Change Managers work in a role where they are constantly attuned to the needs of others. Because their role focuses on ensuring people impacted by change understand and adopt new ways of working, they tend to be both empathetic and hard-working. This combination often leads to absorbing the stress and anxieties of those around them. They become a sounding board, a confidante, and even a coach for colleagues struggling with transitions. While this supportive nature is crucial for successful change implementation, it can take a significant toll on the change manager's own well-being.
The Emotional Labour of Change
The very nature of change management requires a high level of emotional intelligence. Change Managers must be able to understand and manage their own emotions while simultaneously navigating the emotional landscape of the organisation. This often involves mediating conflict, addressing resistance, and providing reassurance during uncertain times. They are expected to be calm, composed, and supportive, even when facing significant challenges or personal stress. This constant emotional labor can lead to burnout, compassion fatigue, and a diminished sense of work-life balance.
One of the key challenges for change managers is setting boundaries. Because they are often seen as the "go-to" person for support, they can find themselves constantly on call, both physically and emotionally. The lines between work and personal life can become blurred, with change managers feeling obligated to respond to emails and messages outside of working hours. This can lead to a sense of overwhelm and a lack of time for personal pursuits and relaxation.
Furthermore, the fast-paced and demanding nature of change initiatives can contribute to a sense of chronic stress. Change managers often work under tight deadlines and are responsible for managing multiple projects simultaneously. They may also face resistance from stakeholders, adding to the pressure and workload. This constant pressure can make it difficult to switch off and recharge, further impacting work-life balance.
When Change Management Isn't Understood
A difficult scenario arises when change management is not well understood. When this happens, the role of the Change Manager can be seen as superfluous, and they may be asked to take on unrelated project tasks instead. Recently, two separate clients in our coaching practice were asked to take on test management! This demonstrates that the value of specialised change management expertise is being undermined, and the Change Manager's focus is being diluted.
This not only diminishes the effectiveness of the change initiative itself, as the crucial human element is neglected, but also creates a frustrating and demoralising experience for the Change Manager. They are forced to divert their energy away from their core competency, potentially leading to burnout and a sense of professional devaluation.
Further, it signals a fundamental misunderstanding within the organisation about what change management truly entails, often leading to a cycle of failed change projects and persistent resistance to future transformations. Until organisations recognise the distinct and critical function of change management and empower Change Managers to operate within their defined area of expertise, they will continue to struggle with successful change adoption and realising the full potential of their investments.
Work Balance: A Key Component of Work-Life Balance
A Change Manager's work-life balance is not only about comparing the effort and hours put into work versus other parts of life, but also about balance within the "work" part of that phrase. It's about ensuring a healthy distribution of different types of work activities, preventing any one area from dominating and leading to burnout or dissatisfaction. This means considering the balance between strategic thinking and tactical execution, between independent work and collaborative projects, and between routine tasks and more challenging, innovative endeavours.
A truly balanced work life acknowledges the value of the work alongside the need for variety, allowing individuals to engage their diverse skills and maintain a sense of purpose and accomplishment across all aspects of their professional responsibilities. Without this internal work balance, even if hours are reasonable and time off is taken, individuals can still experience stress, overwhelm, and a lack of fulfilment, ultimately undermining their overall well-being and productivity.
The Impact on Change Managers
The impact of a work-life imbalance can be significant. Change Managers may experience increased stress levels, sleep disturbance, difficulty concentrating, and decreased job satisfaction. In the long term, burnout can lead to more serious health problems, including anxiety, depression, and physical ill-health. It can also impact their effectiveness in the role, as a stressed and overwhelmed Change Manager is less likely to be able to provide the planning, support, and guidance that others need.
Workplace Care: Supporting Change Managers
It is important for organisations to recognise the unique challenges faced by change managers and to implement strategies to support their well-being.
This includes:
Promoting a culture of open communication: Workplaces and project teams need to be a safe space for change managers to discuss their own challenges and concerns.
Providing adequate resources and support: Ensuring that change managers have the tools and training they need to manage their workload effectively.
Encouraging work-life balance: Promoting flexible working arrangements and encouraging change managers to take breaks and leave.
Offering professional development opportunities: Providing training on stress management, emotional intelligence, and boundary setting.
Recognising and rewarding their contributions: Acknowledging the valuable role that change managers play in organisational success.
Self-Care for Change Managers
Self-care for Change Managers must include a deep understanding of workplace emotions, both their own and those of others. Emotions, even seemingly "negative" ones like resistance or anxiety, offer valuable actionable information. It's crucial for change managers to recognise that these emotions are often a direct result of the pressures individuals face during periods of change, and not necessarily a personal attack or a reflection of the change manager's failings. For example, resistance might indicate a lack of understanding or a fear of the unknown, while anxiety could stem from concerns about job security or skill gaps.
By interpreting these emotional cues with empathy and objectivity, change managers can gain insights into the specific needs and concerns of those impacted by change. This understanding allows them to adapt their strategies, communication, and support efforts, ultimately steering a new course that addresses these underlying issues and makes their change initiatives more effective and successful. Rather than being deeply impacted by negative emotions, or taking the negative emotions of others personally, Change Managers can use them as a dashboard to guide the human side of change more effectively.
Tips for Recharging the Change Manager Batteries
Quick & Easy
Micro-breaks: Short, frequent breaks throughout the day (5-10 minutes) can be more effective than long, infrequent ones. Step away from your desk, stretch, or do something you enjoy.
Mindful Moments: Practice brief mindfulness exercises or meditation to centre yourself and reduce stress. Even a few deep breaths can help.
Nature Boost and Movement: Get outside for a few minutes. A short walk can have a calming effect, and moving away from work can give much-needed perspective.
Disconnect: Set boundaries with technology. Turn off notifications and resist the urge to check email or social media during breaks or after work hours.
Hydration & Fuel: Stay hydrated and maintain energy throughout the day.
Slightly More Involved
Schedule Downtime: Treat downtime as a non-negotiable appointment in your calendar. Protect this time and use it for activities you enjoy.
Prioritise Sleep: Aim for sufficient, quality sleep every night. Create a relaxing routine and ensure you're disconnected from work well before bedtime.
Delegate or Outsource: Don't be afraid to delegate tasks or outsource work when possible. Change is a team sport!
Say "No": Learn to say no to requests that will overload you or drain your energy.
Seek Support: Talk to a trusted friend or family member about your challenges and stress. Avoid talking to colleagues about people-related challenges at work, as this may lead to complications and, ultimately, create more stress.
Networking & Community
Connect with Other Change Managers: Networking with other change managers provides a sense of community and allows you to share experiences, learn from each other, and vent frustrations.
Join Professional Organisations: Organisations like the Change Management Institute and ACMP (Association of Change Management Professionals) offer resources, networking opportunities, and professional development.
Attend Conferences and Workshops: Conferences and workshops provide opportunities to learn about new trends in change management and connect with thought leaders and other professionals.
Online Communities: Engage in online forums or social media groups dedicated to change management.
Longer-Term Strategies
Regular Self-Care: Make regular exercise and stress reduction a part of your routine.
Stress Management Techniques: Investigate stress management techniques to find a style that works for you. Many professionals have found stress-reduction benefits in activities like yoga, tai chi, or deep breathing exercises on guided apps.
Professional Development: Invest in your professional development to enhance your skills and increase your confidence. This can help reduce stress and improve job satisfaction.
Work-Life Balance for Change Managers: A Continuous Journey
How is your work-life balance?
By prioritising the well-being of their change managers, organisations can create a more sustainable and successful change management process. This not only benefits the individuals themselves but also contributes to a healthier and more productive change environment for everyone.
Change management can be a demanding role that brings with it challenges and stress, but it can also bring the joy of a rewarding career. In order to sustain working in the field long term, change managers are encouraged to ensure they're taking care of their own well-being while they're taking such good care of others.
Investigate regular coaching for valuable support, advice, feedback and goal setting that enhances your change management practice.
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