How Internal Comms Can Help Leaders Manage Change Fatigue

Change fatigue is something we’re seeing in many organisations right now. Gallagher’s 2025 State of the Sector report even declared it at an all-time high, with 44% of internal communicators citing change fatigue as one of the biggest barriers to success in 2025. 

We recently spoke with Sophie Pentony, Client Partner at smart/tasking, who shared her insights on how internal comms can empower leaders to navigate change more effectively. Read on for some of her thoughts: 

The exhaustion from constant change isn’t just about the workload, it’s about the emotional toll of continuous shifts without adequate support. And leaders are at the forefront of this challenge. It is their responsibility to drive change but also protect their teams from potential burnout. And effective communication is their sharpest tool in this effort.  

So how can comms professionals support those leaders in their endeavours?  

Recognise the warning signs 

Change fatigue rarely arrives with a bang; it creeps in. I’ve seen it start with little things, people who used to be proactive going quiet in meetings, or that slight uptick in sick days. Sometimes, people stop offering feedback or avoid taking on new work, not because they don’t care, but because they feel overwhelmed or disconnected.  

Spotting these signs early is crucial, and it’s where comms can really help leaders tune in and act before it snowballs. With the right communication and support behind them, leaders can help their teams stay resilient and connected to the change journey. 

Equip leaders with clear and honest messaging 

As Investors in People highlights, transparent leadership is vital in uncertain times, building trust, reducing anxiety, and boosting retention. 

For leaders, transparency and honesty are absolutely vital. People need to know not just what is changing, but why, and how it affects them. In my experience, teams respond much better to change when leaders are upfront about challenges as well as opportunities. It’s not always easy, but comms can coach leaders to have those honest conversations, deliver clear and consistent messages and offer active listening techniques, even when the news isn’t all good. This openness builds trust, reduces anxiety, and shows authenticity. 

Encourage two-way communication 

One of the best ways to tackle change fatigue is to make communication a genuine two-way street, because communication should be a dialogue not a monologue!  

Employees need safe spaces to ask questions and share concerns. Regular feedback sessions, open-door policies, or even a quick pulse survey can make a big difference. I always advise leaders to stand back and really listen to what people are saying, not just hear it, so the team feels genuinely valued. And when people feel truly valued, problems feel easier to spot and solve, new ideas emerge, and your workforce is more adaptable and resilient.  

Highlight human wins 

Amid ongoing change, small wins matter more than ever. I’ve seen the positive impact of a well-timed thank you, a shout-out in a team meeting, or a story about a colleague who made a difference. Recognition doesn’t have to be grand; it really just needs to be sincere. These moments of positivity keep people motivated and help anchor the team in a sense of progress. 

The story you tell during change is as important as the change itself. Make sure your people feel like they are part of that story. 

Support line managers 

Line managers are often the unsung heroes during times of change. They translate strategy into action and are closest to the day-to-day mood of their teams. But they can also feel the pressure from both above and below and their job is all-encompassing.  

Recent findings underscore a serious need for comprehensive training and resources for line managers. According to Gallup's 2025 State of the Global Workplace report, only 44% of managers globally have received formal management training. This lack of preparation contributes to decreased manager engagement and has a direct impact on team performance and productivity. So, it’s vital that comms doesn’t forget them, giving them clear, simple updates, and practical tools to help them support their people. Manager training on communication and emotional intelligence is a wise investment.  

Make recovery part of the plan 

Perhaps the most overlooked part of managing change fatigue is building in time for recovery. People are not machines. As leaders, we need to recognise when it’s time to pause, reflect, and let people catch their breath, whether that’s between phases of a project, respecting annual leave, or just being open about workload expectations. Sustainable change means looking after your people for the long term. 

Change fatigue isn’t going away, but with the right approach to communication, leaders can support their teams to navigate it with resilience. If you’re looking for practical ideas on how to help your leaders or managers through ongoing change, I’d be happy to chat, sometimes all it takes is a fresh perspective and a little support to make a big difference.