After setting the context of the constant waves of change impacting individuals and organizations, whether driven by technology, reorganizations, or market changes, we will look at the implications of that and what options you have.

Assuming you decide to embrace change, that means that individuals and organizations need to be able to learn new skills as quickly as possible. But how do you do that?

We will explore the three key steps to learning a new skill, or improving something you are already doing. The framework underpinning this has been developed from reviewing the practical experiences of your instructor in transforming herself in the sporting world of triathlon from a low-grade amateur to podium at the World Championships.

To put it concisely, if you want to learn and improve, you need to care enough about it, you’ve got to take some action, and you need to measure what happened as a result of your action. The same steps apply to teams.

We will then look at how you build on that learning process to make it a habit and increase your capacity for change. We each have preferred ways of learning, and we will review what works and doesn’t work for you, to help you hone your ability to learn how to learn. This is a skill in itself and will improve with practice.

Creating an environment that feels safe for people to experiment and develop new skills is crucial to success. We will also cover typical blocks to the learning process and strategies to overcome them.

Finally, we will pull all the elements together and go through how to apply the approaches to your actual change project.

Your Instructor will share examples of all these steps in action from her experiences in triathlon and decades in business from start-ups to multinational corporations, covering changes such as implementing new systems, instigating culture change programs, and post-acquisition integration.

Areas Covered

Discover how to:

Course Level - Intermediate

Who Should Attend

CEOs, COOs, VP of Human Resources, Chief Learning Officers, Directors, Project Managers, Change Managers, Operation Managers, and Supervisors, Team Leaders, Staff Managers and Supervisors, individual contributors, and technical professionals.

Why Should You Attend

People often want things to stay the same and fear change. However, as Einstein said, “Insanity is doing the same thing over and over again and expecting different results.”

Like it or not, change is a given these days, whether driven by technology, reorganizations, or market changes.

You have a choice: embrace it or resist it and run the risk of having it drag you screaming into the future – which might involve you looking for a new job.

Assuming you decide to embrace it, success is still not guaranteed: research by the likes of McKinsey & Company and Harvard Business Review has found that 70% of change initiatives fail.

If change is too rapid and too big, things break down. Ever suffered from initiative overload? The Havard Business Review article “Too Many Projects” by Rose Hollister and Michael D. Watkins (HBR Sept-Oct 2018), outlines the potential consequences: “Overload can result in costly productivity and quality problems and employee burnout.”

If you want to achieve the right balance – and develop the “change muscle” in yourself, your teams, and your organization, this session is for you. We’ll cover the three steps to building skills, how to develop this framework to increase your capacity for change, and then how to apply it.

A 100% success rate to change is unrealistic, however, you can work to increase your chances of success. The more people are used to change, the more able they will be to adapt and respond, and more importantly, drive change themselves.

Topic Background

Change is a given these days. That means that individuals and organizations need to be able to learn new skills as quickly as possible. But how do you do that? And how do you develop that to increase your capacity for change?

The session takes the Instructor’s learning from transforming herself in the sporting world of triathlon from a low-grade amateur to podium at the World Championships and shows how the lessons can be applied to business.

The approach is applicable to any organization or individual facing change whether driven by technology, reorganizations, or market changes.