A basic introduction to coaching skills, Teams learn not to be judgmental, that you must avoid telling others what to do and that the coach is not the expert but more of a guide and counselor who needs to be able to listen, empathies and encourage.
DURATION: 3+ HOURS
NO. OF PAX: 6 -15
OBJECTIVES: Communication, Decision Making, Shared mission (purpose) and vision, Alignment
+2011-1836 -1836
COURSE OBJECTIVES
To effectively implement a team positioned for success, leaders must select members who display a high degree of skill in six key elements: Commitment, contribution, communication, cooperation, conflict management, and connection.
The team must represent all of the needed functional groups and roles necessary to manage the change initiative. By formalizing the team and providing funding and other resources, it sends a message of accountability and responsibility, and illustrates the investment the organization has made in the change.
BUILDING SUPPORT
Effective communications are essential for building support throughout the organization.
EFFECTIVE COMMUNICATIONS
Whoever communicates with people impacted by a change must have a clear understanding of the overall nature of the change, its reasons, and how it aligns with the vision for the organization. He or she must understand the risks of not changing, the timing for the change, and what people will be most impacted by the change.
Communications options are many, including email, presentations, postings on the organization’s intranet, flyers and circulars, banners, online or phone conferences, and special social events.
Beforehand, communicators should identify and segment audience groups, craft messages appropriate for each audience, and determine the most effective packaging, timing, and methods for communicating.
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Executive sponsorship
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Coaching by managers and supervisors
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Ready access to business information
BUILDING THE TEAM
WELCOME TO OUR
CHANGE MANAGEMENT COURSE OUTLINE
Change is a constant in many of our lives. All around us, technologies, processes, people, ideas, and methods often change, affecting the way we perform daily tasks and live our lives. This workshop will give any leader tools to implement changes more smoothly and to have those changes better accepted. This workshop will also give all participants an understanding of how change is implemented and some tools for managing their reactions to change.
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List the steps necessary for preparing a change strategy and building support for the change
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Describe the WIFM – the individual motivators for change
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Use needed components to develop a change management and communications plans, and to list implementation strategies
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Employ strategies for gathering data, addressing concerns and issues, evaluating options and adapting a change direction
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Utilize methods for leading change project status meetings, celebrating a successful change implementation, and sharing the results and benefits
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Describe the four states of Appreciative Inquiry, its purposes, and sample uses in case studies
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Use strategies for aligning people with a change, appealing to emotions and facts
PLENTY OF FACTS
A fact is something that is demonstrated to exist, or known to have existed. As opposed to the “people” component, emotion, facts are straightforward, and necessary to measure progress. As a change management project shifts into the launch or in-process stage, the change management team must make sure that measurement is ongoing. Two types of measurements are described below.
