Course Highlights

This change management course for leaders will:

  • Provide a detailed overview of the change process and the critical steps leaders need to take to drive a successful transformation initiative.
  • Offer practical techniques for preparing organizations for change, including stakeholder engagement and effective communication strategies.
  • Outline common reasons why change initiatives often fail and provide actionable strategies leaders can use to avoid these pitfalls.
  • Introduce two models (CONFRONT and ALIGN) for addressing resistance and negativity effectively.
  • Offer guidance and best practices for developing and rolling out a comprehensive change management plan.

Course Overview

Change is a constant, and organizations must adapt quickly to evolving customer needs, technological advancements, regulatory changes, and competitive pressures. This change management course for leaders is designed for people at the helm who recognize that successful change management is crucial for organizational resilience and growth.

Participants will learn how to navigate the complexities of change, from initial planning and communication to implementation and sustainability. The workshop covers a broad spectrum of models, frameworks, and scenarios, emphasizing the need for leaders to be agile, empathetic, and strategic in their approach.

Cornerstone topics include understanding the dynamics of change, the psychology behind employee resistance, and the tools for effectively leading a diverse workforce through transitions. The course uses several real-world case studies and interactive exercises to help leaders internalize these concepts and equip them with the skills to foster a culture that embraces change.

Program Objectives

At this program’s conclusion, participants should be able to:

  • Explain what most change management definitions have in common.
  • Outline the various levels of change leaders must consider in an organization during a change initiative.
  • Identify organizational and personal change readiness after completing two assessments.
  • Describe several change management frameworks and the conditions that favor one over another.
  • Discuss four change-management strategies and when to choose each.
  • Recognize reactions to change and how to manage them.
  • Understand resistance to change and tactics for managing it.
  • Outline the reasons many change initiatives fail and how to prevent those failures.
  • Identify communication strategies for promoting change.
  • Use a change management messaging template.
  • Recognize signs of resistance.
  • Apply the CONFRONT model and ALIGN models for handling resistance.
  • Prioritize change management tactics.
  • Apply a change initiative checklist.

The following outline highlights some of the course’s key learning points. As part of your training program, we will modify content as needed to meet your business objectives. Upon request, we will provide you with a copy of participant materials prior to the session(s).

Workshop Outline

Nuts and Bolts: Getting Familiar with Definitions, Questions, and Models

During this introductory discussion, participants will define change as it relates to their organization, examine questions they should always consider before embarking on a change initiative, identify various stakeholder groups, and explore four classic change models: Kurt Lewin’s process, Kotter’s eight steps, ADKAR, and appreciative inquiry. Additionally, in this part of the program, participants will complete an organizational readiness assessment and an assessment to determine their readiness as leaders to guide a change initiative.

Under the Hood: Exploring Change Management Strategies

As the old saying goes, once you know where you are going, getting there is easier.  In this workshop segment, we will explore four change strategies and when to use each. Participants will apply their knowledge to a series of case studies and then consider how they might apply the approaches in their organization.

People on the Road: Understanding Reactions to Change

From shock to acceptance, people react to change in a variety of ways. This part of the program reviews the change transition curve, how front-line employees, middle managers, and upper management experience change, and the tactics leaders can employ to manage reactions at each point on the curve.

Maintenance Routines: Preventing Fails

Poor planning, bad timing, or change for the wrong reasons are among the reasons change projects fail when they don’t have to.  During this program component, participants will examine a dozen common reasons for failure and the actions leaders can take to prevent many of these failures from occurring in the first place. 

How Do I (Oops, I Mean We) Tell (or Rather, Sell) Them?: Discussing Ways to Involve Stakeholders to Drive and Communicate Change

How change is communicated can often affect its acceptance. This portion of the training course examines the pitfalls of communicating change and strategies for setting the stage for effective buy-in. We will look at ten common mistakes and twelve best practices for getting messaging right. Additionally, participants will complete a change messaging template to ensure they know how to articulate core messages and supporting messages through the right channels at the right time.

Detours, Potholes, and Accidents: Managing Resistance to Change

Negative communication, reduced productivity, increased absenteeism, and withdrawal are just the beginning of what organizations can face if employees resist change. In this part of the workshop, participants will explore ten signs of change resistance. Next, they will learn the CONFRONT model for addressing resistance and the ALIGN model for holding accountability and realignment conversations.

A 35-Point Checkup: Assessing Where Your Organization Is

In this final program segment, we will review a 35-point checklist for implementing change. The checklist covers everything from creating a compelling reason for change and stakeholder engagement to sustainability and integration.  

At the program’s conclusion, participants will have an understanding of the process of change and how they can lead change in their organization.