Employees should never have to learn to live with change fatigue or “cope” with the impacts long-term. The only reason they would have to is because leaders and consultants misdiagnose the actual cause of change fatigue. And, in turn, they decide on the wrong solution to "cure" it.

Sympathy, empathy, and compassion are often used interchangeably, but they are not the same. Compassion goes beyond mere emotion to include the active intention to help others and it’s one of the most valuable and underutilized qualities in leadership – here’s how to leverage it to design better strategies.

Most leaders consider change communication too late in the game. But change communication isn’t an announcement, a press release, or even a campaign to convince people to do something. Change communication is the change strategy, so when does it begin?

When leaders say “we’re too small for change management,” what I hear is “we’re too small to be strategic.” But if that doesn’t apply to other areas of your business, then why should it apply to change?

When I speak to folks who lead change, they often identify change resistance as one of the biggest challenges they face when planning for change, and a major barrier when it comes to implementing and sustaining successful change. So what is change resistance, why might employees resist change, and what can leaders do about change resistance to ensure that every change is a success?

One question I get from leaders more than almost any other is: when should I start planning for change? When I dig a little deeper, I always realize that the ideal start time has passed. The leader knows a change is coming, so they’re already thinking about it, talking about it (even if they don’t realize it), and making decisions and taking actions based on it. But it’s not too late!