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Leading Change

Leading change involves more than simply reducing resistance; it involves creating an awareness of the challenges and responsibilities that each person (no matter his or her level in the organization) faces as a change initiative goes forward.

A brief summary

Successful change initiatives depend upon managers and supervisors taking an active role in introducing the change and then guiding people through the emotional journey that change often causes.

Without effective leadership from those to whom they look for guidance, direction, support and feedback, employees of an organization going through change are likely to be perplexed, confused, angry, frustrated and openly resistant to new ways of doing business. That’s why this workshop for managers and supervisors is so important. Without strong managerial and supervisory leadership, employee commitment to the change will take longer to achieve or may fail to take hold at all.

What you will learn

70% of all change initiatives fail, but the odds turn in your company's favor once you understand that change is a multi-stage process--not an event--and that persuasion is key to establishing a sense of urgency, winning support, and silencing naysayers.

This workshop is workshop designed to help managers and supervisors develop critical knowledge and skills concerning their responsibilities for leading change for their departments, teams or organizational units.

  • Certified and expert teachers
  • Extensive documentation provided
  • Coaching available as needed
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  2. Leadership Mini MBA

Stage One The Nature of Change

Change disrupts the status quo. It breaks the momentum and continuities that represent the steady streams of our lives and organizations. Change ‘shocks’ us out of a comfortable place and moves us into discomfort. This is true even for change that we perceive as positive and useful.

There are two aspects of change’s nature that profoundly influence the course of change in an organization and its impact on others,

  • Change and the forces for change introduce disruptions that can significantly diminish both the organization’s and the individual’s capacities to envision a clear and positive future. The more disruptive a change is to the status quo, the greater it diminishes the capacity to envision the future, and the more likely it is that it will have a negative effect upon personal and organizational self-confidence, competence, morale and overall self-esteem.
  • The path of change is unpredictable. The leaders of change may think they know where the change will lead them, but there are always unintended consequences when you disrupt a stable system. You may get a lot more than you expected — and none of what you hoped.
  • Available dates
  • Duration: 8 hours
  • Video files
  • Text doc
Schedule

Stage Two The Forces of Change

Sir Isaac Newton said it best: Unless acted upon by an outside force, an object at rest tends to remain at rest and an object in motion tends to continue in motion in a straight line. This principle, Newton’s first law of motion, suggests that any physical object tends to resist change unless pressure is exerted upon that object by a force. If the force is great enough to disrupt the momentum (rest or motion), the object is nudged — sometimes catapulted — from its position to something quite different.

To understand change, then, we must first understand its source. This involves exploring the forces that are putting pressure on a relatively stable system (our organization) to force it into becoming something other than what it is.

  • Available dates
  • Duration: 8 hours
  • Video files
  • Text doc
Schedule

Stage Three Emotional Impact of Change

When a change initiative falls apart, it is usually due to a failure of leaders to truly understand — and subsequently respond to and manage — the significant impact of the change. Effective change leaders recognize that a change of any size or shape has an emotional consequence for those asked to implement or live with it.

In recent years a number of researchers and organizational development authors have explored the effects of change on people. Beginning with Elizabeth Kübler-Ross’ five-phased death-and-dying model (denial, anger, bargaining, depression and acceptance), such authors as William Bridges (endings, neutral zone, new beginnings), Daryl R. Conner (stability, immobilization, denial, anger, bargaining, depression, testing and acceptance), Flora/Elkind Associates (denial, resistance, exploration and commitment) and Daniel Oestreich (comfort and control, shock and denial, chaos and confusion, facing a new reality and adapting and learning) have tried to describe the emotional toll that change can have on people. Each has identified patterns in the human reactions to change that suggest a nearly universal response that follows a predictable emotional journey.

  • Available dates
  • Duration: 8 hours
  • Video files
  • Text doc
Schedule

Is this course only theory and no practice ?

This is a very hands on session with many individual and team exercises. The activities are designed to reinforce and practice what concepts are covered. By the end of the day participants are stinulated and ready to apply the learning in their real situations.

How much time does it take to master Emotional Intelligence ?

Every person learns at a different pace. Typically we have seen that participants get really good after three months of rigourous application in real life situation. Application is the key.

When should I learn Emotional Intelligence ?

This training helps everyone who is working in teams and needs to influence others to get the job done. It is especially useful to managers who have people development responsibilities.

$3000 Start learning

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