How to Get Teams Talking Again
…When They’ve Maxed Out (and Tapped out) from Change Fatigue.
Picture this: I’m logging into this massive global video call—like, the kind where your screen looks like a field of human postage stamps, each one from a different continent. We’re unveiling the latest and greatest pivot: new reporting lines (again), some miraculous new tool, and big talk about “future-readiness.” After the call we do our stand-up. I lob a soft-ball question to the team: “How’s everyone feeling?” and get silence so thick you could frost a cake with it.
But I know people have opinions. They’ve told me off-camera, in hushed Teams messages: they’re tired, numb, not sure if any of this will matter next week. After a few too many of these silent standoffs, I started messing around with different approaches—little experiments to coax honest voices back into the open. Eventually, I landed on a set of ideas that actually helped. So, buckle up and let me tell you what worked.
1. Press the Pause Button: Ask a Bold Question
When I noticed my team staring blankly during meetings after the 3rd major announcements in 3 months, I realized they weren’t disengaged; they were just drowning in too much change. The constant swirl of new tools, reorgs, and directives left them with no time to process, much less prioritize.
So, I tried something bold. Instead of “Any questions?” I asked, “If we paused all changes for just one month—no new tools, no new roles—what would we fix first to truly help someone?” They blinked, exchanged glances, and then started offering real ideas. One teammate suggested we fix a small onboarding step that had frustrated new hires for months.
The outcome? That one question gave them permission to sort through the chaos and focus on what actually mattered. Questions to consider:
What bold question could cut through the noise for your team?
How might pausing the next initiative open space for real problem-solving?
2. “No More ‘Just Because’”: Co-Create a Purpose They’ll Defend
When I noticed my team shrugging at every new initiative, I realized the root cause was deeper than skepticism—it was a lack of connection to why we were doing anything at all. Without a shared purpose, everything felt random.
I asked everyone to write one sentence on why their work mattered. Then I combined those sentences into a shared purpose statement that reflected all of us—not just a leadership slogan. Later, when a new directive popped up, someone asked, “Does this fit our purpose?” That’s when I knew we’d hit something real.
The outcome? People began speaking up—not to question everything but to keep us aligned with what mattered. Questions to consider:
Does your team have a purpose they’d actually defend?
How can you co-create a mission that feels authentic to everyone?
3. Ditch the Dead Data: Tell a Story That Hits Home
When I noticed my team glazing over during presentations filled with charts, I realized the metrics weren’t landing because they didn’t feel real. Data alone wasn’t enough to make them care.
So, I shared one story: a small business owner saved an hour a week because of a tweak we made. Just one hour, but it made her week easier. That story sparked others, and soon my team was sharing their own examples of how our work impacted real people.
The outcome? Stories turned abstract results into human moments, re-energizing the team’s sense of impact. Questions to consider:
What’s one simple, human story you can tell about your team’s work?
How might storytelling help your team reconnect with the people they serve?
4. Tiny Triumphs: Prove Their Voice Counts
When I noticed my team staying silent during brainstorming sessions, I realized the problem: they didn’t believe their ideas would go anywhere. Why speak up if nothing changes?
One teammate suggested a small fix—a tiny tweak to a workflow. I implemented it fast and called it out in the next meeting: “Thanks to Sarah’s idea, this process is smoother for everyone.” Suddenly, others started contributing.
The outcome? Small wins built trust and showed that their voices mattered, even for incremental changes. Questions to consider:
What small ideas from your team could you act on immediately?
How might celebrating tiny wins build momentum for more participation?
5. Call the Dizzy Dance: Admit the Chaos
When I noticed my team rolling their eyes at the latest change, I realized they weren’t cynical—they were exhausted. Three pivots in a year had left them reeling.
I said it plainly: “We’ve changed directions three times this year. I know it’s a lot.” People nodded, laughed, and then relaxed. By naming the whiplash, I created space for honest questions and solutions.
The outcome? Acknowledging the fatigue opened the door for candid discussions about what we could do better. Questions to consider:
How might naming the chaos help your team feel seen and heard?
What would it look like to create space for them to share their frustrations?
6. Change the Channel: Give Quiet Geniuses a Chance
When I noticed the same two people dominating discussions, I realized we weren’t hearing from everyone—especially the quieter voices.
I sent out an anonymous prompt before our next meeting: “What’s one thing you think we’re missing?” Then I read the responses aloud during the call. The ideas were thoughtful, specific, and—surprise—not from the usual talkers.
The outcome? Quiet team members realized their input mattered, even if they weren’t the first to unmute. Questions to consider:
How might you create anonymous channels for input?
What could you learn by hearing from the quieter voices?
7. Rotate the Rebel: Assign a ‘Chief Curiosity Officer’
When I noticed my team shying away from tough questions, I realized they didn’t want to seem like troublemakers.
I assigned one person per meeting to ask a challenging question, no judgment allowed. At first, they were nervous. But after a few rounds, tough questions became normal, not rebellious.
The outcome? Curiosity became a habit, not a risk, and the team started digging deeper into our challenges. Questions to consider:
How could you normalize tough questions in your team’s culture?
Who would you tap as your first Chief Curiosity Officer?
8. Open a Window: Invite Outsiders In
When I noticed my team’s ideas circling the same themes, I realized we’d trapped ourselves in an echo chamber.
I invited someone from another team to share what they needed from us. Hearing their perspective sparked fresh ideas and reminded us how our work connected to a larger ecosystem.
The outcome? Fresh input expanded our thinking and inspired better questions. Questions to consider:
Who outside your team could offer a fresh perspective?
How could inviting them in shift your team’s focus?
9. Disaster in Reverse: Fail on Purpose to Succeed
When I noticed my team hesitating to critique a new plan, I realized they didn’t want to seem negative.
I flipped it: “If we wanted this plan to fail, what would we do?” They laughed, then listed real pitfalls. We turned those into action steps to avoid disaster.
The outcome? Humor made honesty feel safe, and we ended up with a stronger plan. Questions to consider:
How could humor make critique feel safer?
What pitfalls could your team identify (and fix) using this approach?
10. Rip Up the Script: Admit You Don’t Know Everything
When I noticed my team waiting for me to have all the answers, I realized I was holding us back by pretending I did.
I said, “I’m not sure how this will go—I need your help.” That vulnerability was a game-changer. Suddenly, they leaned in with ideas and questions.
The outcome? My uncertainty made space for their contributions, transforming silence into collaboration. Questions to consider:
How might admitting uncertainty empower your team?
What could your team solve if you opened the floor to their ideas
Closing Thoughts:
By experimenting with these approaches, my team went from silence to a lively, honest dialogue. If your team is stuck in the grip of change fatigue, start with one of these ideas. Sometimes, all it takes is a bold question, a shared purpose, or a little humor to get everyone talking again.
Inspiration for Further Exploration:
Warren Berger: A More Beautiful Question (for how bold questions unlock deeper thinking)
Simon Sinek: Start With Why (for building from a meaningful purpose)
Chip & Dan Heath: Made to Stick (for why stories win over dry data)
James Clear: Atomic Habits (for how small wins encourage repeated positive behavior)
Esther Derby: 7 Rules for Positive, Productive Change (for welcoming diverse perspectives to break out of ruts)
