Overview: 
It's often cited that 70% of change or transformation initiatives fail (McKinsey, Kotter, and Blanchard). Much of the research into these failures points a lack of planning, communication, and recognition of the impact on employees. William Bridges, author of Transitions and numerous other publications, notes that once leaders announce a change to their organization, they have already spent around six months pondering the change themselves. In other words, they've had time to acclimate to the idea of change.

Yet employees often have very little time to acclimate to changes and are expected to immediately begin implementing a new way of operating. Unfortunately, the human psyche doesn't usually shift that quickly. The expectation of rapid acclimation to and implementation of change causes initiatives to founder, decreases productivity, and increases employee stress.

Whether a change is planned or results from external pressures, leaders can make the most of organizational change by planning, communicating more effectively and checking the mindset of those involved in the change. Often those implementing day to day change are far removed from organizational leaders. While leaders may have a mindset that supports the change, those implementing it may not have a commensurate mindset.

For example, if a technology firm has relocated half of its operations, leaders will be clear that this is the right move for their company. The operational and technical folks may not agree that relocation is the right move and they not even be clear about the rationale. This change may, in fact, make their lives harder because they now need to communicate virtually -- which takes longer and can be less effective. While they were used collaborating and making key decisions around a conference room table, they've now lost that way of interacting. They need to adopt a new way of interacting that will hopefully be as effective. While they and the employees in the new location are busy figuring out how to work together, most likely they are stressed and operational details are falling through the cracks. Or perhaps they focus on putting out daily fires and don't prioritize learning how to collaborate virtually.

In this example, in order to ensure that the technology firm reaps the benefit of relocating half of its operations, leaders need to get buy in from their operational and technical employees. Leaders need to understand their employees' mindset, concerns, questions and make sure that these are addressed thoroughly prior the implementation of change.

During this webinar, participants will learn the typical dynamics of change and how to manage them effectively, how to help employees through transitions with more ease and less stress, and how to turn change into an event that, over time, benefits employees at all levels of the company. 

Why should you attend: Are you planning an organization-wide change? Has a competitor's success forced your company rebrand or reorganize? Has a key leader departed or planning to depart? 

No matter the intention of a change, how that change is managed directly makes an impact on a company's bottom line. When change isn't handled skillfully, it wreaks financial and operational havoc, generates more stress, and drops productivity. But when change is managed with skill, planning and care, it creates an opportunity for organizations to thrive.

When organizations begin to change, their patterns of operation are disrupted. During this disruption, an opportunity exists to plan, communicate and implement with intention and create an entity that functions more effectively. When this happens, change benefits everyone. When patterns of operation are allowed to reconfigure ineffectively, the change founders or fails. 

Areas Covered in the Session:

• Learn about different "change styles"
• Understand the difference between change and transition, and what that can mean in organizations
• Review the five stages of organizational change
• How to plan, communicate and get buy in for change as well as how to overcome resistance
• How to understand how change will impact your company from a system's perspective
• How to assess whether a change has been effective

Who Will Benefit:

• C-Level Leaders
• Senior Leaders
• Senior Managers

Instructor:

Claudette Rowley As an executive coach, consultant and trusted advisor, Claudette has over 15 years of experience working with clients both in the U.S. and internationally. Claudette has a specialty in providing coaching to leaders and managers as well as training and facilitating teams in corporations on communicating for results and strategic organizational change. She is a passionate and skilled at inspiring individual and organizational transformation that’s sustainable. 

Claudette designs, customizes, and delivers coaching and consulting programs and interactive trainings that result in greater self-knowledge, enhanced leadership, and more effective strategic decision-making cross functionally within organizations. Claudette has broad skills as an executive coach, consultant, and trainer, and is experienced in designing and delivering coaching and training programs to include: effective communication, difficult conversations, decision making, influencing, conflict resolution, building effective teams, organizational alignment, accountability, leadership development, strategic thinking and planning, delegation, managing workplace change, negotiation, coaching for improved performance, and developing high performance cultures.

Claudette’s background includes experience working with Fortune 1000 companies, educational institutions such as Boston University School of Law, as well as non-profit organizations, and small businesses. In addition, Claudette’s expertise is coaching and training individuals and teams to manage conflict and communicate strategically in a wide range of complex situations such as systemic conflict, business partner and co-leader disputes, and disruptions resulting from rapid organizational or cultural changes. She is also an experienced practitioner in the Five Dysfunctions of Team methodology, MyersBriggs Type Indicator, the Synergist Quiz, and Thomas-Kilmann Conflict Mode Instrument and facilitates leadership and team development training programs using these instruments. 

Contact Details:
NetZealous LLC, DBA TrainHR
Phone: +1-800-385-1627
Email: [email protected]
http://www.trainhr.com

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