{"id":59,"date":"2016-07-18T03:13:51","date_gmt":"2016-07-18T03:13:51","guid":{"rendered":"https:\/\/www.hartlg.com\/?post_type=avada_portfolio&p=59"},"modified":"2021-10-26T21:16:34","modified_gmt":"2021-10-26T21:16:34","slug":"big-data","status":"publish","type":"avada_portfolio","link":"https:\/\/www.hartlg.com\/?avada_portfolio=big-data","title":{"rendered":"Leading Change"},"content":{"rendered":"

Leading Change<\/h2>\n<\/div>

OUR LEADERSHIP FORUMS BUILD CHANGE MANAGEMENT SKILLS<\/p>\n<\/div>

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The Need<\/h3>\n<\/div>
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A pro-active Vice President of a national media company decided to upgrade his leadership team\u2019s change management skills.<\/p>\n

He could see big changes ahead that would affect department budgets, long standing work practices, and hierarchies. He wanted to make sure that his leadership team was prepared to effectively communicate the changes and handle the reactions of staff members, who sometimes resist changes, especially when they don’t understand it.<\/p>\n

Another of the VP\u2019s concerns: rapid change makes cooperation between department heads more important than ever. And that\u2019s something they could stand to improve.<\/p>\n<\/div>

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    resistance to change from staff<\/p>\n<\/div><\/li>

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    improve the way leaders communicate change<\/p>\n<\/div><\/li>

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    reduce cross-departmental misunderstandings<\/p>\n<\/div><\/li>

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    offer tools that will remember and use<\/p>\n<\/div><\/li>

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    must be inclusive design process<\/p>\n<\/div><\/li>

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    must be engaging and fun, not boring<\/p>\n<\/div><\/li><\/ul><\/div><\/div>

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    Our Solution<\/h3>\n<\/div>
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    Our Needs Assessment included confidential conversations with every member of the leadership team. The situations they recounted helped us design a custom program with relevant Guided Improv\u2122 scenarios to practice crucial communications skills.<\/p>\n

    In two sessions we introduced several key communications tools. Talk3i\u2122 and 4MPATH\u2122 help bring insights and planning to the \u201cnecessary conversations\u201d surrounding change. The group practiced using these and other tools in Guided Improv\u2122 scenes, and had fun doing it. The \u201claugh and learn\u201d approach\u201d was enthusiastically embraced!<\/p>\n

    We called these sessions \u201cforums\u201d because \u2013\u2013 in addition to learning new skills \u2013\u2013 these leaders needed to listen to, and learn from each other. In a safe and respectful learning space, they bonded as they shared stories about their own change challenges.<\/p>\n<\/div>

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      Confidential, all-inclusive Needs Assessment<\/p>\n<\/div><\/li>

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      easily remembered “tools you can use”<\/p>\n<\/div><\/li>

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      crucial role of feedback in change dynamics<\/p>\n<\/div><\/li>

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      practice challenging conversations<\/p>\n<\/div><\/li>

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      safe space for relationship building<\/p>\n<\/div><\/li><\/ul><\/div><\/div>

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      The Outcome<\/h3>\n<\/div>
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      The Vice President said that the Forums had a \u201ctransformative effect\u201d that went beyond the tools and training. \u201cThey actually got to know each other in a way I hadn\u2019t thought possible.\u201d<\/p>\n

      Today these leaders are using what they\u2019ve learned to skillfully navigate the turbulent waters of change.<\/p>\n<\/div><\/div><\/div>

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