Less Burnout, More Buy-In: 3 Behaviors That Make Change Work

Change isn’t slowing down. New systems, shifting priorities, staffing changes—this is the new normal.

We can’t always choose what changes, but we can choose how we behave through it. Here are three core workplace behaviors that consistently foster healthy, sustainable change—for both leaders and team members.

1. Normalize Open, Honest Conversation

Unspoken fears and quiet confusion are what make change feel heavy.

Leaders can:

Invite real questions. 

• Swap “Any questions?” for:

 “What questions or concerns do you have?” 

 “What might get in the way of this working for you?”

Be transparent about uncertainty. 

• It’s okay to say, “We don’t know that yet, but here’s how we’ll figure it out.”

Respond, don’t react. 

• Thank people for raising concerns instead of shutting them down.

Team members can:

Speak up early. 

• Don’t wait until you’re frustrated. Flag issues while they’re still fixable.

Explain the “why” behind your worry. 

• “I’m concerned this may slow response times for residents,” is far more helpful than, “This won’t work.”

Ask clarifying questions. 

• “Can you walk me through how this will affect our day-to-day?” keeps the door open.

Why it matters: 

When people feel safe to be honest, you get fewer surprises and better solutions.

2. Focus on Clear Behaviors, Not Buzzwords

“Be more collaborative,” “be more accountable,” “embrace change”—sound good, mean nothing without examples.

Leaders can:

Translate change into actions. 

• Instead of “We need to be more collaborative,” try:

 “We’ll loop in ___ team before finalizing decisions.”

 “We’ll share draft work earlier, even when it’s not perfect.”

Model the behavior. 

• Use the new tools. Follow the new process. Show, don’t just tell.

Recognize visible behaviors. 

• Call out when people demonstrate the new way, not just hit a deadline.

Team members can:

Ask, “What does that look like here?” 

• When you hear big words, ask for practical examples tied to your work.

Practice in small ways. 

• If “own your work” is the behavior, that might mean sending proactive updates or flagging risks early.

Support each other. 

• “I saw you try the new process—how did it go?” helps everyone adjust.

Why it matters: 

Change only becomes real when people know exactly what to do differently on Monday morning.

3. Protect Capacity Instead of Glorifying Overload

Unhealthy change piles more on top. Healthy change respects that people have limits.

Leaders can:

Ask what this change will replace. 

• “What can we pause or stop to make room for this?” should be part of every rollout.

Sequence changes when possible. 

• Avoid hitting the same group with multiple big changes at once.

Normalize “we can’t add this without removing something.” 

• That’s not resistance—that’s responsible leadership.

Team members can:

Be honest about bandwidth. 

• Try: “I can take this on, but it means pushing X back. Here are a few options.”

Protect learning time. 

• Block time on your calendar to get comfortable with new tools or processes instead of “squeezing it in.”

Respect your own limits. 

• Breaks and boundaries are what make long-term change sustainable, not signs of weakness.

Why it matters: 

If people are exhausted, they won’t adopt or sustain anything new—no matter how good the plan is.

PowHer Point

Healthy change doesn’t come from a beautiful slide deck. It comes from daily behaviors that build trust, clarity, and respect for people’s energy.

If you remember nothing else, remember this:

• Talk honestly.

• Define and model clear behaviors.

• Respect capacity.

Pick one of these behaviors—just one—and practice it intentionally for the next 30 days.

That’s how you move from “we’re surviving change” to “we’re actually getting better because of it.”