Jennifer Vardeman kicked off the panel discussion at From Day One’s Houston conference by asking the audience about their sentiments when asked to adopt something new, like a tool, system, or policy, and to rate their feelings by raising one, two, or three fingers. One finger signified excitement, two meant exhaustion, and three represented pretending to be excited while feeling exhausted.

“I see a few ones, that’s good, but mostly threes and twos,” Vardeman, Ph.D., professor and director at the Jack J. Valenti School of Communication, University of Houston, said. “So we’re in the right place at the right time.” The panel discussion moderated by Vardeman brought together HR leaders from four major organizations to diagnose the symptoms of change fatigue and discuss remedies. 

The Many Faces of Fatigue

For Anand Mudunuru, global head of HR for software engineering at Stellantis, change fatigue looks less like resistance and more like weariness born of perpetual motion. Stellantis, the world’s third-largest automaker with over 250,000 employees, has undergone decades of acquisitions, leadership changes, and headquarters relocations.

“What I see is that people are used to change,” Mudunuru said. “What happens is that people are exhausted. There is a never-ending story.” He says his teams are open to new things but crave “clarity of thought, focus, and clear timelines.”

Clelia Cayama, the senior HR director at Vytl Controls Group, described a similar dynamic in her organization, which is built on continuous improvement and operational excellence. “Everybody over coffee is talking about what we can do better,” she said. “But then it comes, always a joke about, ‘Oh, new implementation, a new project. Who’s going to volunteer for that? Who’s going to lead it?”

Mindy Fitzgerald, the head of HR operational excellence at Air Products, offered a more visceral description. “I see a quiet depletion,” she said. “Discretionary energy into things. A sense of languishing, maybe the joy they got in a job, a task, or an activity. It just seems to be missing.”

Brea May, head of HR for the Americas at Mahindra, painted a picture of organizational chaos. With three new product launches, two ERP systems to reconcile, and a host of strategic projects, the same “best and brightest” employees are tapped for every initiative. “It causes a lot of anxiety,” May said. “It causes a lot of burnout.”

Communication Across Cultures and Time Zones

Communication often breaks down first when employees are overwhelmed. Language barriers, cultural differences, and asynchronous work compound the challenge global organizations face.

Mahindra, headquartered in Mumbai with over 200,000 employees across 100 countries, is familiar with this problem. Misunderstandings in written communication were once frequent, as only 10% of its employees speak English as a first language.

“Somebody is taking in information, they’re translating it into English, and they’re putting it into a written form or speaking it out loud,” May said. “It caused a lot of tension for years.” Employees often interpreted direct, bullet-point emails as aggressive, while softer messages were seen as indecisive.

The solution to that problem emerged organically. Employees began using a proprietary AI tool, Mahindra AI, to draft and refine cross-cultural communications. “Since everybody started doing it, it’s become this sort of adoption,” May said. “Hey, I’m not going to take offense to the email. I know that Mahindra AI wrote it.” Some employees even tag messages with disclaimers like “AI drafted this.”

Stellantis took a different approach. Mudunuru, who built a 7,000-person software team across 30 countries during the pandemic, instituted monthly town halls as the single source of truth for major announcements. To ensure psychological safety, he introduced Mentimeter, an anonymous question-and-answer tool. “They’re able to bring out their concerns without being judged,” he said. “And most importantly, they’re being heard.”

For Cayama, the key is intentional, empathetic leadership. “Our leaders are not afraid to say when they don’t have the answer,” she said. “To be there with people, to be empathetic, to relate themselves to what we’re going through.”

The Leadership Behaviors That Matter

As the panel shifted from identifying the problem to addressing it, a clear picture emerged of the leadership habits that matter most: transparency, empowerment, and humanity.

Cayama highlighted two of Vytl Controls Group's values: “trust to act” and “make it fun.” Trust to act means empowering people to make decisions and execute their work with the confidence that the organization has their back. 

Making it fun, she says, is about knowing when to pause. “Sometimes in the middle of a business review, to take the time to have some time to decompress, to make fun, not to talk about the work and the topic of the meeting, but to spend time together, connecting,” she added.

Mudunuru emphasized customer centricity, passion, and a global mindset with regional execution. He also offered a more tactical tip that has been adopted at Stellantis: no meeting may exceed seven people, and every employee has the right to decline an invitation. 

“If you are invited, there’s a tendency just to add people,” he said. “Every employee has a right to reject the meeting.”

Fitzgerald introduced the concept of “narrowing the field of focus.” She says leaders can create stability by establishing predictable rhythms when everything feels urgent. She stresses the little things, such as no-meeting Fridays, standing check-ins, or simply focusing on one thing during one-on-ones. “You’re creating a level of stabilization amongst all the churn,” she said.

She also offered a mantra for leaders: “Our job as leaders is to prioritize the work for our people and our organization ruthlessly. It’s not to prioritize. It is to prioritize ruthlessly. Remember, all that work that you are unable to prioritize creates change fatigue and unsettledness for your employees.”

AI as a Partner

The panelists all agree that how artificial intelligence tools are introduced matters tremendously as they become ubiquitous. When used correctly, AI reduces overload instead of adding to it.

Artificial intelligence is already reshaping the workforce at Stellantis. Mudunuru notes that the company has stopped hiring entry-level software engineers because AI systems now write much of the code needed. Experienced engineers are needed to validate and enhance the code, but the shift has forced a rethink of the talent strategy.

Mudunuru created a chatbot trained on two years of town hall recordings for HR purposes. Employees in Poland can request vacation days using the system, while those in Brazil can contact their HR representative. “You don’t need to ask these questions,” he said. “Seventy to eighty percent of the questions are just for HR. They are not strategic questions.”

Cayama’s organization uses AI to automate non-value-added tasks, freeing employees to focus on more meaningful work. Inside sales teams, for example, use AI to pull prior quotes, accelerating pricing and freeing up more time with clients. “It’s leveraging technology to do the non-value-added task so we can have more people-to-people interaction,” she said.

At Mahindra, AI adoption is supported by monthly lunch-and-learn sessions. “It’s about getting them comfortable with using AI and showing how it could reduce the workload,” May said. “This is your partner. This is your assistant.”

Learning From Failure to Keep Moving Forward

No change initiative unfolds perfectly, and the panelists were candid about their missteps. May introduced a more unusual response to failure, the “smart failure award.” When a project fails despite meeting all deliverables, due to factors beyond the team’s control, the team presents lessons learned and receives recognition for the effort. 

“At first, people were saying, ‘I failed. This is hard,’” May said. But the award reframes failure as a learning opportunity and acknowledges the work that went into the attempt.

As the panel concluded, Vardeman recapped the many strategies shared: clarity of thought, careful planning, listening, standing meetings, cultural onboarding, anonymous Q&A tools, values-based leadership, and ruthless prioritization. She highlighted the importance of seeing employees' lived reality, positioning AI as a partner, and creating space for fun.

“Everything cannot be planned,” said Mudunuru. “Everything cannot be super structured. The best part is being on top of the list, prioritizing the list, and just keep executing.”

Ade Akin covers artificial intelligence, workplace wellness, HR trends, and digital health solutions.

(Photos by Josh Larson for From Day One)