{"id":1061,"date":"2026-04-23T17:45:54","date_gmt":"2026-04-23T17:45:54","guid":{"rendered":"https:\/\/montrosebusinesstimes.com\/?p=1061"},"modified":"2026-04-23T17:45:56","modified_gmt":"2026-04-23T17:45:56","slug":"change-is-constant-but-burnout-doesnt-have-to-be-advice-for-avoiding-staff-turnover-and-unwanted-transitions","status":"publish","type":"post","link":"https:\/\/montrosebusinesstimes.com\/es\/change-is-constant-but-burnout-doesnt-have-to-be-advice-for-avoiding-staff-turnover-and-unwanted-transitions\/","title":{"rendered":"Change is constant, but burnout doesn\u2019t have to be. Advice for avoiding staff turnover and unwanted transitions"},"content":{"rendered":"

By Kimberly States\u00a0<\/strong><\/p>

<\/a><\/div>\n\n\n\n

The Organizational Edge<\/strong><\/p>\n\n\n\n

If you\u2019ve felt exhausted lately \u2014 not just tired, but the kind of fatigue that doesn\u2019t go away \u2014 there\u2019s a good chance change is at the root of it. Not any single change, but the relentless accumulation of them. New federal priorities. Shifting funding landscapes. Staff turnover. Board transitions. And through all of it, the expectation that you\u2019ll keep the mission moving forward.<\/p>\n\n\n\n

There\u2019s a model called the Change Curve, originally developed from Elisabeth K\u00fcbler-Ross\u2019s grief research and later applied to organizational change. I\u2019ve found it to be one of the most useful frameworks for helping teams navigate change, because it acknowledges that change is first a human experience \u2014 and that before people can adapt, they have to move through something.<\/p>\n\n\n\n

The first stage:\u00a0Denial<\/strong><\/p>\n\n\n\n

When change hits, the first instinct for many leaders and teams isn\u2019t panic \u2014 it\u2019s minimization. \u201cThis isn\u2019t that big a deal.\u201d \u201cWe\u2019ve been through worse.\u201d The danger for leaders in this stage is that you can unknowingly model denial for your team. When staff see their leader minimizing a real disruption, they don\u2019t feel reassured \u2014 they feel unseen. The change they\u2019re feeling in their daily work becomes something they\u2019re not allowed to name. That silence is where burnout quietly begins.<\/p>\n\n\n\n

The second stage: Anger and\u00a0Frustration<\/strong><\/p>\n\n\n\n

When denial gives way, frustration moves in. This is the stage that makes leaders most uncomfortable, because it often shows up sideways \u2014 as sarcasm in staff meetings, outward resistance, or a shorter fuse in your own responses. People aren\u2019t necessarily angry at you. They\u2019re grieving the way things were and resisting the uncertainty of what comes next.<\/p>\n\n\n\n

The mistake most leaders make here is trying to resolve the frustration too quickly. They call a meeting, issue a memo, or roll out a plan \u2014 anything to move away from the tension. But people don\u2019t need to be managed out of this stage. They need to be acknowledged in it. Naming what\u2019s hard, without pretending it isn\u2019t, is one of the most underrated leadership moves there is.<\/p>\n\n\n\n

Why this matters for burnout<\/strong><\/p>\n\n\n\n

Here\u2019s what I\u2019ve seen happen in organizations that skip over these stages or rush through them: the change gets implemented, but the people never catch up. On paper, things are moving forward. Underneath, the team is running on empty. The most resilient leaders I\u2019ve worked with don\u2019t try to protect their teams from the reality of change. They bring their teams into it. They talk about what\u2019s uncertain. They name what\u2019s being lost, even when something better is being gained. And they give people enough information and enough voice to feel like participants rather than passengers.<\/p>\n\n\n\n

When leaders navigate the early stages well \u2014 acknowledging denial, making space for frustration, and staying present rather than pushing past \u2014 teams move through change. They move into exploration, where people start asking \u201cwhat could this look like?\u201d instead of \u201cwhy is this happening?\u201d And eventually they reach commitment \u2014 the stage where the change is no longer something being done to them, but something they\u2019re actively building together.<\/p>\n\n\n\n

One thing you can do right now<\/strong><\/p>\n\n\n\n

The next time you\u2019re moving through a significant change \u2014 whether it\u2019s a funding shift, a leadership transition, or a strategic pivot \u2014 pause long enough to ask your team one honest question: \u201cWhat\u2019s feeling hardest about this right now?\u201d Then listen without fixing. You don\u2019t have to have an answer. What people need most in the middle of change isn\u2019t a solution \u2014 it\u2019s a leader who\u2019s willing to be present in the difficulty with them.<\/p>\n\n\n\n

That\u2019s where trust gets built. And trust is what carries organizations through change without burning everyone out in the process.<\/p>\n\n\n\n

If this resonates, join us for the next free Clear Waters Collaborative on May 15 at noon at the Delta Innovation Workspace Community Room: How Nonprofit Leaders Reduce Miscommunication and Align Staff, Boards, and Volunteers. Or if you\u2019re navigating something that can\u2019t wait, one-hour consultations are available. Learn more at www.clearwatersconsult.com.<\/p>\n\n\n\n


Kim States has more than 20 years of experience in organizational transformation in the nonprofit and for-profit sectors. Her passion is helping organizations stabilize day to day operations, build capacity and create positive, sustainable cultures that drive growth and reduce costs. If you have an idea for a column topic email kimberly.clearwaters@gmail.com.<\/em><\/strong><\/p>","protected":false},"excerpt":{"rendered":"

By Kimberly States\u00a0 The Organizational Edge If you\u2019ve felt exhausted lately \u2014 not just tired, but the kind of fatigue that doesn\u2019t go away \u2014 there\u2019s a good chance change is at the root of it. Not any single change, but the relentless accumulation of them. New federal priorities. Shifting funding landscapes. Staff turnover. Board […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[128],"tags":[130,96,132,134,133],"class_list":["post-1061","post","type-post","status-publish","format-standard","hentry","category-opinion","tag-burnout","tag-business","tag-nonprofit","tag-staff","tag-turnover"],"yoast_head":"\nChange is constant, but burnout doesn\u2019t have to be. 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