Course Overview: Change isn’t easy. Most managers and other professionals struggle with how to effectively implement changes that are often mandated or legislated. Compounding this challenge is the fact that many employees are already feeling stressed and overwhelmed with the number of changes occurring in the workplace.
This course teaches the key skills and knowledge to succeed at leading change. Participants will learn innovative, yet easily applied tools and models that can be immediately used in their jobs and roles.
The focus of this course is how to integrate the needed “people” and “business” components when undertaking change so that both high productivity and morale can be maintained. Key skills related to planning, communicating, and building commitment to the change are practiced and applied to real workplace change needs.
The course is ideal for supervisors, managers, senior executives, and project leaders who must ensure the successful implementation of workplace change projects, goals, and initiatives.
A highlight of this course will be the opportunity to practice a real workplace public sector change through the use of a simulation. Working in teams, participants will identify the important actions which must be undertaken to succeed at the change, as well as the actions to be avoided as these would prove counterproductive to change success.
The two-day training program contains 4 learning modules (each comprising about ½ day). The simulation is developed in 2 parts – on day one, participants prepare and plan for change. On day two, participants implement their change plan (i.e., the launching of a new system) using a series of actions which build or lessen employee commitment to the change. They are guided by an expert change model taught in the course.
A leadership style inventory (Strength Deployment Inventory) is used on day two to provide insights on the key motivators of others, one’s typical approach to influencing, and ways to broaden one’s approach, especially as this relates to change leadership. This program is optional but has been a highlight of the Change Leadership program
Key Learning Objectives:
By the end of this two day training program, participants will have learned:
- How to engage and motivate others while ensuring change objectives and targets are achieved
- How to effectively work with employee “resistance” in helping employees become more committed to the change
- How to communicate difficult change news through the use of a 4-box influencing model that fosters understanding, trust, and collaboration.
- How to plan and then implement change in the proper “sequence” to ensure the necessary momentum and employee commitment for the change to succeed
- How to avoid the typical mistakes that are often made when managing change projects
- How to work with the 4 stages of “transition” that all employees experience during times of change
- The application of course learning to actual workplace changes that participants may be experiencing
Method of Instruction:
The course in highly interactive and based on adult learning principles. The instructor uses a variety of exercises, cases, and actual workplace scenarios to ensure job relevance.
AM – Understanding People’s Reactions to Change and What is Needed
- Participant introductions – Actual Workplace Challenges and Learning Needs
- Understanding Transition
- What People Need and How to Respond
- Public Sector Case: Part One – Planning and Preparing for Change
- Debrief of Part One (change simulation)
PM – Communicating for Commitment – How to Engage Others and Get Buy-in to Change
- Strategic Communications (4-Box Model)
- Small Groups apply the 4-box model to real workplace change challenges
- Presentation and debrief of Group Work
- Key Learnings and Applications to workplace change issues
- Completion of Leadership Style Inventory (for use in afternoon of day two)
AM – Implementing Change
- Identifying keys to implementation success and failures
- Steps and Stages that lead to implementation success
- Introduction of Kotter’s 8 step change implementation model
- Case/Simulation Part Two – identifying from 40 actions the “do’s and don’ts” / small group work
- Key learning and applications to real workplace change needs
PM – Being an Effective Change Agent – leveraging Your Leadership
- Overview of leadership strengths using the SDI
- Influencing for change – a series of practical exercises
- Holding a “crucial conversation” – coaching for performance
- PADP – Professional Action Development Plan – strategies to transfer learning to real workplace applications / follow-up coaching
- Shared learning / course ends
Who Should Attend: This program is ideal for internal consultants, project managers, organizational leaders, trainers and human resource professionals.
It is also valuable for line managers and supervisors who must implement changes initiated at higher levels of the organization.
Please feel free to contact us if you require more information about this learning program at email@example.com or visit our website at www.rhresources.com