IPDMarch 12, 2026Expert Insights - upcoming, Leadership and, leadership and strategy EI, Other EI, Public Sector EI, webinar

Change Management Vs Change Leadership: What’s the Difference? | April 2026 Expert Insights Webinar

Change Management Vs Change Leadership: What’s the Difference?

Presenter: Christine Moore

Date and Time: Monday, April 6, 2026, 12 noon – 1 pm

Registration Closes: Monday, April 6, 2025, 11:59 pm

Audience:

  • Audience: 
    • Managers, team leaders, and HR professionals are tasked with implementing change
    • Organizations that are ready to deal with major changes.
    • Organizations that have stumbled in implementing change in the past

These terms are often used interchangeably, but they are very different.    In this session, we’ll explore both the leadership and management aspects of change and why we need both to realize transformative change. 

Takeaways:
  • Knowing the difference between change leadership and change management.
  • Prepared to answer important questions about your own (past or present) change initiatives.
  • Able to analyze your own change skills.

 

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Interested in Change Management?

Make sure to check out the upcoming April course:

Leading Teams Through Change: An Experiential Learning Workshop

Whether you work in government, manufacturing, corporate, or non-profit, you will connect with Grolson’s change experience and learn lessons to apply to your own efforts at leading change.

Virtual and In-Person Options Available!

Learn More About Change Training Here

More About the Presenter:

Christine Moore

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Christine Moore
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IPDMarch 10, 2026Professional Development and Career Advancement Blog

Resiliency Training | The 4 R’s of Resilience: Tools to Recharge, Refocus, and Reclaim Your Energy

The 4 R’s of Resilience: Tools to Recharge, Refocus, and Reclaim Your Energy

Course Description:

In today’s high-demand work environment, professionals are more susceptible than ever to stress, fatigue, and burnout. But resilience isn’t just about pushing through—it’s about being intentional with your energy, mindset, and choices. This highly interactive workshop introduces the 4 R’s of Resilience—Recognize, Reframe, Respond, and Recover—as a practical toolkit to help participants build sustainable habits that support well-being and effectiveness at work. Through reflection, dialogue, and experiential activities, attendees will leave recharged and equipped with strategies to apply now.

Objectives: 

By the end of this session, participants will be able to:

  • Identify personal signs of stress and burnout using the “Recognize” framework.
  • Practice cognitive reframing techniques to shift stress-driven thoughts.
  • Apply micro-response tools to navigate stress more intentionally.
  • Create a personalized recovery plan to restore energy and prevent burnout.

More Training Options for the 4 R's

Free Expert Insights Webinar on the 4 R's

The 4 R’s of Resilience: A Practical Hour to Reset and Recharge

Watch Resiliency Video Here

Free Training Resource on the 4 R's

The 4 R’s of Resilience: A Practical Hour to Reset and Recharge

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IPDMarch 3, 2026Resiliency Courses

Mindfulness in High-Pressure Environments Employee Training

Workshop Description:

High-pressure work environments can intensify stress, reduce focus, and strain relationships—especially in roles where decision-making, service delivery, and accountability are constant. This interactive 2-hour workshop introduces mindfulness as a practical, inclusive skill set for navigating pressure without burnout. Participants will explore accessible mindfulness techniques that support emotional regulation, clarity, and presence, while honoring diverse work styles, identities, and lived experiences. The session emphasizes application over abstraction, helping participants integrate mindfulness into real-time workplace situations.

Key Learning Objectives:

By the end of this workshop, participants will be able to:

  1. Recognize how chronic stress and high-pressure conditions impact focus, behavior, and interpersonal dynamics in the workplace.
  2. Practice mindfulness techniques that promote calm, clarity, and grounded decision-making in moments of pressure.
  3. Apply inclusive mindfulness strategies that respect individual differences, cultural contexts, and varying responses to stress.
  4. Build personal awareness and self-regulation skills that support resilience, well-being, and sustained performance at work.
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IPDMarch 3, 2026Resiliency Courses

Energy Management Training for Professionals

Workshop Description:

Sustaining performance in today’s work environments requires more than time management—it requires intentional energy management. This interactive 2-hour workshop helps professionals understand how physical, emotional, mental, and relational energy influence effectiveness, decision-making, and well-being at work. Through a resilience- and equity-informed lens, participants will examine common workplace energy drains and learn practical strategies to manage energy across varying demands, roles, and identities. The session emphasizes realistic, adaptable tools that support sustainable engagement rather than burnout.

Key Learning Objectives:

By the end of this workshop, participants will be able to:

  1. Identify personal and workplace factors that drain or replenish energy throughout the workday.
  2. Understand the connection between energy, stress, performance, and emotional regulation.
  3. Apply practical strategies to manage energy across high-demand tasks, transitions, and interpersonal interactions.
  4. Develop greater self-awareness to support sustainable productivity, resilience, and overall well-being at work.
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Beth SchaeferFebruary 3, 2026Most Recent Blog, Professional Development and Career Advancement Blog

Leading When the World Feels Like It’s Falling Apart

By: Beth Schaefer, IPD Director

Earlier this month, I attended a conference on business architecture and was inspired to write a series of leadership articles to promote our business transformation course that starts in March. After the last few weeks, I could not muster the enthusiasm to refine and launch this series. Like many of you, I am trying to lead my team when it feels like our world is falling apart.

When community‑level crises disrupt daily life—such as the current intensification of ICE operations in the Twin Cities—leaders face a painful paradox: keeping essential operations moving while their teams (and often they themselves) are anxious, distracted, or afraid.

This is not a time for me to offer cliches. Instead, I offer specific practical actions you can take if you and/or your team are struggling.

1. Acknowledge reality clearly and compassionately

Avoid overly positive spin that alienates people who are directly living the hardship. Even when there is no crisis, people appreciate leaders who are transparent and empathetic with their communication. Try to avoid corporate detachment, but do not be so emotional that it overwhelms your team.

Put into practice, it looks like this:

  • Naming what is happening without minimizing it – “Many on our team are affected by their children attending school online instead of in person.”
  • Avoiding dismissive cheerleading with statements similar to this, “I am sure we will stand strong and get through this soon.” These types of statements can unintentionally invalidate people’s feelings.
  • Stating what is known, and what is not yet known, and what the department can flex. “Our schedule the next few weeks allows for remote work. Let me know if you prefer this option, and I will put together a schedule that ensures our office response has coverage.”

2. Prioritize human needs before tasks

Pay attention to people’s lived experiences. While empathy and flexibility are leadership qualities you want to use all the time, they are especially needed during times of crisis to provide stability. Keep in mind that team members may be navigating fear for loved ones, disrupted schooling, or food shortages or all of the above along with the daily stressors like aging parents, health issues, and personal finance.

Put into practice, it looks like this:

  • Making space for brief check‑ins before meetings and allowing team members to choose how much they share
  • Giving explicit permission for reduced capacity – “It’s understandable if it is difficult to focus right now.”
  • Identifying essential vs. non‑essential work to assist individuals with prioritizing their work

3. Maintain critical operations using flexible structures

You cannot stop all operations, but you also cannot maintain “business as usual.” During times of crisis, identify work that needs immediate response with work that can be postponed. Make workload adjustments without compromising essential functions.

Put into practice, it looks like this:

  • Breaking work into smaller increments and extending timelines where possible
  • Allowing for remote accommodations, if feasible
  • Reassigning tasks temporarily based on who has capacity

4. Create clear communication routines that reduce cognitive load

When people are fearful and anxious, their ability to focus and process information decreases. Switching to shorter more frequent communication can be helpful. Providing predictable check-in times can build a short-term routine for more adaptability. This provides both a stabilizing routine and the ability to adapt as situations change.

Put into practice, it looks like this:

  • Sending short weekly (or twice‑weekly) status message with:
    • What’s changed
    • What are the current priorities
    • What support is available
    • What the team does not need to worry about right now
  • Scheduling predictable check‑in meetings at consistent times

5. Mobilize organizational resources without requiring disclosure

Most organizations have access to resources that assist with physical and emotional well-being. As a leader, you should ensure that your employees know all the access points before they need them. By proactively sharing, people can access them without asking and without revealing information they may not wish you to know.

Put into practice, it looks like this:

  • Sharing mental health resources proactively through an email with direct links
  • Giving your group permission to use those resources to reduce or eliminate stigma
  • Not asking too many questions or requiring shared information before sharing resources

6. Support yourself as a leader—because crisis impacts you too

One of the realities—especially relevant for department-level leaders—is that you may be directly affected. It’s not unusual for leaders to feel the need to suppress their own fears as a strategy to support their people. Contrary to what many of us think, evidence suggests that unrealistic stoicism harms decision-making and communication clarity.

Put into practice, it looks like this:

  • Seeking peer support from other leaders—shared sensemaking is a validated crisis‑coping practice
  • Setting boundaries for yourself (for example: designated times to step away from email)
  • Being honest with yourself about having a hard time. Selected sharing of your own concerns normalizes the team’s emotional responses while modeling healthy transparency

Final Thought

When people do those exercises where they list leadership qualities, the word you seldom see is perfect. Your people do not expect you to be perfect during ordinary times, and they do not expect it now. Use these actions to communicate clearly, ease the load where you can, and remove barriers for support – for them and yourself.

Sources

Adaptive leadership in Crisis from EPRA International Journal of Economics, Business, and Management Studies

https://eprajournals.com/pdf/fm/jpanel/upload/2024/September/202409-07-018158

How to Lead through a Crisis from The Center for Creative Leadership. https://www.ccl.org/articles/leading-effectively-articles/how-to-lead-through-a-crisis/

Leadership in Times of Crisis from American Psychological Association.

https://www.ccl.org/articles/leading-effectively-articles/how-to-lead-through-a-crisis/

The Role of Adaptive Leadership in Times of Crisis from MDPI

https://www.mdpi.com/2673-8104/5/1/2

Options From the IPD to Help With Workplace Resiliency

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  • Resiliency Insights - printable
Workplace Resiliency Journal Template

Workplace Resilience Journal Template

Workplace Resiliency Journal Template

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Manager’s Toolkit: Promoting Resilience in the Workplace

Manager’s Toolkit: Promoting Resilience in the Workplace

Manager’s Toolkit: Promoting Resilience in the Workplace

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Eric Dormoh, JrFebruary 2, 2026Expert Insights - upcoming, Other EI, webinar

Thriving Through Change: Building Adaptability During Transitions | March 2026 Expert Insights Webinar

Thriving Through Change: Building Adaptability During Transitions

Presenter: Eric Dormoh Jr

Date and Time: March 18th, 2026, 12 noon – 1 pm

Registration Closes: March 17, 2026, 11:59 pm

Audience:

  • Managers, team leaders, and HR professionals
  • Organizations navigating restructuring, leadership changes, or growth
  • Employees experiencing organizational change or uncertainty

Change is inevitable in today’s workplace-whether it shows up as new leadership, organizational restructuring, or the uncertainty that follows layoffs. While these transitions can feel destabilizing, they also present an opportunity to strengthen adaptability and resilience. In this webinar, we’ll explore how individuals and teams can navigate change with clarity, confidence, and intention. Participants will gain practical tools to manage uncertainty, regulate stress responses, and stay grounded during periods of disruption.

Take-aways:

  • Explore how change impacts motivation, trust, and performance during times of transition
  • Learn ways to stay grounded and effective when roles, expectations, or leadership are shifting
  • Apply practical techniques to move from uncertainty to forward momentum
  • Strengthen your ability to adapt -without burning out-during ongoing workplace change

More About the Presenter:

Eric Dormoh Jr

More Information on Presenter

Eric Dormoh Jr

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IPDJanuary 28, 2026form

Employer Connect Data Request Form

Collected Data from Employer Connect Request

If you would like an aggregated report from all of the sessions, request it here.

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Eric Dormoh, JrJanuary 21, 2026Resiliency Insights - printable

Workplace Resilience Journal Template

These templates provide structured prompts for both daily and weekly reflection on how things are going at work; build self-awareness, manage stress, and improve performance by identifying your personal issues. Use these templates to turn everyday obstacles into growth opportunities rather than sources of burnout.  

🌞 Daily Workplace Resilience Journal

(Recommended: 5–10 minutes at the end of the workday)

Date: ____________________________________

Day of the Week: ___________________________

1. Today’s Wins

List 1–3 things that went well, no matter how small.

– ____________________________________________________

– ____________________________________________________

– ____________________________________________________

2. Challenge Check-In

What challenge(s) did I face today?

– ____________________________________________________

– ____________________________________________________

How did I respond?

– ____________________________________________________

What could I try next time to adapt better?

– ____________________________________________________

3. Support + Connection

Did I ask for or offer help today?

– ____________________________________________________

How did that interaction go?

– ____________________________________________________

4. Self-Check

How do I feel right now (emotionally + physically)?

Emotion: ____________________________________________

Energy Level (1–10): _________________________________

What might I need to reset or recharge?

– ____________________________________________________

5. Gratitude & Growth

What am I grateful for today?

– ____________________________________________________

What lesson or insight did I gain today?

– ____________________________________________________

📅 Weekly Resilience Reflection

(Recommended: Fridays or Sundays — 15–20 minutes)

Week of: ____________________________________________

1. Highlights & Strengths

What were the key moments or wins from this week?

– ____________________________________________________

– ____________________________________________________

What strengths did I use or notice in myself?

– ____________________________________________________

2. Resilience Moments

Describe a time this week I showed resilience (bounced back, adapted, handled pressure).

What happened?

– ____________________________________________________

How did I respond?

– ____________________________________________________

What helped me cope or push through?

– ____________________________________________________

3. Stress + Recovery Balance

On a scale of 1–10, how stressful was my week?

Stress Level: _______ /10

What did I do to manage that stress?

– ____________________________________________________

Did I rest, recharge, or disconnect effectively?

– ____________________________________________________

4. Connection + Communication

How did I collaborate or connect with others?

– ____________________________________________________

Did I set healthy boundaries?

– ____________________________________________________

5. Reset Intention for Next Week

What is one intention or mindset I want to carry into next week to support my resilience?

“Next week, I will…” ____________________________________________

Printable Daily Workplace Resilience Journal

Click Here For Printable Daily Workplace Journal

Printable Weekly Workplace Resilience Journal

Click Here For Printable Weekly Workplace Journal
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Eric Dormoh, JrJanuary 21, 2026Resiliency Insights - printable

Manager’s Toolkit: Promoting Resilience in the Workplace

Section 1: Conversation Scripts

Use these scripts as starting points for resilience-focused communication with your team.

1.1 Check-In with an Overwhelmed Employee

“I’ve noticed you’ve been handling a lot lately. How are you doing with your workload? Is there anything you need from me or the team to better manage things?”

1.2 Acknowledging Team Efforts

“I want to take a moment to recognize how you’ve handled the recent changes. Your adaptability and teamwork haven’t gone unnoticed — thank you for showing up with such resilience.”

1.3 Navigating Conflict or Tension

“I sensed some tension in the last meeting. Can we talk about what’s going on so we can clear the air and move forward productively?”

1.4 Encouraging Self-Care

“I want to remind you — taking breaks and setting boundaries is not just okay, it’s necessary. Resilience is built when we also take care of ourselves.”

Section 2: Resilience-Promoting Checklist

2.1  Weekly Resilience Check-In for Managers

Use this weekly to promote resilience in your leadership practices.

  • ☐ Have I acknowledged team or individual efforts this week?
  • ☐ Have I checked in on workload balance with at least one team member?
  • ☐ Have I modeled healthy boundaries and self-care practices?
  • ☐ Have I created space for feedback or honest dialogue?
  • ☐ Have I celebrated a win, even a small one?

2.2 Team Resilience Culture Checklist

Assess your team’s culture through a resilience lens.

  • ☐ Psychological safety is regularly reinforced.
  • ☐ Team members are encouraged to take time off when needed.
  • ☐ Workload distribution is fair and revisited often.
  • ☐ Mistakes are treated as learning opportunities.
  • ☐ Celebrations and recognitions are built into team routines.

Section 3: Team Activities to Build Resilience

3.1 Weekly Win + Learn Round

Description: During team meetings, go around and have each member share one thing that went well and one lesson learned that week.
Purpose: Builds a culture of reflection and gratitude while normalizing growth through setbacks.

3.2 Resilience Scenario Discussion

Description: Present a real or hypothetical workplace challenge (e.g., tight deadline, project failure). Discuss as a team how to respond resiliently.
Purpose: Promotes proactive thinking and peer learning.

3.3 Resilience Builder Bingo

Description: Create a bingo card with items like:

  • “Took a walk”
  • “Asked for help”
  • “Said no to an extra task”
  • “Helped a teammate”

Give small prizes for a row or full card completion.
Purpose: Encourages healthy coping behaviors and peer support.

3.4 End-of-Month Reflection

Description: Set aside 30 minutes monthly for team members to reflect on stressors, lessons, and successes.
Prompt questions:

  • What challenged you this month?
  • How did you bounce back or adapt?
  • What are you proud of?
  • What would help you feel more supported?
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Eric Dormoh, JrJanuary 21, 2026Resiliency Insights - printable

Difficult Conversation Planner for the Workplace

Resilience in the Workplace

Name: ____________________________________________

Date of Conversation (if scheduled): ________________

1. What is the purpose of this conversation?

What do I want to achieve?

___________________________________________________

___________________________________________________

2. What is the core issue or challenge?

Be specific and objective (avoid assumptions).

___________________________________________________

___________________________________________________

3. Why does this matter to me (and/or my team/workplace)?

Reflect on how this issue impacts work, well-being, or collaboration.

___________________________________________________

___________________________________________________

4. What emotions am I feeling about this?

How can I regulate those emotions before or during the conversation?

Emotions: _________________________________________

Regulation Strategy (e.g., breathing, pause, reframe):

___________________________________________________

5. What might the other person be feeling or experiencing?

Practice empathy. Consider pressures, motivations, or blind spots.

___________________________________________________

___________________________________________________

6. What assumptions do I need to check?

What might I be assuming that I can clarify instead?

___________________________________________________

___________________________________________________

7. How can I express my perspective clearly and respectfully?

Use “I” statements and focus on facts and impact.

Examples:

  • “I noticed…”
  • “I feel…”
  • “I’d like us to…”

Write a draft opening statement:

___________________________________________________

___________________________________________________

8. What is my ideal outcome? What am I willing to compromise on?

Be clear on what success looks like and what’s negotiable.

Ideal Outcome: _____________________________________

Willing to Compromise On: ___________________________

9. What support or follow-up might I need?

Think about allies, next steps, or feedback.

___________________________________________________

___________________________________________________

Printable Version of Difficult Conversation Planner

Click Here For Printable PDF Version
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