Change Leadership

Programme Overview

The terms change management and change leadership are often used interchangeably, however, there is a distinct difference between the two; change management, refers to a set of management tools, processes or structures intended to keep any change effort under control. The goal of change management is often to minimize the distractions and impacts of the change. Change leadership, on the other hand, provides vision, drives change, creating and maintaining urgency and energy, and is enabled by the 'soft' leadership skills that drive large-scale transformation.

Within the role of most managers both change management and change leadership have their place — and this programme will explore that while change must be well managed, it also requires effective leadership to be successfully introduced and sustained.

The key packages of behaviours and actions involved in change leadership are often described as charismatic and instrumental (Kotter). These attributes will be explored and unpacked, with the development of the skills needed to enact these back in the workplace. Charismatic leadership is personalised leadership, underpinned by strong interpersonal skills. It is crucial for envisaging, empowering and energising followers. The key elements of instrumental leadership are organisational design and control and reward systems which produce conditions that result in the desired behaviours.

The programme will be flexed to suit middle to senior managers as appropriate to the learner group.
 

Programme Objectives

Participants will learn to:

  1. To understand the difference between change management and change leadership
  2. To understand and learn skills and techniques in charismatic and instrumental change leadership, specifically those associated with:
    • Challenging the status quo and creating a 'readiness for change'
    • Inspiring a shared vision and personally communicating the future direction
    • Creating and sharing a vision for the change, that colleagues, project partners and employees find emotionally compelling
    • Communicating clearly the role colleagues, project partners and employees have in achieving the end goal
    • Influencing and engaging internally and externally and at different levels of the project to build acceptance and energy behind the change
    • Enabling others to act: by energising, empowering, building and maintaining teams through high levels of emotional intelligence
    • The use of rewards and recognition to gain support; recognising short-term gains or success stories to emphasise recognition of the new behaviours
    • Having the courage and conviction to take decisive action in identifying and addressing resistance
    • Enacting the new behaviours in deeds as well as in words; personally demonstrating management involvement and commitment
    • Influencing and getting buy-in from senior managers to ensure commitment to change
       

Programme Outcomes

Participants will be able to:

  • Understand the differences between change management and change leadership, and be able to apply them both in different change contexts back in the workplace
  • Create and communicate a clear vision for change and create readiness and energy around the change
  • Through high level interpersonal and communications skills, give direct reports emotionally compelling and satisfying work that is clearly linked to the end goal
  • Have the conviction and confidence to 'walk the talk' demonstrating and modelling desired behaviours
  • Have the courage to tackle difficult situations clearly, compassionately and decisively
  • Influence effectively — upwards, downwards, across — both internally and externally
     

Programme Structure

The programme runs for 2 block days based at CfLP offices in Cockermouth, with 2 days follow-on work back in the workplace. The programme is organised in two parts as summarised below:

Part 1: Knowledge transfer and skills development

Based at our training facility in Cockermouth, the participants will learn concepts and know-how around change leadership and have the opportunity to put into practice newly learnt change leadership skills and behaviours. The process will involve group based discussion, pair work and reflecting on real life practice in the workplace.

Part 2: Leader shadowing

Leaders learn most through observation and so this programme will also involve an element of shadowing a peer in another part of the organisation or in an external non-competing organisation. Shadowing allows individual leaders to identify the areas of their leadership 'practice' they most want help with and to engage in a process of two way feedback on the areas identified with another leader. Shadowing has been enormously successful as a tool for personal growth and development, building confidence, as well as, generating some lightbulb moments in terms of powerful feedback received.

In essence, shadowing involves leaders working at the same level but in different parts of a project, organisation or industry sector to: observe each other's leadership practice in action; give and receive feedback on their leadership styles; share best practice in project leadership and management; and enable the spread of innovation and ideas across boundaries.

A reading list will be provided for follow-on reading.
 

Assessment / Accreditation

Programme can be accredited by ILM and CMI.
 

Price

Prices vary depending on the number of delegates and the location. Please contact us for more information.
 

To Find Out More

For more information regarding our customised solutions please contact al.wilson@cforlp.org.uk or phone 01900 824 822.

 
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