Sequencing a change, doing the stakeholder work early, and communicating well when the change is real and the resistance to it is sincere.
Resistance to change is usually sincere and often well informed, which is why treating it as a communications problem fails. This covers sequencing, doing the stakeholder work early, and leading honestly when the change is real and genuinely costly to some of the people in the room.
How people and organisations respond to real change.
Planning and pacing the steps of a change effort.
Mapping, engaging, and managing stakeholders through change.
Communicating consistently and credibly during change.
Understanding and addressing sincere resistance to change.
Embedding change so it holds after the initial push.
Leaders and senior managers responsible for leading organisational change and transformation.
Management responsibility for a team or function.
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