Avoiding organizational burnout in big changes!

Big changes can be compared to an Ironman triathlon. Competitors push their limits through 3.8 kilometers of swimming, 180 kilometers of cycling, and then cap it all off with a full marathon.

It’s a grueling test of endurance, resilience, willpower and focus.

Organizations facing constant change are in a similar race - navigating complex transformations, adapting to new systems, and sprinting toward new goals. But like in Ironman, if an organization doesn’t manage its energy and resources well, burnout becomes inevitable. The key to avoiding collapse is knowing when to conserve energy, recover, and push forward strategically.

74% of employees feel stressed by organizational changes. (American Psychological Association)

Research on organizational burnout during change highlights the emotional and psychological toll that change initiatives can impose on employees, particularly when they are frequent, poorly managed, or lack clear direction and objectives.

Employees often experience "change fatigue" when they are subjected to a constant stream of organizational changes. This leads to burnout as employees feel overwhelmed, uncertain, and disengaged, and needs to be taken seriously by employees and managers.

Beneath the surface of burn out

"I just need to get through the next couple of weeks, and finalize the implementation of the current deliverable, then it will get better – then I can relax and recover”

This statement, or comparable ones, is reflective of a widespread issue that often gets framed as a personal challenge rather than an organizational one. It's not about individuals needing to pull themselves together or resort to activities like mindfulness, coaching, or yoga.

A survey conducted by McKinsey in 2021 among leaders and employees in European public and private companies revealed that 46 percent experienced burnout to some degree, meaning the problem is there and needs to be handled proactively.

Resilience, especially in the context of change management, is more about the organization than the individual. A resilient organization doesn't rely solely on resilient individuals; rather, it actively fosters resilience in its people and backs it up with robust structures.

In resilient organizations, there is a recognition that everyone shares the responsibility of creating psychological safety. It should be acceptable to openly acknowledge when the workload is becoming overwhelming and to discuss such experiences with colleagues. The key is to establish frameworks and conditions within the organization, that enable both leaders and employees to navigate change without burning out.

Root causes to change fatigue and organizational burn out

Burnout arises from a combination of workplace, organizational, and personal factors, with three key drivers:

• Chronic stress and overwork

• Lack of control

• Insufficient reward and recognition.

These factors create a cycle of exhaustion, disengagement, and reduced performance, harming both employees and organizations.

Workload and Burnout

Consistently high workloads and unrealistic deadlines are key contributors to burnout, creating a cycle where employees feel perpetually behind and overwhelmed. This sense of falling short despite their efforts fosters helplessness, which is a core aspect of burnout.

The body’s "fight or flight" response, designed for short-term challenges, becomes harmful with prolonged activation, leading to elevated cortisol levels, fatigue, and a weakened immune system. This increases susceptibility to illness, emotional exhaustion, and mental health issues. According to the World Health Organization (WHO), burnout stems from "chronic workplace stress that has not been successfully managed," characterized by emotional exhaustion, cynicism, and reduced professional efficacy.

Lack of Control & Burn out

A lack of workplace control, where employees have minimal influence over tasks or decisions, is a major source of stress and frustration. Without autonomy, employees feel powerless and trapped, fostering emotional exhaustion and burnout.

In high-pressure environments, rigid processes, micromanagement, or unclear authority will over time reduce engagement and job satisfaction. When demands are high, but employees lack control over how to meet them, such as organizing workloads or setting priorities - stress escalates. The imbalance between responsibility and control is furthermore a key predictor of burnout.

Insufficient Reward and Recognition

When employees feel their efforts go unrecognized, their motivation and engagement suffer. A lack of reward and recognition, whether financial, emotional, or social creates a disconnect between effort and appreciation, leading to emotional exhaustion and disengagement - again core symptoms of burnout.

A 2020 Gallup study found unappreciated employees are twice as likely to leave their jobs within a year. Conversely, organizations that prioritize recognition see improved retention, engagement, and job satisfaction. Regular feedback, praise, and rewards - whether promotions, bonuses, or public acknowledgment, help employees feel valued, reducing burnout risk and strengthening workplace connection.

Without acknowledgment, employees may feel invisible or irrelevant, losing their emotional investment in work. Recognition validates contributions, boosts morale, and fosters a sense of purpose.

Addressing burn out proactively

To address burnout effectively, especially in big changes, it's crucial to acknowledge that the problem isn't individual resilience but organizational resilience. People are inherently resilient, but their resilience diminishes when the work environment resembles an obstacle course filled with numerous organizational challenges.

Studies by the World Health Organization estimate that anxiety and depression annually cost the global economy USD 1 trillion in lost productivity. Conversely, for every dollar invested in mental health, there's a return of four dollars in improved well-being and productivity.

In the realm of change management, it makes not only logical sense but is also a strategic imperative to strengthen organizational mental health. Resilient change management involves adapting to the external environment while constantly renewing through fine-tuning.

Organizations need to create frameworks and conditions that prevent burnout during times of change.

Key organizational factors to consider in change management for bolstering mental health could include:

• Aligning tasks with individual capacity.

• Empowering individuals to feel in control

• Ensuring that organizational frameworks and conditions meet individuals' expectations.

• Cultivating a sense of unity where individuals feel they are part of a team.

• Encouraging open discussions about burnout without stigmatization