Making Change Happen
Why?
Making the ‘nth change in your team/department/organisation demands vision, determination, an ability to change in yourself and your staff.
It often fails.
Because you don’t succeed in selling yourself, you give up too soon, don’t steer a sufficiently clear course. Because you are not a sufficiently good model for the change you want; because there is too much self-satisfaction. Because people are tired of change.
What you will learn in this module.
You will look at your own willingness to change and that of others. You will discover that everyone ‘wants’ to change, but everyone has different needs when it comes to embarking on and maintaining that change. You will learn how to respond to these needs.
You will learn that ‘change’ is about losing and the impact that change has on people. You will learn how to offer support in moments of change and at time when uncertainty reigns.
Successful change begins with a sense of urgency. When the employees and the directors of a company are convinced of the need to change. In this module we place a lot of attention on creating a sense of urgency. Which practical tactics and methods can you use?
Can you create crises and what are the risks involved in this? Can you bring the outside world in and thus engage in the confrontation? And how do you do that?
It is particularly true in the instance of ongoing change processes that creating this sense of urgency presents a challenge. After success, the sense of urgency fades and this urgency really has to be anchored in the culture of the company. Self-satisfaction and complacency are often diametrically opposed to the notion of urgency. How can you identify this self-satisfaction and complacency, unmask them and deal with them more positively? How can you distinguish a false sense of urgency, busy agendas and running hither and thither from real urgency? How do you deal with naysayers?
How can you create a vision that speaks to the heart and mind and mobilises people? And how do you communicate it?
How do you deal with resistance, how can you ensure that resistance is transformed into positive input and a sense of resilience?
How do you ensure that you can maintain the confidence of your staff throughout a process of change and uncertainty and how do you go about taking up this challenge?
Output.
A critical analysis of the change processes around you and a view of success factors for a better chance of success.
An action plan for implementing change in your company and for getting people on board with you.
