Q&A — Change is Killing Us!

Q. The sense of constant urgency that leadership has created for Change is killing us. Our people are burning out and unhappy with their jobs. What should we do??

A. I've been on Death Marches before, and they suck.

Sometimes,? a company leans too heavily and for too long on the Burning Platform and FOMO (Fear of Missing Out) value drivers to create and sustain a sense of urgency during its company transformation.

The Burning Platform value driver of Change magnifies an existential threat to the organization.?

It's more likely than you think that the company will face several negative consequences, particularly in relation to its staff.?

The highest probability outcome in this scenario is a significant deterioration in employee morale, engagement, and retention.

Negative factors like this could ultimately undermine the success of the transformation and the long-term health of the organization.

Enough with the FOMO Already!

Here are some specific risks associated with an over-reliance on these value drivers:

1. Burnout and disengagement?

Constant pressure and a sense of crisis created by the Burning Platform and FOMO can lead to chronic stress, anxiety, and burnout among employees.?

This can result in decreased productivity, diminished creativity, and a general sense of disengagement from the company's mission and goals.

2. Erosion of trust

If employees perceive that leadership is making decisions based on short-term reactivity rather than a well-considered, long-term strategy, they may lose trust in the company's direction and their own job security.?

An erosion of trust can lead to increased turnover, as employees seek more stable and predictable work environments.

3. Talent loss

Overemphasis on the Burning Platform and FOMO may drive away top talent, particularly those who value work-life balance, psychological safety, and a supportive organizational culture.?

As these employees leave, the company may struggle to attract and retain the skilled workforce needed to succeed in its a company transformation.

4. Missed opportunities?

A singular focus on short-term threats and competitors' actions may cause a company to overlook opportunities for innovation and growth that align with its core strengths and values.?

This could result in a loss of market share, as well as a weakening of the company's unique identity and employee value proposition.

5. Reputational damage

If a company becomes known as an organization that prioritizes short-term reactivity over employee well-being and long-term strategic thinking, it may suffer reputational damage in the eyes of both current and prospective employees, as well as customers and partners.

Change Course

Leadership needs to humanize the change process and mitigate the negative consequences of overusing the Burning Platform and FOMO value drivers.?

Use the Narrative value driver from the REAP|Change? Framework to mute the sharp-edge effects of the Burning Platform and FOMO.?

Here are some suggestions:

1. Craft an inspiring vision: Develop a compelling narrative that paints a positive picture of the future state after the transformation. Emphasize how the changes will benefit employees, customers, and society at large. Make the vision aspirational and meaningful, tapping into people's intrinsic motivations.

2. Celebrate the company's heritage: Connect the transformation to the company's origin story, values, and past successes. Show how the changes are a natural evolution of the company's identity and purpose. This helps employees feel a sense of continuity and pride, rather than disruption and uncertainty.

3. Highlight employee contributions: Recognize and appreciate the efforts and achievements of employees throughout the transformation journey. Share stories of how individuals and teams are making a positive impact and embodying the company's values. This boosts morale and engagement by making employees feel valued and integral to the success of the transformation.

4. Emphasize learning and growth: Frame the transformation as an opportunity for employees to develop new skills, take on new challenges, and grow professionally. Provide resources and support for learning and development. Position the changes as a way for employees to enhance their capabilities and marketability, rather than a threat to their job security.

5. Foster a sense of community: Create opportunities for employees to connect, collaborate, and support each other during the transformation. Encourage peer-to-peer learning, mentoring, and networking. Build a sense of camaraderie and shared purpose, so employees feel they are part of a team navigating the changes together.

6. Communicate with empathy and transparency: Acknowledge the challenges and uncertainties of the transformation, and validate employees' concerns and emotions. Be transparent about the reasons for the changes, the expected timeline, and the support available. Use a tone of empathy, respect, and appreciation in all communications.

Narratives can help counterbalance the stress and burnout induced by an overemphasis on Burning Platform and FOMO, and foster a more sustainable and engaged workforce.

Storytelling? can create a more positive, humanized, and empowering context for the transformation.

Which is where we all want to live.

Direct mail William Dodson in LinkedIn with your workplace change management questions, or to discuss project opportunities.

He is a Coach to Change Management Leaders to produce 100% adoption of technologies that empower staff.

He is the creator of the REAP|Change? Framework and Knowledge Base for People-centric Business Transformation.

He is a former Organizational Change Management senior consultant for PriceWaterhouseCoopers, BearingPoint, Computer Sciences Corporation, and Cap Gemini-Sogeti.

His most recent books include:

"Artificial Intelligence for Business Leaders: The Essential Guide to Understanding and Applying AI in Organizations" (2023, Cosimo Publishing, LLC), 100 pp. ISBN 979-8-9884070-7-2. In digital format and Amazon Kindle.

"The New 'Teacher's Pet': A.I. Ethical Dilemmas in Education and How to Resolve Surveillance, Authenticity, and Learning Issues" (2023, Cosimo Publishing, LLC), 77 pp. ISBN 979-8-9884070-8-9. Kindle edition.

"Virtually International: How Remote Teams can Harness the Energy, Talent, and Insights of Diverse Cultures" (2021, Emerald Publishing Group) , 168 pp. ISBN: 9781801171915.

Message him on LinkedIn about your Change Management and related corporate communications issues and concerns.