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It will equip you with all the skills you need to plan and successfully implement sustainable change within your organisation, including effectively supporting your people through this process.
Specialist in organisational change, civil service reform and the implementation and management of change. Consultant and facilitator who works with public and voluntary sector clients internationally and in Britain. RIPA International is closing and no further programmes will be running after the 18th March 2016. A leader has to address those often unconscious and unexpressed fears along the way in order to help people keep them under control.
Leading your people through change and managing the whole messy business By convention we speak of change a€?managementa€? but the reality is that change involves leadership as well as management.
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Participants completed this worksheet during the course, then used it as a reference afterwards.
While working for Vestas Windsystems, I developed a five-day, fourteen-module leadership workshop targeted for front-line managers.

As an element of fun and for something to remember the course lessons, I had these penguins made and handed them out at the end of each class.
Prior to an all-encompassing ERP implementation, A-dec did transitions training for all employees, using the Bridges Model.
Meant to be used both during class and afterwards during team change, this packet is handed out and discussed in class.
This training was given to approximately 50-60 employees during a regularly-scheduled department meeting.
As part of the Going the Extra Mile customer service training, I developed the Extra Mile Smile Recognition Program, outlined in this document. Walks through two ways to create an account with AccessDance, as well as beginning navigation. Step-by-step guide to using of the suite of tools for managing the user's online business presence.
Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Participants will analyse strategic approaches to implementing successful change and explore how they can be applied or adapted to your organisation. As an organisational psychologist with over 15 years’ experience working on both public and private sector initiatives, she has worked extensively with senior civil servants and executives from around the world and is equally at home in one-to-one and group settings.

His particular interests are organisation strategy, complexity, change management, leadership development, culture and behaviour change and corporate governance. Leadership styles matter, as the primary causes of failure in change initiatives are all people related, and to do with emotions. There are also exercises to help you to understand key change theories and their practical implementation. A confident and relaxed communicator who is focused on the practical achievement of group objectives, Carolyn believes that change can only occur when trust and confidence exist between facilitator and client. So change leadership requires some very special qualities in the person[s] leading the change. This is more to do with a€?beinga€? than a€?doinga€?. What you do, and how you do it will be largely determined by how you are as a person. Change is an emotional business.
The failure to address the human impacts of change is at the root of most failed change initiatives.

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