Most leaders in charge of change projects are knowledgeable and skilful when it comes to technical matters. But many find the human aspects of change trickier to navigate.

Many interpret the natural concerns and negativity of some of their stakeholders as ‘resistance to change’. Too often, they can see it as a barrier to be overcome, rather than as opportunity to listen, learn and maybe even improve their project.

In this workshop, we examine the rational, emotional and behavioural aspects of change. Participants will apply the principles they learn to their own live project.

At the end of the second day, participants will present their ideas to a few senior leaders.
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What will your leaders be able to do?

Better support their people/stakeholders during periods of change by:

• Helping them to navigate through uncertainty with emotional intelligence and empathy
• Using two-way communication to generate a sense of empowerment

Run more successful change projects by:

• Influencing the rational, emotional and behavioural aspects of their change projects to maximize acceptance by stakeholders
• Approaching change as an agile process, so they can learn and pivot as necessary
• Building a coalition who helps embed the change initiative​

What will they work on together?

Leading in a VUCA world​

• We live in a VUCA (Volatile, Uncertain, Complex and Ambiguous) world
• Rational, emotional and behavioural aspects of change
• Leading Change in a VUCA World model​

Rationale and vision

• Why are a rationale and vision needed for a change project?
• Tool Practice: 15 Words Project Definition, Threat-Opportunity Matrix,​ and The Rationale Matrix
• Envisioning the implemented change initiative
• Tool Practice: Visualizing the Future, Start/Stop/Continue

Stakeholder engagement

• Who are the key stakeholders? What do they care about?
• Tool Practice: Stakeholder Analysis and Stakeholder Mapping
• Strategies for influencing key stakeholders
• Negative feelings and emotions about change: why people don’t​ necessarily “resist” change
• Tool Practice: Influencing Strategy

Empathising for resilience

• Emotional intelligence and empathy
• Group discussion: Best and worst practices for using empathy to​ build resilience
• Empathic listening and open questions
• Practice in Pairs: Empathic listening during change

Communication and inclusion

• Best practices for communicating change
• The importance of including key stakeholders
• Tool Practice: Change Story, Communication Plan, Listening Communication Plan
• Video Discussion: A manager introducing change to his team
• Group Practice: Communicate the change initiative to one ormmore stakeholders who are not supporters

Building a coalition

• Embedding the change and making it go “viral”
• Video Discussion: Starting a movement
• Tool Practice: Teams analyse their stakeholders to identify “change champions” who could help them embed the change

Evaluating, learning and pivoting

• Sample metrics for evaluating the human side of change
• Agile principles applied to change leadership
• Tool Practice: Teams decide which metrics might be relevant for their projects, what would the first iteration look like, and what would be a minimum viable product for their chang initiative

Presenting to senior leaders
​By presenting to senior leaders, participants get feedback, integrate all the concepts discussed, and commit to continuing their learning.