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Change Fatigue and Change Capacity: How to Lead and Thrive Through Organisational Change

The Hidden Cost of Constant Change

Change fatigue and change capacity are at the core of today’s leadership challenges. A senior executive recently confided, ‘I’d rather resign than lead another change initiative.’ This sentiment echoes across sectors—from finance leaders overwhelmed by market volatility, government officials navigating election outcomes and policy reforms, not-for-profit directors facing funding uncertainties, educators integrating new technologies, to healthcare administrators implementing new patient care models.

In these diverse fields, leaders are experiencing change fatigue, where the relentless pace of organisational transformation leads to change saturation, leaving them disengaged, burned out, and questioning their capacity to continue. When resilience wears thin, even the most capable leaders can feel overwhelmed by the unrelenting pace of change.

And let’s face it—if you’re one of the tired ones, you might not even have time to read this. So, resist the urge to pull away, grab your water bottle or favourite cuppa and let’s dive in.

Quick Refresh: What Exactly Is Change?

In an organisational change management context, change refers to any initiative that alters processes, systems, tools, job roles, or structures within a company. And no, it’s not just about replacing an outdated tech system.

These change initiatives aim to improve efficiency, tackle challenges, or seize new opportunities—but they also require employees to adapt. And while many leaders are quick to hire a Project Manager or even a Change Manager, that’s just two-thirds of the solution. The missing piece? Activated, engaged leaders like you from across the business; you can’t do this on your own.

The beauty of effective change leadership: there are many ways to embed the support you need. My favourite? Working alongside leaders and project teams to build a coalition of change sponsors and do change well.

10 Aspects of a Person’s Job Impacted by Change

Understanding how your people are impacted is the first step in effective stakeholder engagement.

Prosci identifies 10 key aspects of a person’s job that can be affected by change, including processes, tools, reporting structures, performance reviews, and even compensation (Prosci Article). Grasping these dimensions helps leaders anticipate resistance and design strategies that actually support their teams.

The Australian Public Service Commission (APSC) warns that unmanaged constant change leads to apathy, frustration, and—let’s be honest—poor performance (APSC Source).

But here’s the million-dollar question: Are your top leaders about to walk out the door—or worse, stay and disengage?

Why Change Fatigue Is Rising—And What’s at Stake

Organisations often assume resistance is the biggest hurdle in change management. The real threat? Overload, change saturation, and exhaustion.

Executives are managing back-to-back business transformations without enough time to embed one change before the next begins. A survey highlighted in The Times found that 38% of leaders in large companies would prefer to resign rather than lead another change initiative, with the frequency of significant organizational changes rising from an average of two annually before 2020 to nine in recent years (The Times).

I coined the term ‘EDD’ drawing on 9 years as an executive in the not-for-profit sector, 10 years coaching and consulting across Aged Care, Finance, Banking, Education, and Health, and 5 years leading change management in Federal and Local government.

EDD describes:

• Emotional Exhaustion – Feeling drained, passion dwindles, and the risk of burnout skyrockets. Emotional exhaustion doesn’t just drain energy—it chips away at a leader’s resilience, making it harder to bounce back and lead effectively.
• Decision Fatigue – With too many decisions to make, critical thinking – and memory – slips.
• Disengagement – Leaders mentally “check out” or jump ship entirely.

A staggering 74% of employees say they’re open to change, but only 43% feel capable of handling it (Prosci).

In mid-sized organisations, 80% experience change fatigue (APSC).

McKinsey & Company also found that, on average, 20% of a transformation’s value is lost after its initiatives have been fully executed, often due to insufficient time and resources dedicated to embedding changes before moving on to new initiatives (McKinsey).

If you’re in that boat, you’re definitely not alone.

The Shift: Building Change Capacity to Combat Change Fatigue

When I was 23, I decided to join a professional swimming squad and receive training for my second triathlon. I rocked up to the Gold Coast Miami Pizzy Park Olympic Pool (now known as Miami Aquatic Centre), a little anxious, a little self-conscious, but committed. I’d been swimming since I was a kid—how hard could this be??

Spoiler: It was way tougher than I expected.

After flailing through my first few drills, my coach said,

“You’re working way too hard. There’s a better way.”

At first, retraining my “natural” form felt awkward. But with practice (and plenty of water up my nose), I learned how to swim smarter—not harder. Just like mastering swimming builds endurance, learning the right change frameworks strengthens leadership resilience, helping you go the distance without burning out.

That’s how change leadership should feel. Leaders like you need frameworks that help them:

• Know who’s on their team
• Sprint when needed
• Pause and breathe
• Maintain a steady pace
• Cross the finish line
• Reflect, learn, and celebrate

Frameworks like Prosci’s Prepare, Manage, and Sustain model help leaders move through change without gasping for air (Learn more).

Combat Change Fatigue: Building Leadership Resilience and Change Capacity

The good news? Change fatigue is preventable. Here’s how:

1. Put the Work In Upfront

1. • quantify the amount of time and effort will be needed to work on ‘this’ before you send out the invites
   • At the concept stage, ensure the right experts are at the table and reconfirm their commitment based on participation expectations
   • Identify the core problem—whether it’s outdated software or new legislation.
   • Define your target audience and understand their journey.
   • Highlight the root cause and consider the broader impact.
   • Identify the secondary problems / considerations or potential barriers that will restrict the approval of a business case e.g. misalignment of values; disbursed teams; the ‘unknown’ etc.

2. Normalise Preparation and Recovery Time

1. • Have the green light from the approved business case? Verify your assumptions or inclusions have not changed – we know approvals can take months
   • Like elite athletes, leaders need structured prep and recovery—because let’s be honest, you wouldn’t sign up for a marathon without training for it (unless you enjoy pain, of course). Recovery isn’t just a pause – it’s how resilience is rebuilt, allowing you and your team to. Tackle the next challenge stronger.
   • Avoid launching major organisational transformations during peak operational periods to prevent change saturation.
   • Be realistic with the quantifiable input vs. the available hours to #getstuffdone

3. Focus on What’s Staying the Same

1. • Amid constant change, anchors are essential. Reinforce core values and mission. This is critical and should be evidenced from the strategic plan through to the individual annual performance goals and success metrics. 
   • Create a “Stability Map” to highlight constants in your organisation.

4. Shift from Top-Down to Two-Way Leadership

1. • Leaders don’t have to carry the burden alone. Engage mid-level managers and teams. Research shows frontlines trust their immediate supervisors and the big honchos to deliver messages. 
   • Leverage the change managers and SMEs in your business to deliver targeted sessions, craft comms and be the conduits for exchange
   • Use PULSE checks and ADKAR surveys to measure readiness and engagement.

5. Rethink Success Metrics—Watch the Numbers on the Clock!

1. • Track comms open rates, support tickets, culture surveys, and financials.
   • Resource and equip your teams beyond go live to handle the increased surge in support required in the months following the change initiative
   • Remember, change isn’t done until the frontline is fully on board and your customers inc. suppliers are showing evidence of adopting, using and becoming proficient with the changes.

Building Your Change Muscle—So You Can Go the Distance

Here’s the thing about swimming—at first, it’s survival mode. But with practice, your stroke smooths out, your breathing steadies, and before you know it, you’re actually enjoying it.

And just when you think you have a handle on it, you realise, there’s always something to learn – and unlearn.

Leading change is the same. Every change initiative builds your “change muscle,” making the next one easier and helping leaders build long-term change capacity.

Let’s Talk Change—And Maybe Even Have Some Fun With It

Change fatigue isn’t just a leadership problem—it’s an organisational challenge driven by change saturation. The key isn’t avoiding change but building resilience, taking care of yourself, measuring what matters, creating breathing space, and fostering strong change leadership. Because in the end, it’s not about avoiding change – it’s about building the resilience to thrive through it.

Your Call to Action

So, what’s your experience? Have you or your team battled change fatigue or change saturation? Share your thoughts in the comments—I’d love to hear how you’re navigating it.

And if you’re ready to:

• normalise preparation and recovery time to combat change fatigue and strengthen change capacity,
• rethink how your organisation handles change management and build sustainable change capacity,

now’s the time to take that first step. Prioritise your headspace, create bandwidth for your people, measure what matters and lead with impact. And if you need a little help navigating the journey, reach out—I’m here to help.

As my coach once told me, “It doesn’t have to be this hard. There is a better way.” So, what do you say—are you ready?

 

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About Tarran Deane | Change Management Strategist in Australia

Tarran Deane is a Change Management Specialist in Australia – Expert Leadership & Transformation Senior Advisor, renowned for helping organisations navigate complex transformations with structured planning, practical execution, and a touch of humour. Based on the Gold Coast, she partners with organisations across Brisbane, Northern New South Wales, and Canberra, bringing over 21 years of expertise in driving meaningful, measurable change.

As a PROSCI® enterprise certified practitioner and transformation specialist, Tarran works with leaders in the Public Sector, Finance, Tourism, Health and Not-for-Profit Disability, Aged Care, and Community Services industries. She is passionate about building organisational agility, empowering leaders to eliminate fear, embrace sustainable change, and delivering outcomes that align with long-term goals.

Through a select number of engagements, Tarran delivers:

• Change Management Consulting and contract engagements, typically spanning 1-3 years, focused on achieving long-term transformation goals.
• Executive Coaching for C-suite and senior leaders,
• Customised Training Programs designed to uplift change capability, and
• Keynote Speaking Presentations that inspire and inform audiences.
• Visit our Store to View Tarran’s resources

When she’s not consulting or facilitating, you’ll find Tarran cornering through the scenic hills of Southeast Queensland and Northern NSW on her Ducati 800 Monster motorcycle, spending time with family and friends, or cheering for her favourite riders during the MotoGP season on Kayo.

Connect with Tarran today at TarranDeane.com or on LinkedIn @TarranDeane to explore how she can support your organisation’s transformation journey.

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