Why You Should Attend the Session

Change is no longer occasional—it is part of everyday business. New technology, competition, customer expectations, regulations, reorganizations, and changing business strategies require organizations to continually adapt.

But announcing change is easy. Getting employees to embrace it is the real challenge.

This practical webinar will help managers understand why people resist change and how to turn resistance into acceptance and acceptance into commitment.

You’ll learn how to communicate the “why” behind change, address employee concerns, work with skeptics and nay-sayers, and help your team adapt while maintaining productivity and engagement.

If you manage people, lead teams, or are responsible for implementing change, you’ll gain practical strategies you can use immediately.

Webinar Objective

This webinar will give managers and supervisors practical tools to lead employees through organizational change.

You will learn how to:

• Understand why people resist change.
• Recognize different forms of resistance.
• Communicate the need for change effectively.
• Help employees understand “what’s in it for me.”
• Deal with skeptics, foot-draggers, and nay-sayers.
• Build commitment rather than simple compliance.
• Reduce fear and uncertainty.
• Give employees the support and tools they need to adapt.
• Recognize and manage your own resistance to change.
• Apply the Pain Management Model of Change to guide employees through transition.

Overview

Change is easy to announce. Getting people to embrace it is another matter.

Managers are often caught between leadership demanding change and employees asking, “Why do we have to change?”

This dynamic and practical webinar with Larry Johnson provides managers with strategies for handling the human side of change without losing productivity, morale, or commitment.

You’ll learn why employees resist change, how to identify the concerns behind resistance, and how to communicate change in a way that builds understanding and support.

The session introduces the Pain Management Model of Change®, a practical framework for helping employees move through the transition process.

You’ll also learn how to deal with skeptics, complainers, foot-draggers, and nay-sayers—and how to manage your own reactions to change as a leader.

This is not simply a discussion about change management. It is a practical guide to helping real people navigate real change.

Areas Covered / Highlights

Why People Resist Change

• Understanding why people naturally resist change.
• Why familiar situations can feel safer.
• The emotional side of organizational change.
• Fear, uncertainty, and perceived loss.
• Recognizing that resistance can be managed.

Helping Employees Understand the “Why”

• Explaining why change is necessary.
• Connecting change to business and employee benefits.
• Communicating difficult changes effectively.
• Avoiding communication mistakes that increase resistance.

The Pain Management Model of Change

• Understanding the Pain Management Model of Change.
• Using the model to manage resistance.
• Identifying where employees are in the change process.
• Understanding what employees need at different stages.
• Turning uncertainty into forward movement.

Dealing With Foot-Draggers and Nay-Sayers

• Identifying different types of resistance.
• Understanding the concerns behind objections.
• Responding effectively to skepticism.
• Dealing with chronic complainers.
• Getting reluctant employees involved.
• Knowing when to listen, persuade, and hold people accountable.

Creating Commitment to Change

• Understanding compliance versus commitment.
• Helping employees take ownership.
• Giving people a role in the transition.
• Building confidence and competence.
• Reinforcing positive behaviors.
• Turning early adopters into change champions.

Giving Employees the Tools to Change

• Providing training and resources.
• Setting clear expectations.
• Breaking major changes into manageable steps.
• Supporting employees during transition.
• Creating opportunities for questions and feedback.
• Maintaining productivity during change.

Managing Your Own Resistance

• Recognizing your own reactions to change.
• Understanding how your attitude affects your team.
• Avoiding mixed messages.
• Modeling the behavior you expect.
• Becoming a confident and credible change leader.

Leading Change Without Losing Your People

• Maintaining trust during uncertainty.
• Keeping communication open.
• Protecting morale and engagement.
• Preventing resistance from becoming negativity.
• Balancing accountability with support.
• Helping teams emerge from change stronger.

Who will benefit

• Managers
• Supervisors
• Team Leaders
• Department Managers
• Operations Managers
• General Managers
• Regional Managers
• Division Managers
• Project Managers
• Program Managers
• Frontline Leaders
• Middle Managers
• Department Heads
• Directors
• Executive Directors
• HR Managers
• Human Resources Directors
• Organizational Development Managers
• Learning & Development Managers
• Training Managers
• Change Management Professionals
• Project Management Professionals
• Operations Directors
• Senior Managers
• Vice Presidents