I am a fairly experienced senior manager at an organization that was acquired about eighteen months ago. The larger organization makes a new acquisition about every eight months, with no end in sight. The changes are really hard to keep up with. There seem to be new processes and procedures every day.
I have a wonderful employee—I’ll call him Bob. I like Bob a lot and he has been a dependable producer. His team respects him and he consistently gets the job done with a minimum of fuss.
Recently, though, it’s as if Bob has run out of steam. When I asked him about it, he told me the pace of change here is wearing him down and he is beginning to think he might be happier at a more stable organization.
I am afraid to lose him, but how can I talk him off the ledge when I am kind of feeling the same way?
Trying to Keep Up
Dear Trying to Keep Up,
My first reaction was to laugh and think Good luck finding an organization where change isn’t constant! But seriously, I really understand this. The pace of relentless change can be exhausting.
It is said that many employees leave organizations because no one asked them to stay—so let’s not let that happen. The first step is to share with Bob how much you understand his feelings and how important you think he is to the success of the organization. Then have the conversation about what it would take for him to stay.
If he insists that the organization would have to stop growing by acquisition—well, that’s probably non-negotiable. But what is negotiable? Possibly Bob is burnt out and needs to take a vacation—a real one—meaning at least two weeks, maybe even three, with no checking in. Burnout is a real thing. A change of scene and perspective can do wonders.
Maybe the way you manage change could use a tweak. We know from recent neuroscience studies that the brain craves clarity and certainty. There is a ton of research, some of it from The Ken Blanchard Companies, about how to better support people who are dealing with change. Perhaps the two of you could take a class together to get better at it—or at the very least, you could read up and discuss it together.
Here’s the thing. Even if Bob does go somewhere else, he’s probably not going to be able to escape constant change—it is simply a fact of organizational life these days. He seems like a bright guy, so maybe the rate of change isn’t what is really bothering him. You may need to have a different conversation to really get at what the true problem is.
Start by asking the simple question “What’s really bothering you?”
And then keep digging: “What bothers you so much about that?”
“Say more about that.”
You never know what you’ll learn by following this line of questioning, but give it a try. You may actually get to what is really going on—and then you can work out how to proceed.
I hope you figure this out—and I hope you get to keep Bob so that he can help with all the changes to come.
About the author
Madeleine Homan-Blanchard is a master certified coach, author, speaker, and cofounder of Blanchard Coaching Services. Madeleine’s Advice for the Well Intentioned Manager is a regular Saturday feature for a very select group: well intentioned managers. Leadership is hard—and the more you care, the harder it gets. Join us here each week for insight, resources, and conversation.
Got a question for Madeleine? Email Madeleine and look for your response here next week!
5 thoughts on “Running Out of Steam? Ask Madeleine”
Change is a big cause of stress and stress can lead to burnout. Stress also causes illness and disease. You have to consider the rate and amount of change and how much an organism, an organization, or an individual can endure and not pay a price where the cost becomes a negative, ultimately on the bottom line for everyone. This scenario also sounds like people are not active participants neither in planning nor implementing the changes, thus they may not be invested mentally, physically or emotionally. Your last sentence, “I hope you figure this out…..” might better say, “There are strategies to figure this out which can be productive for everyone and a plan for resolving this issue would be a great idea. Why? Because planned change has the best chance for success.”
You are right. What was I thinking? Thank you so much.
Companies implement a lot of changes because they are in search of success. But they luck skills in planning and did not give time for implementation to have an effect on the teams. In fact if you involve people in perfecting the change they can all feel the success and the rate of unhappiness and frustration can significantly decreases. But if change after change is forced on teams, and they did not have the time to follow up with, the people will feel burned out quickly and most of all unsuccessful. My opinion. Romanian saying,…”The fish, gets spoiled from the head towards the tail” . Companies need to make up for a “Better head”
Roxana, yes! Many senior leadership teams do not understand the impact of all the change, and how critical it is to choose wisely and stay focused. We are going through a lot of change ourselves right now at Blanchard and we are trying hard to practice what we preach. It is extremely challenging because people (including me!) experience change as such a threat. Thank you for your addition!
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