Change Management: Leading Change People Will Actually Follow

By the end

What you'll build

• Diagnose readiness for a change using five evidence-based questions before making any announcement.
• Build a cost ledger naming what each affected group pays in money, time, status, competence, relationship or certainty.
• Separate the technical change from the human transition, and name what specifically ends for each group in their own units.
• Map stakeholders by influence over others' behaviour and by personal loss, and choose the right first move for each quadrant.
• Choose honestly between telling, consulting and co-designing, and apply the three-question test that distinguishes real consultation from theatre.
• Write and deliver a case for change that survives being repeated accurately by a tired, unconvinced manager.
• Design a pilot with written questions, non-volunteer users, realistic support and stopping rules decided in advance.
• Sequence a rollout in waves with a published date on which the old way stops being available.
• Protect people through the performance dip using a published prediction, named load reductions, a temporary measurement change and a written stopping rule.
• Measure adoption on a five-rung ladder rather than counting announcements, and make the new way the default so it survives your attention moving on.

The shape of it

How this course works