Understanding change from the inside out so leaders can better support their teams
People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences feelings.
John Kotter (2005)
Despite the enormous financial and human resources invested in major change projects, leaders often overlook the need to understand how people respond to organisational change, what they need from them to be able to accept and support change, and the strengths and weaknesses people bring to the organisation during these periods. As a result, these change programs generally fail to deliver on some, or even all, the desired outcomes.
However, when leaders can recognise the emotional and mental impacts of change on their people and lead accordingly, it’s easier to gain the support and buy-in needed for major changes to be successful.
The Leading Change program shows leaders how to guide their people through major business changes: mergers, layoffs, reduced capacity, restructurings, new business models, and different ways of facing and doing business. This is done not by focusing on the change itself, but by paying attention to the transitional and psychological shifts of the people experiencing the change.
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