Through the restructure
Leadership and culture in structural change.
Two and a half hours on leading through a restructure: merger syndrome and transition, TUPE essentials, political and managerial top teams, holding people through adversity and building adaptability.
- Level
- Focus
- Learning time
- 2 hours 30 minutes
- Where
- Leading people
- Price
- £69
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
Chief officers, senior managers and elected members leading reorganisation in councils and public bodies
Overview
Reorganisation tests every relationship in a public body, not least the one between political and managerial leaders. This Focus comes from the Immerse Change that sticks and starts with people and identity: Mirvis and Marks's merger syndrome, William Bridges on endings, the neutral zone and new beginnings, and the essentials of TUPE. It then turns to top teams, drawing on Inside Top Teams, Heifetz's adaptive challenges and Dr. Jonathan Huish's research in Rhondda Cynon Taf, with the Top Team Development Approach and its ten behaviours. It finishes on Edmondson's psychological safety, Heifetz's holding environment, Project Aristotle and Natalie Fratto's adaptability quotient.
Aims
Its purpose is to help leaders lead people through transition as well as structure: recognising merger syndrome early, forming a political and managerial top team before pressure peaks, and judging when to turn the heat up or down so that people stay whole through reorganisation.
In summary, you will be able to:
- Identify signs of merger syndrome and use Bridges' transition model to support people through endings, the neutral zone and new beginnings.
- Plan early top team formation using the Top Team Development Approach and its ten behaviours, including the political and managerial relationship.
- Use the holding environment to regulate pressure, turning the heat up or down so your team stays productive through adversity.
What you'll develop
Through this Focus course, you will build the ability to:
- Identify the signs of merger syndrome and the leadership responses that reduce it.
- Explain why the political and managerial top teams must work as one, and the distinct roles of members, officers and statutory officers.
- Explain Edmondson's definition of psychological safety and describe how a leader's response to the first piece of bad news builds or destroys it.
- Distinguish adaptability from resilience and explain why neither can substitute for the other.
- Apply Bridges' distinction between change and transition, including naming endings and supporting people through the neutral zone.
- Use the three-ball juggling image to assess whether a top team is attending to vision, stakeholder interests and helping people adapt.
- Use Heifetz's holding environment to judge when to turn the heat up or down during adaptive change.
- Identify the four observable behaviours of the adaptability quotient and plan one practical step for each in your own work.
Built from 2 parts.
2 hours 30 minutes of learning.
- 01Keeping people with youCulture and leadership in structural changeBitesize · Leading through Reorganisation, Mergers and Shared Services2 modules
- 02Holding others through hard timesLeading teams through adversity and changeBitesize · Resilience, Wellbeing and Adaptability2 modules