Keeping the team on course
Management through change.
A half day on managing through change: what motivates people, the classic change models, how teams develop, the conversations managers avoid, and what the modern manager does.
- Level
- Explore
- Learning time
- 4 hours
- Where
- Managing well
- Price
- £129
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Team leaders and managers keeping people and performance on course while the organisation changes around them
Overview
Change is an event, but transition is what people live through, and managers carry both. This half day begins with what motivates people, through Maslow, Herzberg, Vroom and Daniel Pink, including what a manager can still offer when certainty is off the table. It then covers Lewin, the change curve, Bridges and Kotter's eight steps, how groups become teams through Tuckman and Lencioni, and the critical conversations of feedback, coaching and conflict. It closes with the modern manager: the organisational operating system, boss or leader, the essential skills, and applied cases including a council going through change.
Aims
The aim is to develop managers who keep people motivated, teams working and performance on track through a period of change. It is for team leaders and managers who want practical models they can use on a Monday morning, and the confidence to hold the conversations that change makes necessary.
In summary, you will be able to:
- Use the theories of motivation to diagnose what is happening in your own team, and what you can still offer when certainty is off the table.
- Distinguish change from transition and use Lewin, the change curve, Bridges and Kotter to plan how you will carry people through it.
- Build a team through its stages of development, give feedback, coach and handle conflict with care, and bring it together as a modern manager.
What you'll develop
Across this Explore, you will develop the ability to:
- Explain how Maslow, Herzberg and Vroom each identify a different mechanism behind motivation, and use them to diagnose a specific motivation problem.
- Explain the difference between change and transition, and describe how Lewin, the change curve and Bridges each account for what people go through.
- Distinguish a group from a team using Katzenbach and Smith's conditions, and judge whether the work in front of you actually needs a team.
- Give specific, caring and direct feedback using Situation, Behaviour, Impact and Radical Candor, and explain why the feedback sandwich undermines both criticism and praise.
- Describe the difference between an operating system built for predictability and one built for adaptability, and identify which inherited rules in your own organisation are worth challenging.
Built from 5 modules.
4 hours of learning.
- 01Motivating and Engaging TeamsManagement49 min
- 02Managing Change and TransitionManagement53 min
- 03Managing Teams: Dynamics, Development and PerformanceManagement47 min
- 04Critical Conversations: Feedback, Coaching and ConflictManagement49 min
- 05The Modern Manager: Context, Practice and Applied Case StudiesManagement49 min
