Leading Change

In today's fast-paced, global business environment, external forces—technology, regulations, mergers, the economy— are forcing companies to change their business practices to stay competitive. Their ability to "shift gears" and minimize the impact of change is key to ensuring they cross the finish line ahead of competitors.

This course focuses on leaders' crucial role in initiating change in the workplace. Leaders learn how to introduce a change initiative and lead discussions with employees to explore how best to implement the changes. They also learn to help others overcome their resistance to change. These skills enhance a leader's ability to minimize the potentially negative effects of change on morale, processes, and productivity.

Do you face any of these issues?

  • Do leaders know how to involve others in the change process to increase their receptivity to change?
  • Can leaders conduct effective change discussions, and minimize the potentially negative impact of change on morale and productivity?

Course Objectives:

Helps leaders:

  • Understand the importance of commitment to and ownership of change for themselves and others.
  • Effectively introduce change, explore change, and overcome people's resistance to change.
  • Minimize the negative impact, on individuals, work groups, and the organization, of not adapting to change.
  • Sustain an environment that embraces change and celebrates successes.

Primary Competency Developed

  • Facilitating Change

Secondary Competencies Developed

  • Gaining Commitment
  • Leading Through Vision and Values

Course Content:

  • In the Fast Lane—Introduction: An activity reveals how leaders feel when they are introducing change and the disorientation others experience in response to change. The Leading Change Activity Board introduces a car racing analogy and leaders discuss the external forces that drive change. Teams discuss the business strategies that are driving change initiatives in their work groups.
  • Start Your Engines—Phases of Change: Leaders learn the three phases of change—disorientation, reorientation, and integration. They identify the phase that applies to their teams' situation and the change-related behaviors. Leaders learn what they can do to prepare to introduce change to their work groups.
  • Green Flag!—Introducing and Exploring Change: Leaders discuss three types of change discussions—introducing change, exploring change, and overcoming people's resistance to change. They review the use of Interaction Process skills to conduct change discussions.
  • Learners use a Discussion Planner to analyze a model of a leader introducing and exploring change, and they provide feedback on the leader's skills.
  • Taking Control—Skill Practice: Learners prepare and practice a discussion to introduce and explore their own change situation.
    Handling the Curves—Overcoming Resistance to Change: An activity helps leaders identify the signs of resistance to change. A model and two skill practices focus on overcoming peoples resistance to change.
  • Running at Full Throttle—Organizational Success Factors: Learners review organizational success factors and identify best practices they can use to help others adapt to change. Team members develop a strategy to sustain enthusiasm for implementing a change.
  • The Checkered Flag—Workshop Close: Leaders apply the concepts learned in the course to create a strategy for leading a change.


  • A positive model shows a task force leader introducing and exploring a major change with the group.
  • In a positive model, a team leader meets with a work group member to discuss the individuals resistance to a cross-training initiative.
  • A positive model shows a unit leader meeting with the staff to discuss a change in the scheduling procedure.

Who Should Attend:

  • Informal leaders
  • Frontline leaders through mid-level managers.