Overview
Change is no longer something managers prepare for and move past. It’s part of everyday work. This article explores what change agility looks like in practice, how to spot the difference between fatigue and confusion, and the habits that help managers keep teams focused when priorities keep shifting.
For years, managers were taught to think of change as an event. Something with a plan, a rollout, and an end.
That model no longer fits how work gets done.
Today, priorities shift mid-quarter. Systems change before teams feel ready. Decisions are revisited while work is already in motion. For managers, the challenge isn’t managing change initiatives. It’s leading well while change is ongoing.
The real question isn’t whether things will shift. It’s how quickly managers can help their teams realign and keep moving forward.
Why Change Feels So Draining for Teams
Most managers recognize this pattern.
Timelines slip while expectations increase. Budget decisions slow down while pressure builds. Policies evolve before teams have found their footing. None of this is unusual, but it takes energy to navigate.
Managers often exhaust themselves trying to create stability in environments that won’t stay still. More effective managers accept volatility as part of the job and focus on helping their teams adapt instead of resisting it.
Fatigue or Confusion? Knowing the Difference Matters
When teams struggle during change, managers often assume it’s resistance or fatigue. Sometimes that’s true. Often, it isn’t.
Change fatigue shows up as overload and burnout. People are stretched beyond capacity, and more communication feels like more demand.
Change confusion shows up as frustration. Priorities feel unclear, messages conflict, and people can’t see how today’s work connects to yesterday’s direction.
The response needs to match the diagnosis. Fatigue requires breathing room and recovery. Confusion requires clearer priorities and sharper communication.
The Skills Managers Need Now
Traditional management skills still matter. Planning, delegating, and monitoring haven’t disappeared. But they aren’t enough on their own.
Managers also need to be able to:
Create clarity when priorities shift
Help teams understand what matters now, even when it’s different from last month.
Use tension and alignment deliberately
Acknowledge gaps between where things are and where they need to be, without creating panic or paralysis.
Read resistance accurately
Listen for whether pushback signals fear, overload, or real obstacles, and respond accordingly.
Communicate honestly during uncertainty
Share context, explain what will stay the same, and be clear about what’s still evolving.
Daily Practices That Support Adaptability
Change agility isn’t built during major initiatives. It’s developed through everyday leadership habits.
Reset expectations regularly
Short, frequent check-ins prevent misalignment from building up.
Work in experiments
Testing, learning, and adjusting reduces pressure for perfect answers and builds comfort with uncertainty.
Think beyond the silo
Helping teams see how their work connects to the broader system improves collaboration and decision-making.
Managers Have to Adapt Too
Managers don’t stall because change happens. They stall when their leadership approach stops evolving.
Adaptable managers pay attention to when old habits no longer serve them and deliberately adjust how they lead:
Shifting from directing to coaching
Asking better questions and building capability, not just driving compliance.
Being more comfortable with ambiguity
Being clear about what’s known and unknown, without disappearing when answers aren’t perfect.
Relying less on formal authority and more on influence
Strengthening persuasion, negotiation, and collaborative problem solving.
Collaborating across teams and levels
Working effectively with peers, leaders, and partners to keep work connected.
Managers who adapt early are better positioned to lead steadily, even when conditions keep shifting.
Build confidence leading through change
When priorities shift and uncertainty becomes the norm, managers need practical tools they can use right away. Leading Through Change helps managers communicate clearly, reduce resistance, and keep teams focused and engaged when change is ongoing.
Adapted from an article by Leslie Ellis, originally published by the American Management Association.
Frequently Asked Questions
What skills do managers need to lead through constant change?
Managers need to reset priorities quickly, communicate clearly during uncertainty, and help teams adapt without burning out.
How do I keep my team motivated when priorities keep changing?
Be clear about what matters now, acknowledge frustration, and reconnect the work to meaningful outcomes.
How can I tell if my team is burned out or just confused?
Burnout shows up as overload and disengagement. Confusion shows up as frustration and mixed signals. Each needs a different response.
How should managers lead when they don’t have all the answers?
Share what’s known, be honest about what isn’t, and provide short-term direction.
