LEADERSHIP SERIES – MANAGING CHANGE


Managing Change


4.5 days (or nine ½ day sessions)

Up to 24 people

 Managing change has become such a critical success factor in achieving strategy that larger organizations have started putting Change Managers on their project teams whose sole purpose is to manage the emotions of change.  Since not every project is large enough to support a change manager and not every organization can appoint an entire position to change management, it is critical for your leaders (supervisors, middle management and C-level) to understand the fundamental aspects of change.  This knowledge would allow them to understand when the emotions of change are derailing their initiatives, manage change themselves, and know if and when to call in a change specialist.  Help your leaders leverage change for minimal disruption and maximum productivity.

Module 1: Understanding the Effects of Change

Change is generated from the internal forces of rolling out new technology, staff turnover, and mergers or restructuring.  Sometimes, change bubbles up internally in the forms of continuous improvement or process improvement.  Or change comes from the economy, competitors, and other external forces.   Leaders need to understand their own reactions to change so that they can move others through these changes.

Participants taking this module will:

  1. Identify their go-to reaction to change and how that affects their work
  2. Explain the change curve, its phases, and how it rolls out
  3. Manage the emotions that come with each change phase
  4. Define their role in helping people navigate through change

 Module 2: Building the Business Case for Change

Change should come from business need.  Understanding the business need and how it applies to their team assists leaders in helping others navigate change and stay focused on the business need.  If leaders understand the “why” behind change and how it will benefit the organization, they have the information needed to move beyond resistance and sustain the efforts beyond launch. In addition, understanding the business case will position your leaders to measure results, request the necessary resources, and assist with problem-solving as initiatives move forward.

Participants taking this module will:

  1. Identify common sources of change
  2. Explain the linkage between an organization’s strategy and the change brought by a business case
  3. Complete the non-financial sections of a business case and support the preparation of the financial analysis
  4. Convert the intangible benefits of a change initiative into tangible, quantitative benefits and use them in the business case
  5. Recognize the application of the principals of good data presentation
  6. Identify crucial success factors and risk for a change initiative

Module 3: Connecting Change to Team Management

Team formation is well-researched.  The set of phases: forming, norming, storming, and performing is well known, but do your leaders understand what each of those terms mean, and more importantly, the support they need to offer their team during each phase?  We have layered change management onto this popular team theory.  Even if your team members stay the same, how are your team dynamics affected by change?   Are your teams constantly in the forming phase?

Leaders taking this module will:

  1. Understand team phases
  2. Learn and discuss behaviors that support team-building or stall team building
  3. Use tools to address behaviors that derail team building
  4. Know what they need to do at each phase of teambuilding to move to the next phase
  5. Understand how change affects team building
  6. Discuss behaviors that support change or stall change on teams
  7. Use situations to discuss how leaders help an individual or team move through the change process to preserve progress on team performance

Module 4: Leading Stakeholders through Change

Gaining and keeping the support of key stakeholders is essential to the success of any change initiative or project. If your leaders are using the same email to report to every stakeholder, they are probably missing opportunities to keep stakeholders invested and enthusiastic about the organization’s initiatives and projects.

Leaders taking this module will:

  1. Identify and analyze key stakeholders
  2. Determine the messages stakeholders need to hear and when they need to hear them
  3. Choose the best mode of communication for each stakeholder

Module 5: Knowing the Risks Leads to Opportunity

Risk can often be the forgotten component when planning for change or implementing new processes or technology. This module removes the mystery of risk and teaches your leaders a four-step process for risk management. Even spending a minimal amount of time on risk identification and management will assist your leaders in preparing for change, being proactive instead of reactive, and achieve better results.

Participants taking this module will:

  1. Explain the sources and types of risk and opportunity
  2. Using several methods identify risks and opportunities in a given situation
  3. Analyze the impact and likelihood of uncertainty on the situation’s objectives
  4. Apply effective responses to each risk and create immediate or contingent action plans to deal with them
  5. Evaluate the effectiveness of various risk responses on the situation’s objectives
  6. Describe the rationale and method for continuous risk monitoring

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