Re-Energising a Stalled Change Campaign training

Course Overview

It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change

Charles Darwin

The most human characteristic is resistance to change

Sir John Harvey Jones

This is a specialist training course for the people who are either leading of playing a significant part in or are in the midst of a change programme that has either stalled or is not delivering the anticipated results. If this is you then you are not alone. Research suggests that over 85% of change projects or programmes fail to realise the objectives agreed at the outset. Change projects are rife with problems. These are some of the most common causes:

Insufficiently compelling reason to change. Those that are impacted by the change whose commitment and action is required for the change to be successful are insufficiently inspired and/or active in making change happen
Insufficient active commitment from the leader or leaders of the organisation to make the decisions necessary to deliver the change
Insufficient, inadequate and inappropriate communication to all those involved to ensure those affected by the change are kept up-to-date with progress or lack of
Those charged with delivering the change agenda have insufficient resources (time, budget, people) and the right skill set to deliver the change
The obstacles to change that have been highlighted as priority risks are not handled. This includes key stakeholders who actively or passively block progress
Scepticism breeds when, despite the efforts at the outset, results are not forthcoming
Despite early success the programme becomes too ambitious and unwieldy
The changes fail to become embedded as business as usual via procedures, induction/training programmes and communication

Throughout the day the participants are invited to diagnose the root causes of the stalled campaign and consider the actions they will need to take in order to reenergise people and create the momentum necessary for change to happen. This course is focused on the people side of change i.e. deciding what has to happen to engage, enthuse and enrol people into a change campaign and once they are engaged keep them there! Time is set aside towards the conclusion of the day to consolidate their thoughts and plan the next steps.

CPD Value 5.5 Hours

Course Locations

Re-Energising a Stalled Change Campaign London
Re-Energising a Stalled Change Campaign Manchester
Re-Energising a Stalled Change Campaign Nottingham
Re-Energising a Stalled Change Campaign Birmingham
Re-Energising a Stalled Change Campaign Bristol
Re-Energising a Stalled Change Campaign Edinburgh
Re-Energising a Stalled Change Campaign Leeds

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Strategic Planning
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Managing Change
Managing Conflict

This course qualifies for Continuous Professional Development hours. Learn more about CPD

Timetable

9:30 - 10:00 Introduction and objectives. Participants reveal the change campaign they are involved in and the challenges they face.

10:00 - 10:30 Introduction to the 10-step change campaign diagnostic - this is used by the participants to identify and clarify the primary reasons why the campaign has stalled

The 10 steps are as follows:

•1. The organisation has significant pain and a compelling reason to change

•2. Bring a powerful coalition together who will drive the change agenda

•3. Create a compelling vision that inspires people

•4. Develop a comprehensive, practical, understandable and flexible plan and route map with key milestones

•5. Communicate, communicate, communicate!

•6. Equip the leaders with the change agent's toolkit

•7. Generate and celebrate a series of small wins

•8. Confront resistance and ‘change the people or change the people'

•9. Sustain momentum by taking on bigger challenges

•10. Embed the changes until they become habits

10:30 - 10:45 Break

10: 45 - 11:30 10 steps continued

11:30 - 12:00 What this means? The comprehensive diagnostic will reveal the action s required by the change leaders/team to reenergize the campaign. The period up to lunch will be used to define how the remainder of the course will be conducted and what topics and tools will be covered.

Use will be made of a simple risk analysis matrix to define potential courses of action.

12:00 - 12:45 Lunch

12:45 - 15: 30 Commonly used change tools : These will be introduced to the participants based on the diagnosis carried out in the morning.

Tools include:

Pinpointing the people who are blocking the change and deciding what to do

The Peer Review this is proven to be the most powerful tool used to re-energise a stalled campaign

How to design and execute interventions that cause action

A 4-powerful 4-step persuasion model

Stakeholder mapping and management

The competencies of a first-class change agent

(This period will include a 15-minute refreshment break)

15.30 - 16.15 Consolidation of a back-home action plan including how to measure the results and know that the change campaign is back on track

16.15 - 16.30 Summary, final comments and course review

16.30 Close

Benefits

A comprehensive diagnosis of the causes behind the faltering change project or campaign
Detailed analysis resulting in a comprehensive action plan to resurrect the change campaign
Creation of an argument or series of arguments to persuade key stakeholders back at work to reengage with the change campaign
Introduction of a suite of persuasion and change tools designed to re - energise the campaign including
- The 10 steps to delivering a successful change project
- A 4-step model to persuade stakeholders
- Mapping stakeholderved