In-house trainingLeading Through Change

Leading Through Change: Bring Your People With You

Participants learn to explain a change, handle resistance and keep the team performing through restructures, new systems and new targets. They leave with a five-minute change explanation, a communication plan and a list of early wins.

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Leading Through Change course cover
Key Outcomes
Explain the change
e.g., why now, what changes, what does not, and what you need from the team
Communicate more than feels necessary
e.g., the same message in a briefing, a message and a one-to-one
Handle resistance by listening first
e.g., ask "What worries you most about this?" and note the answer
Create early wins and keep performing
e.g., one visible improvement within the first few weeks

Why teams need this

Change is often announced by email, then people hear rumours. Managers are caught between leadership and their team, and productivity dips. Kotter's research on more than 100 companies found that failures often start with leaders who under-communicate: in one example, the vision made up just 0.0001% of the company's yearly communication.

Kotter's eight errors
From "Leading Change: Why Transformation Efforts Fail" (HBR, 1995): not establishing urgency, no guiding coalition, lacking a vision, under-communicating the vision, not removing obstacles, not creating short-term wins, declaring victory too soon, and not anchoring change in the culture. Participants audit a real change against all eight.
A caution on statistics
The claim that "70% of change fails" is widely repeated. Hughes (Journal of Change Management, 2011) concludes "there is no valid and reliable empirical evidence to support such a narrative". The course does not use it to scare people.
Malaysian context
Asialink notes "Malaysia is a group-oriented culture" and that it is important to "consult all people in a room". Participants plan how to bring respected seniors and informal leaders into a change early. This is an inference from a general guide.
Group work and role-play
Teams write a communication plan for a sample restructure. Then they role-play a team briefing where an employee asks, "Will I lose my job?", practising an honest answer and when to refer to HR or the legal team.

Exercises use your real changes, such as a restructure, system rollout or new targets.

HRDC/HRDF training that builds confidence and drives growth.

Tell us what your team is facing. We will come back with a plan built around it.

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