Create Positive Change

Change!!! 

The Ultimate Test of a Leader!

The ability to create positive change is the true test of leadership. Being able to turn around an entire organisation or large department takes even greater leadership skill. To be able to encourage people going in the right direction is easy!! But very few can make the changes necessary to turn around a group of people who are headed in the wrong direction.

                                               “Your Life does not get better by chance. Your life gets better by CHANGE!! Jim Rohn

Change the leader, change the organization.

Everything rises and falls on leadership! However, I have found that it’s not easy to change leaders. In fact, I’ve discovered that leaders resist change as much as followers do. The result? Unchanged leaders equals unchanged organizations. People do what people see.

Niccolo Machiavelli said, “There is nothing more difficult to take in hand, more perilous to conduct or more uncertain in its success, than to take the lead in the introduction of a new order of things.” The first order of things to be changed is me, the leader. After I consider how hard it is to change myself, then I will understand the challenge of trying to change others. This is the ultimate test of leadership.

Our Create Positive Change Programme will unpack:

  • Why do people resist change
  • Understand the phases of a Change Process
  • Create a RoadMap to Implement Change processes Effectively
  • Get the Coaching Guide to Understand the Necessary Questions you can Ask to Inspire Change
  • Strategies that Leaders can implement to take teams through change effectively.
  • Keep Eyes to the Future
  • Develop and Agility Mindset

We Know this:

Leaders venture out. Those who lead others to greatness seek and accept challenge. For example, pioneer leaders  confronted their traditional organizational cultures with some radical new ideas, ideas that enabled them to reinvent their organizations. Every single personal-best leadership case we collected involved some kind of challenge. Not one person said he or she achieved a personal best by keeping things the same. Leaders create positive change  by searching for opportunities and by experimenting, taking risks, and learning from mistakes. 

Leaders are pioneers—they are willing to step out into the unknown. The work of leaders is change, and the status quo is unacceptable to them. They search for opportunities to innovate, grow, and improve. But leaders need not always be the creators or originators. In fact, it’s just as likely that they’re not. Sometimes a dramatic external event thrusts an organization into a radically new condition. Therefore, leaders must remain open to receiving ideas from anyone and anywhere. The leader’s primary contribution is in recognizing and supporting good ideas and being willing to challenge the system to get new products, processes, services, and systems adopted. 

Curriculum

  • WEEK 1 

    Learn about your ability to inspire change. Ten years ago if someone were to tell you that you would have all this information about yourself public for the world to read, see and hear, you would have said they were crazy. Now look at where we are, we are so much more comfortable living more public lives, we build communities, share, communicate, collaborate, access information, and shape our personal experiences. All these new behaviors are cascading over organizations which is forcing us to make changes.

  • WEEK 2

    According to Gallup’s employee engagement survey engaged employees produce better business outcomes (based on a composite of financial, customer, retention, safety, quality, shrinkage and absenteeism metrics) than other employees do, across industries, company sizes and nationalities, and in good economic times and bad. How do we improve Employee engagement?

  • WEEK 3 

    Once the leader has personally changed and discerned the difference between novel change and needed change, then that leader must become a change agent. In this world of discontinuities and rapid change, the leader must be out in front to encourage change and growth and to show the way to bring it about. He must first understand the two important requisites to bringing about change: knowing the technical requirements of the change, and understanding the attitude and motivational demands for bringing it about

  • WEEK 4 

    Regardless of his state in the present, the negative thinker finds disappointment in the future. The epitaph on a negative person’s headstone should read, “I expected this.

  • WEEK 5 

    It is helpful to remember that change can be seen as either revolutionary (something totally different from what has been) or evolutionary (a refinement of what has been). It is usually easier to present change as a simple refinement of “the way we’ve been doing it” rather than something big, new, and completely different.

  • WEEK 6 

       Learn the coaching style necessary to implement effective change.

  • WEEK 7

    Human behavior studies show that people do not basically resist change; they resist “being changed.” This section will emphasize how to create an atmosphere that will encourage others to be changed. Unless people are changed, change will not happen. The first statement of this chapter read, “Change the leader, change the organization.” Now we will start with the leader and develop a strategy for the organization.

Program Options

 We have 2 Options

Online Self Paced

This option allows you to sign up anytime and work through the learning material at your own pace.The Program is video based. You will be prompted to dig deeper about change, however there is now Facilitator Interaction or support.

Online Programme Via Zoom, Teams, Hangouts

This is a structured learning program that can be facilitated with a group of leaders from the same organisation you can attend our open invitation for individuals from across various organisations and industries. The Session will include, A cached a facilitated session:

  • 90 Minute Session weekly with a Leadership Performance Coach
  • WorkBooks for weekly sessions with coaching guide
  • Group Sessions for organisational teams

     

Faculty

Ms Elaine Jacob is currently a Leadership Teacher and Coach at MIT Sloan Managment School and at the Leadership Academy and has been instrumental in the arena of Human Capital Development for more than 15 years across the world.She also holds a Masters in Industrial and Organisational Psychology and experience in the International Development that include: USAID, DIFD, Care International and AUSAid. Her work included the development of innovative food security, and water sanitation solutions for rural development. Her experience also includes capacity building programmes for Civil Society Organisations on the Continent-countries include: Malawi, Kenya, Mozambique and South Africa.