Price: $199.00
Successful change leadership is not an easy task. Entire books have been written on the topic. Courses abound on the subject, covering every element of change leadership including fundamentals, facilitation, tools and team management.
At the simplest level, managing change means:
- Having a clear idea of what you want to accomplish
- Identifying stakeholders and communicating with them, and
- Knowing how to manage the varying levels of support and resistance that will inevitably emerge in response to any change.
If your change effort isn't delivering the results you expect, it could be because your practitioners are having problems managing the human side of change.
This course provides practical knowledge of the change process, and gives you tools to help change leaders successfully guide their teams through change. Starting by understanding the complexity of the change and the organization's readiness, this session provides change leaders with the tools to develop a change management strategy.
During this training session you'll:
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Be introduced to the six critical factors necessary for successful and sustainable change. The saying "What you do speaks so loudly, I can't hear what you are saying" sums it up nicely. People commit to a change with their hearts -- not their heads. Effective change leaders must be equipped with the skills and tools to ensure these critical factors are in place throughout the implementation of the change.
- Learn that change happens at the behavioral level. Individuals respond differently to change, so change leaders need to provide support, training and coaching to keep the change effort moving forward without alienating stakeholders. You'll find out how to:
Recognize and reinforce desirable behavior by celebrating small wins
Provide constant feedback on the progress of the change
See how different employees move on the change curve
- Gain fundamental skills for effective communication -- a major tool required of a change leader. A leader's ability to communicate is called upon over and over again while executing the change effort, making it a critical component for success. During this session you'll learn how to be a more effective communicator of change, including:
Understanding individual communication styles and conflict modes
Being able to recognize resistance and know how to overcome it
Using language appropriate to the audience
Course outline
Part 1: Understanding the complexity of your change effort and the organization's readiness for change
Change Complexity
Organizational Scope
Level of Resistance
Change Complexity
Level of Innovation
Cultural Change
Change Readiness Assessment
Scope, nature and complexity of the change
Size, type and amount of change
Organization Change Culture
Leadership style and power distribution
Past Changes
Middle Management Predisposition to change
Change Characteristics Assessment
Recommended sponsor model and team structure
Resource and structure recommendations for the Guiding Coalition
Guiding Coalition roles and responsibilities to create a climate for change
Anticipated resistance points and special steps
Tactics to manage resistance
Part 2: Translating the Results of the Change Readiness Assessment into a Powerful Change Strategy
Six System Factors for Successful and Sustainable Change
Shared Vision
You are Accountable
Stakeholder Involvement
Tools and Skills
Enabling Behavior
Measures and Processes
Understanding and Overcoming Resistance
The Change Process
Diagnosing Resistance
Characteristics of Resistance
Reasons People Resist Change
Strategies to Overcome Resistance
Leveraging Communication - Designing An Effective Communication Strategy
Objectives
Environment
Audiences
Desired Actions and Behaviors
Key Messages
Tone and Manner
Risks / Alternatives
Communication Tactics and Media
Who should order
- Executive leaders
- Managers
- Program or project leaders
- Continuous improvement leaders
- Process improvement team leaders
If you or your employees deal with change, this session is for you. From a kaizen leader working in a specific area of a business to an executive charged with implementing a new global ERP system, the content of this session is relevant and applicable to a wide range of manufacturing managers.
What you receive
You will receive the 4-hour training session on CD-ROM, featuring slides and audio.
Instructors
Wes Waldo
Chief Operating Officer
BMGI
William "Wes" Waldo is a disciplined, organized and highly respected leader. As BMGI’s Chief Operating Officer, he leverages more than 15 years of quality, operations management and process improvement experience as he strives for perfection in BMGI's sales, marketing and internal processes. Wes' appointment as COO follows many years as a Lean master consultant, Lean product manager and nearly two years as practice leader for BMGI’s manufacturing team. A respected authority in his field, he co-authored the manual A Team Leader's Guide to Kaizen Events, and contributed to The Complete Idiot’s Guide to Lean Six Sigma and The Innovator’s Toolkit. Wes enjoys working with a wide variety of organizations from healthcare to high-end technology manufacturing, especially in the development of their strategic planning. He spends much of his time coaching senior leaders on how to align their teams for ultimate success.
Michele Quinn
VP / Senior Engagement Leader
BMGI
Michele Quinn is a skilled engagement leader and Lean Six Sigma Master Consultant with nearly 20 years of experience managing quality initiatives. Her experience encompasses multiple industries including health care, oil and energy, high tech manufacturing, and life sciences. In addition to Michele’s expertise in leading operational and manufacturing change, she is an experienced change agent for transactional processes such as finance, human resources, sales and marketing and supply chain management. Michele’s hands-on style has resulted in her training and personally mentoring upwards of 1,000 executives, Champions, Black Belts, Green Belts and process owners. Prior to joining BMGI, Michele was the Lean Six Sigma deployment leader at Siemens Energy and Automation, where she deployed, launched and sustained a unified Six Sigma initiative for six divisions of the company, saving over $13 million in the first year alone.
