When employees start viewing working on the organization as a distraction instead of a priority, it indicates trouble. This mindset is evident when they question the necessity and duration of organizational design work, showing a clear disconnect between working on the organization and working within it. Viewing organizational improvement as a distraction from their day-to-day roles is a significant warning sign. It is crucial to avoid bifurcation between these aspects and ensure they are aligned, as operating within a flawed system is often perceived as easier than attempting fundamental change.
In the nearly five years since launching this podcast, our inbox has received one type of question more than any other: “If I’m trying to change a system that just doesn’t want to change, how do I keep going? When should I admit defeat and leave?” As people who function as “professional resistance” in organizations all over the world, this questions always hits us hard—because change itself is hard and often can lead to burnout.
So we’re finally having this conversation out in the open to tackle why the people who care the most are the ones who leave. Rodney and Sam dig into why burnout is so common among change agents, how to identify signs of meaningful progress, and when individuals and leaders should see the writing on the wall and throw in the towel.
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Read the book that started it all at bravenewwork.com.