PRITCHETT’s unique “Train-the-Trainer” option allows your own trainers to deliver Business As UnUsual change management workshops within your organization. Your trainers will be comprehensively instructed, coached, and certified by one of PRITCHETT's master facilitators. Our program becomes a permanent part of your training curriculum, enabling you to deliver content whenever and wherever necessary.
Attend a company-specific on-site Business As UnUsual: Change Essentials leader workshop conducted by a PRITCHETT master-certified facilitator.
Part 1—Change: The Way It Is
Recognize the realities of change—in your organization, in your market, and in the world
This is how I see it – the way we see change isn’t always aligned with the way it is
The myths and realities around change
The business case for change – a tool to use interactively with your team to rationalize why we are changing
The challenges and opportunities – and what I am doing to deal with/capitalize on these
Part 2—Change Hits...
Understand the impact of change, both personally and organizationally
Impact of Change – a tool to “take the temperature” regarding the impact of change on 15 different areas
The predictable ways that individuals respond to change
The predictable ways that teams/organizations respond to change
The three stages we all go through (endings, exploration, new beginnings) – but not all at the same time
Diagnostic and best practices to help myself and help others in each of the three stages
Part 3—Be a Change Agent
Identify and strengthen personal change competencie
Being a role-model Change Agent – 9 characteristics that I need to be role-modeling
Increasing my personal change competencies – a self assessment on for competencies (Flexibility, Innovativeness, Risk Tolerance, Stress Tolerance), with information on implications and actions to increase “comfort zone”
Taking the temperature of my Change Leadership – a self-assessment on 15 aspects of change leadership, with an additional team assessment option, and handbook guidelines from Firing Up Commitment During Organizational Change
Part 4—Action Tools
Learn how to use a practical set of tools for navigating change for yourself and your team
Why is extra communication necessary?
The People Communication Process – four target outcomes (Awareness, Understanding, Commitment, Appropriate Action) – it is not just about 1-way emails and presentations, it’s about connecting, listening, interacting
Rule of 8’s – “tough” communications need repeated and consistent words and actions
Align words and actions – it needs consistent messages and actions, more frequent communication and walk-around/being with people, and more space for dialog and listening
Staggered Experiences – people at the different stages of the change process need different communication content – Informative for Endings, Supportive for Exploration, and Inspirational for New Beginnings; communication needs to be aligned to the recipient
My Change Story – the power of personal stories – a template to develop your own story
Non-verbal communications – the different impact of words, tone, and non-verbal
Communications best practices – a set of leadership communication guidelines
Drive Performance & Productivity
The Impact of Distraction/Lost Productivity
Productivity coaching points – some good practices for minimizing distraction
Priority Audit – define the new priorities and communicate these frequently
Control the Controllables – diverting energy away from the things that waste our emotional energy toward the actual things we can do about the situation
Engineer Early Wins – don’t wait until the end of the project, embed a winning spirit throughout the journey
Active and Passive Resistance
Different responses people have to change – Design, Default, Defiance
The Source of Resistance (not knowing, not able, not willing, not believing)
Source of Resistance diagnostic and practices to effectively deal with each
Retain Key Players & Re-Engage the Team
The risk of losing key people
This section is about what each leader can do on a day-to-day basis to minimize the changes of losing a key person – it is NOT about company/HR retention policies
Know your key people – what determines a “key person”
Know what motivates each of them individually
Best practices for re-recruiting key players
Guidelines for conducting “stay” conversations
Re-recruit yourself first
Summary of program content and key messages
Teamwork during change – what are you going to share with your team?
Detailed walk-through of the Business As UnUsual leader workshop with emphasis on how to deliver the messages, how to conduct the exercises, and how to appropriately utilize the tools.
At the end of this day, specific sections will be assigned by the master facilitator to the facilitator candidate(s). Evening study will be necessary to prepare for the following day teach-backs.
Evening preparation and study.
The master facilitator will answer any questions that may have cropped up during the previous evening.
The facilitators will teach-back their assigned sections. The master facilitator will provide feedback, critiques, and potential insights to incorporate in the delivery to improve the overall effectiveness of the workshop.
This interactive day is meant to instruct and answer questions in order to produce the best possible delivery resource for the company.
The day will conclude with follow-up discussion about techniques to appropriately adjust the timing of sections and exercises to maximize the impact within the organization