Overcome Hurdles In Leadership
Refine your communication skills by learning to harness your emotional intelligence with one of the UK's most acclaimed management training courses.
What gets in the way of developing and holding on to new communication skills are old habits of thinking and speaking. Even if the advice is very good the reason why it rarely sticks are the mental habits people inevitably revert to, especially under pressure.
Unlearning those old habits and internalising a more effective and lasting approach to communication needs more than a short course of lectures on how to do it.
What makes this training stand out is the exceptional support through one-to-one coaching sessions and continuous feedback. Changing behaviour is not an easy task as old habits are hard to break.
With a 40-year track record we can help you cultivate practical skills, and build your confidence to so you can successfully navigate real-world challenges, ensuring lasting behavioural improvements.
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"What I love about this course is that I didn't just learn about the topic, this course is about ME. I'm confident I can reliably use my new skills, even when under pressure".
A Project Manager At A Tech Company
"A lesson for life! The power of effective communication is incredible when one masters the skills "listening with empathy" and "speaking assertively"
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Well-known companies who have used this course again and again, over many years
This course on managing resistance is designed to provide you with the knowledge and skills necessary to understand the underlying causes of resistance, effectively communicate and engage with stakeholders, and demonstrate strong leadership and support in order to successfully navigate and manage resistance to change.
You will learn a set of powerful emotional intelligence communication techniques so that you can manage difficult conversations, handle challenging situations, build relationships and set firm boundaries.
The goal of this training is to equip you with the tools they need to build strong, lasting relationships in your professional life, although because these skills are so transferable many clients report vast improvements in their personal relationships as well.
This is a skills development rather than just a theoretical programme, so the emphasis throughout will be on you taking turn after turn, practising your skills, while receiving feedback and coaching about your effect on others.
In your coaching sessions you will be helped to practise dealing with the kinds of situation you find challenging, again and again, until you are confident you can do it successfully.
We'll combine practical, hands-on experience with video replay and analysis and discussion of the principles involved to help you gain both skills and understanding. Special attention is paid to your individual training needs, so you can practise your skills in real-life situations that you have to handle at work.
That's why as well as your place in a small group, this training includes a generous amount of private and confidential one-to-one coaching sessions online, spread over several months, ensuring an exceptional level of support. This will ensure the changes you make are sustained over a longer period of time and any obstacles are overcome. Choose between online training available worldwide, or in-person face-to-face courses in the UK.
For a list of upcoming course dates (for online coaching and face-to-face training), the locations of the next 3-day public courses in the UK and pricing Click here.
This initial coaching session serves as an introduction to the "Skills with People" course, allowing you to understand the course's relevance and effectiveness for your specific needs before committing to it.
Change can be hard. But it's an inevitable part of life both in personal and business environments. Managing resistance to change is a difficult challenge and one that has to be addressed proactively if organisations are going to successfully implement new ideas, processes, technologies, or job roles.
Resistance from employees who fear loss of job security or lack the skills needed can impact productivity and cost companies significantly in terms of time and resources.
On this training course participants will learn how managing resistance to change is essential for organisational transformation by understanding employee objectives, concerns, skillsets, buy-in levels as well as providing ongoing support during the transition period.
Key takeaways from this course include -
A key step in managing resistance to change is understanding why people are resisting change and what techniques can be used to minimise this resistance.
Resistance to change can take many forms and is a natural part of any organisational change process. Resistance involves people, processes or even systems that are unwilling or unable to adapt to new changes within the organisation.
Generally speaking, resistance occurs when someone perceives that they may stand to lose something through the implementation of a new initiative such as power, job security or perhaps even status quo.
On an individual level, resistance can manifest itself in the form of fear of failure/success, lack confidence in one’s abilities and difficulty accepting responsibility for success/failure.
On an organisational level, resistance could stem from cultural norms traditional beliefs surrounding ˜how things have always been done” among other factors such as resource constraints and inadequate communication about the initiative's goal.
Understanding the psychology of change is key to successful organizational transformation.
Change has cognitive and emotional implications for people that can cause them to perceive any kind of change negatively - be it new technology or job roles. If they don’t understand the necessity or purpose behind a proposed change they expect resistance and may feel overwhelmed by its implementation. Rather than push back against it they could become unresponsive and resistant which affects their work adversely.
To reduce resistance each step needs to be implemented carefully with full transparency about the process from start to finish so all involved have a clear understanding why it is taking place.
The importance of communication cannot be understated here. Management teams must clearly articulate goals, listen earnestly when employees voice their concerns about changes being imposed on them, no matter how trivial these appear, and provide ongoing support during each stage throughout implementation should any problems arise at any point along the way.
Additionally co-opting those who display resistance into ownership roles within the project team plays well towards reducing potential pitfalls caused by reluctant participants ensuring buy-in company wide.
One of the most common reasons people resist change is due to psychological factors. These can include loss aversion, preferring to keep a sense of control by sticking with what they know. Fear of the unknown, and cognitive dissonanceoccurs when new information doesn't fit our current knowledge or beliefs. Other times it may be out of lack of trust or confidence in leadership or due to perceived job insecurity or threats to status quo. Poor communication around the purpose and goals for the proposed changes can also create anxiety around transition stress while resistance from individuals involved can arise from fears related to individual values such as personal pride and power within an organisation.
Resistance to change can have enormous costs both financially and in terms of productivity, as it can cause delays in the adoption of new processes and negatively impact company culture.
Slower adoption of new processes can be a direct result of resistance to change. When introducing changes, it's imperative to keep in mind how employees and other individuals involved may react and respond.
In some cases, people may express their reluctance directly or subtly as employees resist change or making the shift towards something unfamiliar or challenging. Overcoming this natural reaction takes communication, support, understanding as well as visible leadership from senior executives that will help get everyone on board with an organisation's vision for the future.
In addition to impacting employee morale and engagement levels negatively, slower adoption of new processes due to resistance can lead to decreased productivity on projects associated with the change initiative.
Resistance might also increase costs since deadlines are not met or goals aren't achieved because people were not quick enough adapting their workflows successfully.
Resistance to change in an organisational context can have a tremendous effect on productivity levels. When employees feel threatened or overwhelmed during times of transition, they may be hesitant to embrace new processes or management structures and put forth their best effort in the workplace.
This can cause projects to take longer than expected and create bottlenecks that will ultimately reduce efficiency across the board. Poor communication is one of the major causes of employee resistance. If plans and objectives are not clearly structured, communicated, and regularly updated accordingly then employees can struggle to stay focused amidst confusing expectations which further slows down progress both inside and outside departments.
It’s essential for managers to emphasise how changes benefit individual workers as well as collective organisations if teams are going to show enthusiasm towards changes instead of apprehension.
Higher costs are a common consequence of resistance to managing change in organisations. Directly, higher costs can take the form of money expended on human and material resources as well as any potential economic loss due to reduced productivity or efficiency during changes.
This includes investments that have gone into ineffective efforts or systems due to low adoption rates associated with unmanaged resistance within an organisation.
Indirectly, employees' morale may be negatively affected by uninformed decision making related to changes being implemented without properly understanding why those changes occurred in the first place. This can lead people down avenues which could have been avoided should there had been better communication between senior leaders and their team members explained properly what the change was for the day to day, how it would benefit them, and what were its implications long-term for the company. Resistance that is left unaddressed can lead employees feeling disconnected from senior leadership decisions. This is ultimately damaging not just professional but also personal relationships throughout an entire business.
Resistance to change within organisations can have a number of negative consequences, but none is more damaging than the potential for it to create a culture of disruption.
Resistance often leads employees who may not be happy with the changes being made to either actively or passively act out against them, which in turn leads to an environment of tension and conflict.
Resistance to change makes it difficult for employers and senior leadership teams to implement new processes during organisational transformation without significant pushback from those that are already comfortable with the status quo.
It also negatively impacts employee morale as many feel like their concerns are not being listened to or addressed in an effective manner. Furthermore they often fear job security as new technology, systems or policies implemented could make some jobs redundant over time.
This worry can lead employees from all levels feeling uncertain about their roles within the company and consequently motivation and productivity plummet significantly.
Techniques for managing resistance to change include communication, involving employees in the planning process and providing training and support as well as addressing concerns and objections.
Transparent and frequent communication is an essential part of managing resistance to change. Resistance can be caused by fear of the unknown and a lack of understanding about why the change is necessary, so it’s important that leaders provide information and opportunities for dialogue.
For example, people should have an open invitation to ask questions or express concerns. They should know how any decisions are going to affect their individual job duties too.
Directly communicating with employees in clear language expressing the vision behind changes offers clear guidance on expectations as well as positive affirmation that such efforts matter.
Having a reliable communication plan which includes updates on progress throughout out any implementation is also critical. It helps ensure everyone involved understands what's changing when it will take effect (e.g., why, what & how).
It may not always easy to manage resistance but with time and effort transparency and effective communication techniques can prove successful at overcoming long-term resistance from employees who might otherwise feel apprehensive towards initiation of new processes or company practices.
Emotionally intelligent leaders are crucial to successful change initiatives. Emotional intelligence allows leaders to understand how people react and feel during a change effort, helping them to manage the emotions involved in a positive way.
By understanding employee resistance and leveraging appropriate communication skills, organisations can minimise hesitation and maximise adoption of change initiatives.
Effective emotional intelligence must involve active listening. This is open-mindedly hearing out concerns with empathy, skilfully asking questions, careful observation of non-verbal cues, and sensitivity to cultural norms.
Leaders should also inspire a spirit of collaboration rather than competition among employees by emphasising openness, fairness, trustworthiness, mutual respect, supportiveness, honesty, recognition for effort & accomplishments as well as shared objectives & goals.
Leaders should strive to provide timely feedback while exhibiting transparency in decision making processes that strengthen clarity within the broader organisation or team.
Storytelling is at important tool utilised by many emotionally intelligent leaders which allow them illustrate the purpose behind new changes without resorting inflated rhetoric but instead providing an inspirational message from a different perspective on why these changes will produce beneficial outcomes for all parties involved.
Successful implementation of emotional intelligence in managing resistance to change often involves involving key stakeholders in conversations about desired outcomes from their perspectives. It also involves recognising that some level of discomfort is normal when initiating process changes, and requires shifts personal adaptability within an staff members job responsibilities.
When managing resistance to change, involving employees in the planning process is one of the most effective methods. This empowers them to take ownership of the changes and lead to a sense of shared responsibility and commitment among staff.
Studies have shown that when this sort of involvement occurs with stakeholders, they are more likely to understand and buy into the organisational vision or objectives.
Allowing employees at different levels of an organisation from frontline workers all the way up to senior management to collaborate on how best to implement change can result in solutions that are tailored more effectively for everyone’s needs.
Engaging people throughout an organisation has been proven time and time again as a strategy for addressing concerns around resistance early on in order ensure smooth implementation upon launch date.
It also helps build trust between various departments which can bolster morale further down the line while bolstering productivity gains associated with any proposed changes.
Training and support systems are essential in managing the resistance that accompanies change. Employee anxiety over a new process or initiative can be greatly reduced by providing clear and meaningful training.
Employees should feel confident that they have the skills to do their job effectively and successfully, regardless of how much each individual resists change.
Training ensures that employees understand why the changes are necessary, where it fits into organisational goals and objectives, how they fit in with other’s roles, what processes need to be followed. This helps create a unified front for adopting the new process/initiative.
By taking actionable steps to address employee concerns such as offering ongoing support (i.e coaching) and guidance throughout the transition period, organisations can cultivate an open dialogue between management who may need external help and personnel who may require greater clarity regarding decision-making about specific changes during this time.
When managing resistance to change, it is important to address any concerns, objections or employee resistance that arises during a change management process. There are some effective techniques and strategies that can be used in order to do this effectively. These include:
Offering incentives and rewards can be an effective way to manage resistance to change. This can create a feeling of positive reinforcement in the workplace, motivate people to contribute towards development, promote collaborationamong employees, and offer opportunities for career growth.
Common types of incentives that organisations provide include bonuses, recognition initiatives such as “Employee of the Month” awards, praising individuals on public forums like newsletters or social media accounts, offering recognition letters from senior leaders with copies forwarded to direct supervisors or department heads.
Incentives also include promotions within existing departments or new job opportunities resulting from changes made within an organisation.
Fostering a culture of resilience and adaptability is key to managing resistance to change. Resilience helps people build the capacity to handle challenging situations while adapting better in times of rapid disruption.
It refers not only to organisational recovery from, but also adaptation before, stressors and disruptions. Leaders can improve resilience in their organisation through knowing how best to foster different types of growth, both tangible and intangible investments such as learning new skills or building stronger relationships within the team which prepare employees for any incoming curveballs.
Creating an environment that encourages honest feedback enables employees to be candid about their potential reactions when facing a difficult situation, allowing leaders time for proactive strategising rather than firefighting during a crisis.
By acknowledging employee concerns about potential job loss due to technological change and addressing them with transparency during company meetings on strategy changes will help alleviate fear-driven resistances that would otherwise manifest later down the line.
Strategies for overcoming resistance to change include building a sense of purpose, identifying key stakeholders, fostering a culture of continuous learning and preparing for pushback in order to ensure the change program is successful.
When it comes to managing resistance to organisational change, building a sense of purpose is key. As leadership moves to initiate change throughout an organisation, employees must be given a clear and concise understanding of the value and importance for the changes proposed.
For example, an organisation may decide on implementing a new software system in order to reduce costs and improve customer service standards. By properly communicating this goal with employees, leaders can help overcome their anxiety and fear surrounding potential job loss or further disruption caused by new technology deployment.
Providing inspiring examples from other organisations that have successfully implemented similar systems can help create belief in the long-term success of such initiatives within your own workforce.
Highlighting how individual roles will fit into the larger picture serves as another way to build trust among staff members and gain their buy-in for upcoming organizational changes.
Knowing who the key stakeholders are in any change initiative is crucial to properly managing resistance. Gathering identifying information and understanding their needs, concerns, motivations, and capabilities can help guide an organization’s strategy for achieving goals in a successful manner.
When possible, involving key stakeholders throughout the process of making changes will also create buy-in from those affected by the change early on. It is important to remember that not everyone supports change propositions equally, therefore it's essential to understand what specifically makes them resistant so you can adjust strategies accordingly. Being willing to make listening, communication, empathy and respect two-way streets amongst key stakeholders often helps significantly reduce resistance levels.
Organisations that build a culture of continuous learning are better positioned to manage resistance to changebecause employees can identify with the rationale for new processes and technologies.
This environment is more conducive to adaptation, as it allows individuals to become comfortable and familiar with the changes they face.
Having regular opportunities for feedback in an organisation enables leaders to measure buy-in levels around organisational changes. This helps gauge how much resistance might be present along the way.
A culture of continuous learning also contributes positively towards employee engagement and job satisfaction the more engaged someone feels at work, the fewer challenges they will have adapting to new approaches.
Research suggests that companies who prioritise ongoing education experience improved performance outcomessuch as increased productivity, higher customer retention rates, and reduced costs per hire.
One of the most important steps in managing resistance to change is preparing for pushback. This means anticipating possible objections, concerns, and questions that will be raised as leadership pursues an organisational transformation.
To prepare for pushback effectively, companies should focus on clearly communicating why they are making changes and involve employees directly in decisions about how those changes will be implemented.
Management teams must also ensure employees feel secure by providing clear information about job security during transitions or offering training opportunities to develop necessary skills needed under the new processes.
Open company meetings where senior leaders actively engage with employees can help foster an environment of trust as well as make them more likely to accept any kind of change presented to them.
Top strategies to overcome resistance to change include listening and communicating, emphasising the benefits of change, getting excited and making it about the team and providing support and resources.
Listening and communicating effectively is essential when it comes to managing resistance to change. Effective communication involves speaking in clear, simple terms, avoiding jargon or abstract concepts. Use emotion and empathy. Offer context to explain changes clearly. Be sensitive to different learning styles. Listening closely for understanding before responding.
As well as informing employees of the reasons for a change, leaders must also create an environment where employees feel able to give constructive feedback and ask questions without fear of reprisal.
Allowing for discussion around any ideas that may arise shows respect and demonstrates trust in those affected by the changes being made. Doing this helps build relationships between departments and teams because it gives everyone a feeling of ownership over their own work and opens up conversations about possible solutions or alternative paths forward.
When implementing change, it is essential to emphasise the benefits of such changes. This can be a powerful tool, both in motivating those who may otherwise resist new processes and in helping to gain employee buy-in for the overall organizational change process.
It is important to communicate with employees why particular initiatives, change programs, or processes are being adopted and how they stand to benefit from them. One way that organisations often demonstrate this is by illustrating tangible rewards for embracing the changes that have been implemented. A common example would be offering team members bonuses for successful adoption rates or improved performance metrics within an organisation as a result of the changes made.
Studies suggest that explicitly communicating potential rewards associated with successfully adopting new strategies increases commitment levels amongst team members due to their recognition of potential what they might gain if they put in extra effort towards making these transitions successful ones.
Laying out clear expectations surrounding actionable steps which cultivate ownership helps align individual’s goals with organisational objectives while simultaneously reinforcing consequential accountability should resistance among personnel persist.
Engaging employees and getting them excited about an upcoming change can be key to effectively managing resistance to any transformation. When investing in the right people, managers can steer an organisation into a successful transition.
As the saying goes "people don’t resist change, they resist being changed”. Employees must feel included in order for them to buy-in and trust leadership's decisions.
To make sure this happens, it is important that teams focus on both talking with their staff on individual levels as well as holding company meetings for all stakeholders involved.
Through realising the importance of its employee base by focusing their efforts onto building team enthusiasm during challenging times, companies are more likely to ensure successful organisational transformations taking place within timely manner.
Providing support and resources to employees during the change process can help increase their confidence and willingness to adopt new processes. Training and other educational resources should be tailored to match everyone's needs, so no one feels left out or ignored when it comes to learning about the changes at hand.
Employees should be given access to any online materials related to the transition in order for them become familiar with all of its facets. Making sure that employees have some sort of tech assistance available at any time is also important. This could come in the form of an internal IT department or as an external partner who can provide remote help with onboarding onto existing systems or downloading new software. These resources will encourage a smoother transition if there are bumps along the way until everyone understands what has changed.
Finally, direct contact from managers during transitions - such as one on one meetings - is key for providing understanding and expectations moving forward.
Measuring the success of change management initiatives can be accomplished by tracking adoption rates, analysing employee feedback, and evaluating impact on business outcomes.
Measuring the success of change management initiatives is essential to ensure organisational progress and continuous improvement. Tracking adoption rates of a new system or process can help evaluate if and how effectively it has been incorporated into established routines.
That’s why monitoring usage metrics, such as daily interaction with a software program, distribution percentages for task completion across various teams, and participation in company meetings related to the implementation are important for determining whether employees have accepted the change initiative or continued working using conventional methods.
It helps provide an insight on what areas need more attention or resources invested to achieve the desired transformation goals quickly leave habitual processes behind confidently move forward with only those intended adjustments that bring positive results.
Analysing employee feedback is an important metric for measuring success in change management as it gives insight into how staff members are feeling about the changes being implemented, and allows organisations to adapt and improve the process of adaption accordingly. Some examples of feedback that could be analysed include:
Tracking changes and their impact on business outcomes is a key factor in assessing the success of a change management initiative. By measuring how successful organisations' efforts to implement new processes, train employees, introduce or replace technology, restructure teams, manage change, and document policies properly have been in achieving desired goals and objectives they can make sure that any investments made during the transition period are worthwhile and valued.
Metrics provide an understanding of the current environment which allows for more effective decision-making when evaluating potential solutions as part of the change process.
These metrics are known as key performance indicators (KPIs) and typically track various organisational components such as customer satisfaction, employee engagement or productivity levels to offer insights into how new initiatives affect operations following their implementation.
Measurement tools such as surveys should be employed alongside KPIs throughout a transition period in order to gain quantitative data concerning successfulness from end users themselves at any given stage during transformation initiatives. These help organisations assess overall adoption rates among staff members and compare them against results obtained from other departments within their organisation so methods used by one area can be replicated across others if necessary.
Resistance to change can be thought of as an individual or groups unwillingness (or active disapproval) related to a proposed business process, policy or organisational shift. It also describes the actions taken by people that are impacted by such changes and feel that their best interests will not be served if the activity goes forward.
People may perceive a lack of understanding regarding why certain changes would affect them in particular ways. Others may fear potential losses incurred as a result of alterations made while still others simply don't like situations when they're presented with uncertainty about outcomes, which is inevitable during periods of transition regardless of its scope & magnitude.
Yes! Cognitive resistance occurs when people challenge implementation strategies on an intellectual level due to inconsistencies in initial planning stages. Behavioural resistance manifests through physical acts such as avoiding participation in key meetings or exhibiting negative reactions when asked contribute ideas/efforts towards making adjustments succeed. External & internal factors influence people's decisions, and can effect whether their willingness to accept proposed modifications.
It takes patience and open lines communication between management and the personnel involved. Include team/stakeholder feedback throughout entire cycle ensure everyone adequately understands opportunities associated with new implementations. Provide regular updates, show success, and all attempts being made reach desired end goals. This sense shared ownership reinforces collective investment.