answer the questions that are sensible to ask? 

Like groundhog day - no matter who you give feedback to, the people who are delivering change aren't listening and just keep releasing poorly developed fixes that...

There is a often debate whether change fatigue is a reality or myth.  When change is not effectively managed or led well, change fatigue most certainly ensues. There are signs that a good leader keeps an eye out for when it comes to the impact on change to their team. 

Following are some of the key indicators a good Change leader picks up on:

1) Illness is on the rise: sick leave or general illness of team members and employees in the business is one sign of change fatigue. During the winter seasons, this can be blamed on bugs or flu's, however when a good change leader recognises the link between change and poor health. When individuals are under stress their immune systems suffer leaving them susceptible to catching and spreading these bugs. This doesn't necessarily mean team members will be taking more days off. A good leader notes who may not be coping well with change through physical indicators. Back issues and things such as migraines are other physical...