Change is a constant for today’s managers, yet leading people through uncertainty remains one of the toughest challenges they face. This practical one-day programme equips managers with the confidence, tools and language to lead change effectively, while maintaining performance, engagement and wellbeing. Participants gain a clear understanding of why people resist change and how to respond constructively, using proven models such as the Change Curve, SCARF and Bridges’ Transition Model.
The programme places strong emphasis on communicating change with confidence and credibility. Managers learn how to handle difficult conversations, respond to emotional and rational resistance, and build trust even when answers are incomplete. It tackles common pitfalls such as silence, mixed messages and toxic optimism, helping participants communicate with empathy without losing authority.
Through real-world scenarios and practical discussion, participants also learn how to sustain performance during transition, spot early signs of burnout or disengagement, and balance empathy with accountability. The day concludes with a focus on influencing upwards and across the organisation, enabling managers to represent their teams’ concerns constructively and support successful change delivery.
Learning Outcomes
- Understand why people resist change and how to respond constructively
- Translate organisational change into clear, plans for their teams
- Communicate change with confidence, empathy and credibility
- Maintain performance, engagement and wellbeing during uncertainty
- Influence upwards and sideways to support successful change delivery
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Welcome & Context Setting
- Introductions and change check-in: “What change are you currently leading?”
- What do we mean by change and current challenges for learners
- Group discussion: Why change succeeds or fails in organisations
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Understanding the Human Response to Change
- The Change Curve
- SCARF model (Status, Certainty, Autonomy, Relatedness, Fairness)
- System 1 & System 2 thinking: why people react emotionally before rationally
- Spotting emotional vs rational resistance
- Normalising reactions without reinforcing negativity
- Responding with empathy without losing authority
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Break
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The Manager’s Role in Change
- Managers versus leaders
- Openness, trust and transparency
- Common challenges and their impact
- Case study to set up the afternoon sessions
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Lunch
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Communicating Change with Confidence & Credibility
- Building trust and credibility during uncertainty
- Cialdini principles: authority, consistency and social proof in change
- The cost of silence and “toxic optimism”
- Structuring and handling difficult change conversations
- Saying “I don’t know” confidently
- Role modelling positive behaviour authentically
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Break
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Maintaining Performance & Engagement During Change
- Performance dips during transition (Bridges’ Transition Model)
- Psychological safety and discretionary effort
- Setting short-term priorities during uncertainty
- Balancing empathy with accountability
- Spotting burnout and disengagement early
- Attitude versus ability and managing both
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Influencing Upwards & Across the Organisation
- Influencing without authority
- Managing stakeholder expectations during change
- Escalating issues constructively
- Feeding team concerns upwards without “complaining”
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Action Planning & Close
Review learning outcomes, Q&A, evaluation and next steps.
- Public Sector : £525 +VAT
- Private Sector : £595+VAT
- Voluntary Sector : £460+VAT
