Leading and Managing The Change

Introduction:

Recession, globalization, cheaper technology, and crises in financial markets are just a few of the causes of enormous change in the business world. A business which stands still will fail and so it becomes imperative to be able to recognize what drives change in our businesses and how to lead and manage the change which must inevitably occur

Targeted Groups:

Head of Departments
Managers
Supervisors & Team Leaders
Employees who want to get very important skills to improve their career

Course Objectives:

At the end of this course the participants will be able to:

Understand what makes change necessary
Know exactly when to make changes
Know how to galvanize organizational support for change and win ‘hearts and minds’ at all levels
Be able to communicate change so people listen
Understand the business drivers for change
Know the best time to make changes
Know how to prepare the organization for change
Understand the psychology of change, what motivates people, how they will react to change and how to manage those reactions
Manage both the corporate and national cultural aspects of change
Produce stakeholder value through change
Apply a range of analytical tools to assist at each stage in the change
Communicate change effectively

Targeted Competencies:

Leadership skills
Management skills
Change management
Communication skills

Course Content:

Unit 1: Foundations of Change:

“Seascapes” and “Soundscapes” – how change has been a constant in your lives
Business Strategy and Change
The Importance of Strategy
Defining Strategy
Strategic Drift
STEEPLE Analysis
Where is your Organisation Now?
Drivers of Change
Business Drivers of Change
McGahan’s Trajectories of Industry Change
Competitive Strength and Competitive Advantage

Unit 2: Preparing for Change:

Why Change often Fails
Commonest causes of failure in change initiatives and what to do about them
Causal model of Change
Burke-Litwin
Financial Perspective
Customer Perspective
Business Process Perspective
Learning and Growth Perspective
The Balanced Scorecard
Organizational Fitness Model
The Sigmoid Curve
Change in Teams
Force Field Analysis
Helpers and Blockers for Change
Porters’ 5 forces
McKinsey 7s
Change Readiness
Organizational Fitness
Timing of Change
Analytical tools

Unit 3: People and Change:

Reactions to Change
Managing Reactions to Change
Personal Effects of Change
The Emotional Loop
Glasser’s Drivers
ABCD theory
Pink’s “Drive” theory: rewards and cognitive skills
Herzberg – Hygiene and Motivational factors
Stakeholder Mapping
Stakeholder Management
Stakeholder Value
RACI Analysis
Kano’s Customer Satisfaction Model
Motivation to Change
Stakeholders and Shareholders
Delighting our Clients and Customers with Change

Unit 4: Leading and Managing Change:

Leading and Managing Change
The Leader as Role Model
Essential Qualities of a Change Leader
The VIVE™ model as the basis for Change Leadership
Kotter - Top-Down Leadership
Balogun and Johnson’s – Middle-out Leadership
Kaizen – Incremental Change
Communicating Change
The “Skyscraper” model for Communicating Change
Winning Hearts and Minds
Delegation, Empowerment and Trust

Unit 5: Culture and Change:

Cultural Dimensions of Change
Corporate Culture
Edgar Schein
Cameron and Quinn Culture Audit
National Culture
Trompenaars and Hofstede
Building a Learning Organisation
Single and Double Loop Learning
Systems Thinking
Laws of the Fifth Discipline
Detailed Action Planning Session
Individual Action Planning
Paired Challenge, Coaching and Discussion
Plenary Declaration of Actions

Management & Leadership Courses

Leading and Managing The Change

Introduction:

Targeted Groups:

Course Objectives:

Targeted Competencies:

Course Content:

Unit 1: Foundations of Change:

Unit 2: Preparing for Change:

Unit 3: People and Change:

Unit 4: Leading and Managing Change:

Unit 5: Culture and Change:

Our Training Courses

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London (UK)

Amman (Jordan)