Developing Mastery in Change Leadership
Leading with resilience through ambiguity, uncertainty and constant
& increasing change
This
developmental workshop is aimed at leaders of organisations who take their
leadership of change seriously and want to significantly develop their
confidence and ability in leading change effectively, particularly through
difficult times. The
whole essence of the programme is work from what the attendee already knows
and then develop their mastery further, in the direction they want to take it
it is not designed to teach a standard theory or standard change management
tools and techniques. It is designed
to maximise learning and support with organisations and between leaders a
very collaborative programme. Please
contact me if you are interested in attending the programme or in having one
run in-house for your leaders. Another
option is for the course to be run for 4-5 of your leaders in conjunction
with 3 or 4 other organisations. The
information below covers: ·
A broad outline
of the programme ·
The context in
which this programme is designed ·
The essence of
the programme ·
The purpose of
the programme ·
Its potential
outcomes for attendees and organisations. Broad
outline: Mastery
in Leading Change is a 3-day residential, intensive, experiential development
event. It will have between 16 and 25
attendees depending on demand and need.
Leaders can choose to attend open events with leaders from other
organisations as well, or in-house events in which participants are all from
the same organisation. Attendance
will be preceded by a 30-minute 1-to-1 telephone interview for each attendee,
which will ensure that leaders are effectively prepared for the workshop and
will start the process of drawing out the developmental needs. Ideally,
at the open events, leaders will attend with 3 or 4 other leaders from their
own organisation which helps the organisation itself to build its change
leadership capability. Each
event will focus directly on the developmental needs of the particular
attendees of that event and will be designed in collaboration with them. The
cost of each event will be agreed in advance with the attendees or
organisation sponsoring the event, and will depend upon the location in which
it is held and the number of people attending. Broadly, however, the base cost would be in
the region of £750 per head, plus VAT and the cost of accommodation. The
structure of the programme allows all the teaching that occurs to be directly
relevant to the specific needs as expressed in the room, and only to add to the existing bank of knowledge,
not duplicate it. Context: The only certainty is uncertainty
itself.. quoted recently in
a number of newspaper headlines. The
context to this programme is as follows: §
Change is
growing in scale and rapidity and life is increasingly ambiguous and
uncertain §
Simultaneously
there is a growing knowledge about change management and change theory within
leaders §
The ability to
lead with resilience, and to help the people we lead be more resilient, is
becoming more critical §
Many
developmental events focus on teaching change management theory and tools
which are often already known about or they are not necessarily appropriate
to the need of the people being taught §
The most
difficult element of leading change is often not remembering a tool,
technique or theory, but rather, in the moment of real uncertainty or
difficulty, being able to draw on all of the resources and support we have
available to us, both inherently in ourselves and in others around us. Essence: No man can reveal to you aught but
that which already lies half asleep in the dawning of your knowledge. Kahlil Gibran This
programme helps leaders to develop their mastery in change leadership. It helps leaders to develop their ability
to recall fully, clearly and appropriately what they already richly know
about leading change and then to determine directly what they want to develop
further about themselves in this respect.
It does not teach a set script the agenda for the programme is
directly focused on the development needs of the leaders attending that
programme and worked up in collaboration with them (modelling collaboration
in change). The
programme also helps leaders to practice drawing on their core skills and
expertise when they most need it, and to develop their own self-confidence
and self-awareness in this respect.
Most often in key moments of change, it is not the theory or
techniques that are difficult to apply the most difficult thing is becoming
unstuck and remaining open to being as powerful as we can be using everything
we already know and bringing that to bear in what are facing and
leading. This programme develops that
muscle. By
helping leaders to access what they already know and then determine their own
precise development need, the programme is able to maximise the value of the
time together by focusing new development on exactly what the attendees need. New
development is therefore directly applicable to the need of the individual
and the context they are facing. It
should be clear that, while tools and techniques might be used in the
programme and sometimes covered at the request of the attendees, the
programme is fundamentally about building leadership muscle and confidence
rather than in teaching tools and techniques. Purpose: The
purpose of this experiential and collaborative learning programme is to §
Help leaders to
build their own resilience and to lead from a resilient space also helping
those they lead to be more resilient too §
Help leaders to
develop their own understanding of change leadership further from what they
already know and focused directly on what they want to develop further about
themselves §
Create a
community of leader learners that can continue to draw on each other moving
forward §
Build internal
capability to run this programme in-house. Potential
outcomes: Leaders
who attend the programme should come away with: §
Increased
self-confidence and courage in leading change §
Increased
personal resilience and ability to deal with ambiguity and uncertainty and
improved ability to help those they lead with the same §
Better skills
and understanding in surfacing and positively harnessing resistance to change
earlier and quicker §
Enhanced
ability to engage their people in whatever changes are impacting them
including engaging different people in the different ways they require §
Enhanced
facility to collaborate across functions and to empower people that work for
them (and increased sense of their own real empowerment) i.e. supporting the
aims of programme for growth §
Improved
network across other leaders in the organisation (and other organisations)
and stronger trust in each other This
should create the following in their environment, both short and long-term: §
More resilience
and ability to deal with change, ambiguity and uncertainty §
Quicker and more
genuine acceptance of changes being implemented §
More
cross-functional collaboration and empowerment §
Quicker
cross-functional communication §
More
consistency in approach to change across the organisation §
Greater trust
in the leaders of the organisation and fewer people having to be involved in
decisions because they trust each other more The
bottom line impacts could look something like: §
Faster and more
effective change programmes and therefore lower costs §
Lower turnover of
leaders who would otherwise leave because of the uncertainty of the change §
Quicker and
more effective delivery of the benefits of any change §
Less need for
repetitive communication activity because of lower resistance to change §
Less rework and
repeating the making of key decisions. : |
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