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In-Person

Leading Organizational Change

Produce change

Handle change well and win; handle it poorly and fail. In an environment of perpetual change, the enemy of great change leadership is good change management. Discover the leadership attributes, behaviors that drive change, and the tools to plan and implement change well.

About

No company would brag about its status quo and sameness compared to when it began. But, change imposed is often change opposed. One of the most critical leadership challenges is leading organizational change. Any organization can move forward with small incremental changes, but building for the future in today's rapidly evolving environment means making bold changes.

This workshop introduces leaders to organizational life cycles, Kotter's 8 steps of organizational change, a positive framework for change, a tool for keeping a pulse on what matters most during major organizational change.

Who should attend?

  • Leaders and managers curious about how to lead positive changes in organizations.

  • Leaders and managers who are skeptical of the ability to create positive organizational change.

Why you want to learn it?

Every business is vulnerable to threats. But too few businesses and leaders stop to consider the possibility of becoming irrelevant. Harnessing the potential of company growth takes well-equipped leaders. 


"If you believe that training is expensive, it is because you do not know what ignorance costs." Leboeuf

Well-equipped leadership makes a difference. Here is how:

 

  • Team Performance: Several research studies have investigated the connection between the leader and business performance. Studies have demonstrated that effective leadership improves follower performance and promotes higher business results, follower job satisfaction, and follower organizational commitment.

  • Innovation and Creativity: Evidence suggests that leadership is essential for driving innovation in a company. A study involving over 400 executives from 48 companies connected strategy and innovation performance directly with good leadership habits.

  • Trust and Change: Studies have demonstrated that the level of trust in leadership directly correlates to employee retention, organizational commitment, and support for organizational change. Furthermore, when executives build trust, evidence suggests that organizational change readiness increases.

  • Internal Communication & Relationships: Words shape worlds. Studies have revealed that influential leaders enhance two-way communication, creativity, collaboration, job attitudes, and organizational commitment.

  • Leadership Transitions: Leadership transitions, whether successful or not, are costly. Evidence suggests that, on average, 35% of internally promoted executives fail, and direct reports spend 10-20% of their time helping a new leader transition. Successful leadership transitions increase company revenue, have 13% lower attrition rates, and are 90% more likely to achieve long-term performance goals. Leadership development is a leadership transition acceleration tool.

Want to personalize or bring Leading Organizational Change training to your business?

Schedule

US $275

Date & Time (EDT)

Sorry, there are no upcoming dates scheduled for this location at this time. Please contact us to ask about upcoming dates! 

Location

Railside Golf Club - Alder Room

2500 76th St. SW
Byron Center, MI 49315

Language

English

Terms and Conditiions

Here is our cancellation and refund policy.

More Details

Lunch is included in the registration price.

Questions? Interested in training your team of 10 or more? Fill out our contact form to get started.

Objectives

At the completion of this workshop, participants will be able to:

  1. Explain the essential leadership attributes and behaviors during change

  2. Articulate the steps of Kotter's organizational change process

  3. Articulate the steps of the Appreciative Inquiry

  4. Utilize the ADKAR model to measure change progress and lead change

How it will help you

A common perception is that most changes in the workplace fail. Mckinsey and Company surveyed over 1,500 executives on their perceptions of change and concluded that most changes fail because only a third of the executives in the study indicated that changes were completely or mostly successful. 


No matter your perception of change, the reality of a fast-moving economy and complex business environment makes the "change problem" increasingly difficult. Change is complex, whether broad or incremental. 


Like running a successful marathon, the work begins well before the first steps of the race and before the visible aspects of a change take place. If organizations move too quickly or out of order, they get into trouble, leading to faulty decisions and wasted efforts.

FAQs

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