Change fails on adoption, not on design. Two days that build the adoption muscle, starting from what the change means for each person in the room.
The plan is usually sound. What is missing is the sponsorship discipline, an honest resistance map, and the persistence to run change past the point where the enthusiasm of the launch has worn off. People do not resist change; they resist being changed without a picture of what success looks like for them.
2 days + reinforcement · Face-to-face, applied to a live change initiative · RO / EN
Why change is necessary, both personally and for the organization. What this change actually consists of. The picture of success in twelve months seen from four perspectives: shareholders, customers, employees and your own.
The strategic directions required to reach that picture. What role each person plays in it. Final debrief and commitment.
Digital missions on PROMOTE and manager check-ins after the workshop.
Group coaching on the live change initiative.
Lead people through the dip, not only through the plan that created it.
Hold your own steadiness while the ground moves, so the team can borrow it.
Explain the why before the what, and repeat it well past the point that feels necessary.
Map resistance and work with it, rather than pushing against it.
Adjust the route without abandoning the destination.
Some leaders drain the intelligence of the people around them. Others double it. This journey moves managers deliberately from the first group to the second.
A condensed MasterClass MBA series for senior leadership, business fundamentals, deep business understanding, developing people, and mastering the processes that actually run the company.
Say the thing that moves people, with clarity, presence and a point of view that survives the Q&A.