Change Management and Leadership

Resistance is feedback, not an obstacle. Seven decisions on taking people through a change instead of pushing it onto them.

Most change is announced, not led — the decision arrives finished, the why is thin, and the pushback gets read as people being difficult. It usually isn't. The reason under the resistance is information you need, and overriding it buries the one thing that would have made the change hold.

You run a change through a floor that has seen changes come and go. Seven times you choose between the move that gets compliance today and the move that gets the new way to settle — and watch what each does to whether it sticks.

You will practice:

• Preparing people for a change before it lands — giving the real why, and surfacing what pulls for it and against it
• Reading resistance as feedback, finding the real reason under the pushback instead of overriding it
• Communicating through the change — clear, honest and two-way, enough to steer by without drowning people
• Supporting and involving people through it, and helping the new way settle in