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Course: Managing and Leading Change: Real World Strategies & Tools

Managing and Leading Change: Real World Strategies & Tools

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  • Certificate on Completion
  • Access on Android and iOS App
About this Course

Change is an inevitable part of organizational life

And if you have any leadership role, you'll soon be called upon to help lead it.

But, we often fear change. This leads to resistance.

So, managing and leading change is a challenging role. It will take you outside of your comfort zone and beyond your existing management and supervision tool-set. 

But change is predictable

You can anticipate how people will respond, and what you need to do to engage them positively. You can plan, prepare, and handle the resistance that will certainly come.

To do that, you need practical tools and models

And this course will give you them.

More than that, you'll learn:

  • How the need for change arises, 
  • How to communicate it, and 
  • The way to lead people through it

Here are the main topics you'll cover:

  • The Cycle of Change
  • Barriers to Change
  • The first reason why people resist change
  • Tools for change leaders
  • Stakeholder analysis
  • How people respond to change: the change curve
  • The impact of change on operational performance: the Satir Curve
  • The three phases of a change program: the Lewin Model
  • The Onion Model of resistance to change
  • How to win over resisters

Ongoing Project: Change Management Case Study

Throughout the course, you will have short exercises to do, that use the skills we'll cover. They are based on a real organizational change project. Other students and your tutor will support you, endorse your successes, and help you with your questions.

Prior Experience

The only prior experience you need is working life. But, if you have management or project management experience, you'll find it even easier!

Your Tutor

Your tutor is Dr. Mike Clayton. As a senior project, program and change manager at international consulting firm, Deloitte, Mike led large and complex change projects for his clients. 

Now, as a trainer and facilitator, he has been applying what he learned and teaching it to others. This course represents 15 years' experience of what tools students find most helpful, and 25 years experience in business, managing change, large and small.

And What if you have questions? 

I will be on hand to answer your questions if you get stuck, puzzled, or just want to know more. As a professional trainer, this is what I do, and I promise to respond within 24 hours of your question arriving with me from Simpliv. 

Enroll Now 

Enroll for this course now, so you can start to regain control of your life straight away.

Who is the target audience?

  • Supervisors, Managers and leaders at all levels, who need to lead change in their organization
  • Team members who are experiencing change and want to understand what's going on
Basic knowledge
  • You should have some experience of organizational life
  • Experience in management and leadership - at a supervisory level or higher - will be a great help
  • Experience of project working will be a great help
What you will learn
  • Convince people about the need for change
  • Evaluate how people feel about the changes
  • Paint a compelling picture of the future
  • Anticipate how people will respond to change
  • Anticipate the impact of change on operational performance
  • Plan effective project communications
  • Handle resistance to change effectively, to win over resisters
Curriculum
Lectures quantity: 27
Common duration: 01:56:40
Introduction: Change at Work
  • Welcome!  

    Welcome to the course:

    • Your course tutor, Dr Mike Clayton
    • What you will be able to do at the end of your course
    • The main topics you'll learn
    • Practicing your skills: Your Case Study
  • The Cycle of Change  

    Change follows a natural cycle and in this module, you'll learn what i is with a simple example, common to many workplaces.

  • Sources of and Barriers to Change  

    Please complete the exercise in the previous module before viewing this video.

    Here, you'll learn a simple set of sources of and barriers to change, with a simple mnemonic (SPECTRES) to help you remember them.


Step 1: Demonstrate the Need for Change
  • The First Layer of Resistance to Change  

    Find out what the first source of resistance is, why it's reasonable, and therefore what you need to do to counter it.


  • Demonstrating the Need for Change: Applying Leverage  

    How to handle the first layer of resistance to change: the three-step Leverage Principle.


  • What if they Still don't Accept the Need for Change? Pattern Interrupt  

    What if they Still don't Accept the Need for Change? 

    Introducing a powerful technique called a Pattern Interrupt.

  • Tools for Change Leaders: Mad-Sad-Glad Exercise  

    The first of our tools for change leaders is a fantastic group exercise that gets real feelings out, so everyone can share them and start to work through them.

  • Tools for Change Leaders: Perceptual Positions  

    This tool can work equally well as an individual exercise for your self or a group exercise for your change team. It allows you to gain insights into how your stakeholders see the changes.

Step 2: Create a Compelling Future
  • Fear and Desire as Motivators for Change  

    The two strongest motivators for change are fear and desire. 

    When should you use each?


  • A Compelling Future  

    To make change appealing, you need to spell out a compelling future. Here are some tips about how to create a compelling outcome.

  • Stakeholder Engagement  

    Stakeholder engagement is a vital skill for change leaders. Here you'll learn the basic process.

  • Tools for Change Leaders: Stakeholder Triage  

    Stakeholder triage is a great tool to kick off your understanding of stakeholders and to help you understand which strategies you'll need for each one.

  • Tools for Change Leaders: Stakeholder Analysis  

    Here's how to do a proper analysis of your stakeholders, so you can target your communications properly.


Step 3: Expect an Argument
  • Response to Change: Introduction  

    How do people respond to change?

    Our first understanding comes from work done by a medical practitioner, and then expanded by two psychologists. This lecture will introduce you to their ideas.

    The next will expand this and explain our response in greater detail.


  • The Change Curve  

    Here, you'll learn how people respond to imposed change. It is predictable, so you can plan for it and choose effective interventions.

  • The Impact of Change on Operational Performance  

    Change does not mean instant improvement. Understanding this is vital, to prepare stakeholders for the realities they will experience.


  • The Three Phases of a Change Program  

    A change program needs three phases, and here, we'll look at them. Once you have watched this video, take a look at the appendices of your course workbook, which give you loads of practical guidance.

  • How to Communicate Well  

    Good communication is essential. But it isn't easy.

    So, here, we offer you some practical tips.

  • Tools for Change Leaders: Communication Plan  

    The third stage of your Stakeholder Engagement process is to plan. This is a great tool for planning your stakeholder communication.


  • Tools for Change Leaders: Progression Plan  

    The basic plan for a change program needs to progress your stakeholders through the natural stages of their response to change.

Handling Resistance
  • Resistance to Change  

    This video will introduce you to resistance to change and the Onion model that explains the 6 levels. You'll also learn about the first two levels.

  • The Inner Layers of the Onion  

    Continuing our exploration of the Onion Model of Resistance to Change, this video covers the innermost layers, 3 to 6.

  • Engage with the Resistance  

    Before we look at techniques to deal with resistance, it is vital to get your approach and attitude right.


  • Win over Your Resisters (Part 1)  

    The first of two videos covering techniques 1 to 5 for how to engage positively with your resisters.

  • Win over Your Resisters (Part 2)  

    The second of two videos covering techniques 6 to 8 for how to engage positively with your resisters.

Steps 4, 5 & 6: Leading the Change
  • It's a Project  

    Let's not forget that managing change also requires good project management.

  • 99 per cent Perspiration  

    What is the secret to success?

    Its Persistence and Situational awareness.

    We'll use the OODA Loop model to explain.

Rating
Enrolled Students
(68)
Level
All
Price
$ 9.00
Course Language
English
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