STOP the Relay Race of Change

Are you exhausted by the Relay Race of Change?

The CEO and the Shiny Object

There once was a CEO named Melanie. She was a visionary, brilliant at spotting opportunities before anyone else. Every conference she attended, every book she read, and every conversation she had sparked a new idea she couldn’t wait to bring to life.

Each Monday, Melanie arrived at the leadership meeting bursting with excitement.

• One week: a new CRM system!
• The next: a customer service overhaul!
• The week after: a full rebrand!

Her enthusiasm was contagious…at first. But the leadership team scrambled to pivot each time. Managers barely had time to explain the last change before the next initiative hit their desks.

Confusion grew. Morale dipped. Productivity slowed.

Finally, a group of trusted managers sat down with her. “We love your ideas,” they said gently. “But we’re stuck in a perpetual relay race. We never get to finish what we start.”

That conversation landed. Melanie realized that while her ideas had potential, the pace of change was exhausting her team and eroding momentum. She made a conscious shift:

• Bundle and prioritize changes.
• Give time for managers and employees to absorb and adapt.
• Communicate consistently, connecting each new idea to the larger vision.

With time, engagement increased. Initiatives stuck. The team was energized again. And Melanie became known not just for launching great ideas but for seeing them through.

The Relay Race of Change

The Relay Race of Change is an exhausting and all-too-common dynamic inside organizations.

It begins with a leader’s new idea – an exciting possibility that naturally brings change.

The leader processes the change internally, makes peace with it, and then hands it off to managers.

Managers start their own journey: understanding the shift, exploring its implications, and adjusting accordingly. Eventually, the change reaches employees…but by then, leaders are often already onto the next idea. And they wonder: “Why doesn’t anyone get it? Why are they so slow to change?”

This misaligned handoff creates a ripple effect of resistance, fatigue, and frustration. The result? Change after change, but little real transformation.

If you’re caught in this cycle, here are three keys to break free and win the race, together:

1. It takes time. 

Change is external. Transition is internal. Neuroscience shows that even minor changes can activate the amygdala, triggering fear or resistance. This is the brain’s way of protecting us from uncertainty and loss of control. While leaders often have weeks or months to process an idea before sharing it, managers and employees need their own time to transition.  Give them grace, time, and tools.

2. It takes repeating. 

Research reveals it takes 5–7 repetitions for a message to be heard, and 10–12 touchpoints before action happens.

• Repeat the vision or case for change clearly and consistently. Share the “why” behind the change, again and again.
• Communicate across multiple platforms (team meetings, updates, informal check-ins).
• Match words with action. People believe what you do more than what you say.

Consistency builds trust and trust fuels change adoption.
NOTE: Without trust, no amount of repetition will make change stick. Trust is the soil in which all change must be planted.

3. It takes patience. 

New ideas are thrilling, but too much, too fast overwhelms the brain. According to cognitive load theory, when people are bombarded with information, their ability to process collapses. Instead, slow down.

• Introduce change in coherent bundles, not scattered announcements.
• Provide space for absorption and reflection.
• Help people connect the dots between what’s new and what already exists.

If you are feeling challenged by the Relay Race of Change, the first step is acknowledging that everyone is in a different place. Consider how important it is to move from “new idea excitement” to “real change execution.” Next, take the time to make sure that the idea is clearly understood and absorbed at all levels of the organization. Is the energy needed to spark change matched with the stamina needed to see it through? Finally, be thoughtful when introducing new change; make a link to the previous change so that everyone can “connect the dots.” What’s one change that needs more tending before you race ahead to something new?

Sustainable success comes from finishing the race together, not just passing the baton.

ACTION:

This week, pause before launching your next idea.

• Ask yourself: Have we allowed enough time for the last change to be absorbed?
• Repeat the key messages and behaviors needed to embed the change.
• Be patient. Lasting change doesn’t happen at sprint speed.

Remember: The goal isn’t just passing the baton; it’s finishing the race together.

Change travels at the speed of trust, not at the speed of thought. – Donna Brighton