A client told me they’d just shared their new strategy when, a few weeks later, the leadership team shifted the goalposts. Her managers didn’t flinch. No one complained. But she could tell, they weren’t OK.
As we unpicked what had been happening, it was clear that there had been little challenge to the change, but instead, there was more of an eye-rolling acceptance, along the lines of, “here we go again.”
Image: Karolina Grabowska, Pexels
Senior leaders are driving strategy at the pace the world now demands, just to keep up. Change isn’t slowing down. It’s about new markets, introducing technologies, restructures, restructures of restructures. This level of change continues to be normalised.
And it’s creating a big squeeze in the parts of the organisation where direction becomes delivery - line managers. They’re the ones that really feel the pressure. They might grumble occasionally, but they keep showing up. They protect their teams. They keep moving forward.
And the truth is, many were never properly equipped for this level of responsibility. In fact, UK data shows that 82% of workers entering management positions have had no formal management or leadership training, adding to the country’s growing population of ‘accidental managers.’
Something’s got to give
But this approach isn’t sustainable. At some point, something gives. In the most extreme cases, it’s a sudden resignation. More often, it’s a slow fade. Managers start missing meetings. They go quiet. And when you start to notice, it might already be too late - their resilience tank is dangerously low.
More of my work lately hasn’t just been with line managers - it’s been with leadership teams themselves. Because if the people closest to delivering your performance are running out of resilience, you need to take notice. It’s a strategic risk. Managers play a crucial role in keeping teams focused, aligned and energised. So, when they’re run down, it affects everything.
There are things you can do before it gets to burnout. You can help your managers find space to pause, even if it’s a few minutes. You can equip them with tools and the mindset to lead better when things are ambiguous, uncertain and always shifting.
And just as importantly, you can create space for managers to come together - to swap stories, share what’s real, and remind each other they’re not alone.
Sometimes the most powerful thing I hear in a room is, “Oh, it’s not just me.”
If you’re recognising any signs of fatigue in your managers, or seeing performance start to dip, it’s probably time for a reset. I work with leadership teams who are ready to invest in the people they depend on most. If that’s you, let’s talk. Because resilience isn’t something you fix when it’s gone - it’s something you need to build before it breaks.
Back to my client…
Just a few weeks after our conversation one of her top managers handed in their notice. It wasn’t because they couldn’t do the job anymore. It was because they didn’t know where the organisation was heading. They didn’t lack capability – they were struggling with a lack of clarity and confidence.
The organisations getting this right are creating space for honest conversations. They’re coaching leaders to stay supported in a constantly shifting environment and they’re helping people avoid burnout or disengagement before it’s too late.
If it’s time to rebuild resilience across your teams before you lose more good people, get in touch. I’d love to help.