The core task of leadership is managing change—seeing new realities and driving adaptation. To reinvent the organization, leaders must rethink traditional tools and master a more complex level of change. People are exhausted. From senior leaders to frontline workers, employees are feeling tired and even burned out from too much change. Many are uncertain about what the future will bring. When change becomes “everything, everywhere, all at once,” it’s not surprising that employees feel worn out. The average employee now experiences ten planned change programs a year, a fivefold increase from a decade ago.1 At the same time, engagement and health measures have fallen, support for change programs has dropped, and employee disconnect with leaders has grown.
