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Building Change Capability for Managers

Building Change Capability for Managers

55mIntermediate2020-08-19

Authors

Claudine Peet

Claudine Peet

Founder of IT Explained, LTD

Course details

Change isn't automatically adopted and sustained. It takes a concerted effort to achieve the expected benefits. As a manager, it's your role to make change lasting and successful. This course explains the roles and responsibilities of managers in delivering and embedding successful change in a corporate landscape. Discover the skills you need hone as a leader of change, from creative thinking to influencing and engaging others. Find how to effectively plan for change and ensure business continuity by collaborating with individual project managers. Then learn how to manage people during the change, including dealing with resistance and providing emotional support and motivation. Instructor Claudine Peet also helps you define and adjust performance targets and reinforce change throughout the transition. By the end of the course, you should have the skills and knowledge you need to create a legacy of long-lasting, positive change at your organization.

Topics include:
Skills and responsibilities for effective change management
Creating a business continuity plan
Managing resistance and conflict
Motivating people
Managing performance during change
Supporting the transition

Skills covered

Organizational LeadershipLeadership and ManagementOne-Off

Concepts

0. Introduction

  • 01 - Managing change
  • 02 - Why managers need change capability skills

1. Skills and Responsibilities

  • 03 - Change managers skills for change projects
  • 04 - Leadership principles for effective change delivery
  • 05 - Adapting leadership styles when delivering change
  • 06 - Creative thinking skills for change managers
  • 07 - Influencing and engagement skills for change managers

2. Planning Change

  • 08 - Effect of the learning dip when delivering change
  • 09 - Assessing learning needs for change projects
  • 10 - Planning business continuity during change

3. Managing Emotional Response

  • 11 - Managing resistance in change projects
  • 12 - Dealing with conflict when delivering change
  • 13 - Providing emotional support during change projects
  • 14 - Motivating people during change projects

4. Performance Management

  • 15 - Reinforcing and embedding changes
  • 16 - Supporting transition of change projects
  • 17 - Managing benefits realization for change projects
  • 18 - Providing support for change managers

Conclusion

  • 19 - What's next

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