The reality is, even in the best of times, change isn’t easy. Research indicates that about ⅔ of all organizational change initiatives do not achieve the goals set at the outset of the change project or new initiative. In addition, employees at all levels feel worn down by the change experience. Staff is invariably anxious and overwhelmed; managers and directors are coping with trying to do more with less while maintaining morale and achieving productivity targets; and senior executives are struggling with strategic imperatives while keeping the system aligned.
To bring about significant organizational change, leaders must be able to identify what stage of transition employees are at, respond to the three major types of resistance to change, communicate difficult change news in a way that fosters “buy-in” and build a critical mass of energy and support early in the change. There are proven steps and sequencing of effective actions when implementing change, as well as actions to avoid which would be counter-productive to change success, and leaders need to be familiar with these “DO’s and DON’T’s”. Key to leading successful change is understanding what motivates employees and other stakeholder, as well as the benefits of change, so that the leader can adjust his/her own management style by “borrowing” from the motivational value system of others.
Module takes place on November 5-9, 2018