Enterprise leaders say that constant disruption and change causes distrust, burnout, and fatigue during the digital transformation process
As more enterprises adapt to the new normal requirements, change fatigue has been observed to have turned into a real threat to employees’ mental health across all levels of the enterprise structure.
CIOs say that change fatigue is the apathy sentiment that employees develop towards the organizations’ changes. It often results when digital transformation processes are poorly executed or inadequately prepared, leaving employees feeling unsuccessful or unsupported. It often leads to distrust of leadership, lack of motivation, and burnout.
How to play catch up with the digital transformation
Enterprise leaders say that in the environment of dynamic changes, change fatigue is unavoidable. They don’t have the chance to predict and prepare for the possible hurdles that the business may face. It has left many companies playing catch-up with their transformation journeys.
Open communication regarding the change
C-suite leaders believe that change fatigue can result in distrust towards them if there is no proper communication about the drastic changes. It leaves the employees confused about the next step to come. Employees require validation that the struggles faced by them are taken notice of and relevantly appreciated. In the event of a lack of transparency, employees may begin to doubt themselves and their capacity to adapt efficiently.
Shifting priorities, uncomfortable conversations regarding the change, and failures aren’t easy to communicate; however, they are too critical to be avoided. In the ongoing transformation, employees should have the freedom to express their curiosities or concerns on which area to focus upon. When these conversations are initiated at the company level, CIOs feel that individual people will be more comfortable to come up with feedback or queries.
Aligning organization with the right priorities via goal setting
When CIOs fail to converse the real goal of the transformation and the responsibility expected from each employee, change fatigue is inevitable. Employees will fail to deliver what is expected from them when the same is not communicated to them correctly. This may result in them feeling resentful with the management or unsuccessful with their attempts.
Setting up clear, defined, and transparent goals throughout all levels of the organization will help to explain the objectives of the exercise and the roadmap of activities planned for delivery. Employees feel more confident as they are focused on their priorities.
CIOs say that when delegating the tasks, it is better to start with the required result. Being clear on the outcome will help to clarify the transformation journey steps and build clear goals across the enterprise for proper alignment and agility. Objectives and Key Results (OKRs) will help in workforce alignment and mitigate change fatigue. When they are input into the agile execution platform, executives will have a clear view of the organization’s goals and develop transparency regarding the goals and their needs. It helps reduce confusion and boost alignment and focus on the goals.
Constant check-ins with the teams
Leaders believe that the best way to prevent change fatigue is to check in with the teams and open the communication lines. The mental health of resources is significantly affected by change fatigue and should be dealt with accordingly. Give them outlets and tools, can help them work without disruptions, resentment and burnout, through the length of the changes.
Experienced CIOs suggest measures like providing mental health resources, workshops, counselors, regular surveys, anonymous feedback options, etc.