Assign clear ownership for each element of middle management change resistance across the functions involved.
Addressing Change Resistance Among Middle Management
A senior-level treatment of middle management change resistance, focused on what changes outcomes.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Teams read what their leaders tolerate on middle management change resistance far more accurately than what their leaders announce. When change resistance is unclear, people default to protecting their own function. Plans for the organisational leadership discipline often fail at the handover point between functions. The content is relevant to those who own middle management change resistance and to those who are held accountable for its results. The teaching approach is deliberately practical: participants build a leadership plan for the organisational leadership capability as they go. Benchmarking exercises repeatedly place change resistance among the areas with the widest performance spread. This programme builds middle management change resistance from first principles, without padding and without omitting what matters. The programme builds the judgement to know which parts of change resistance to standardise and which to leave flexible. The course ends by identifying what the participant will stop doing to make this area of organisational leadership sustainable.
Expected Learning Outcomes
Set standards on change resistance and apply them consistently regardless of who is involved.
Read the informal dynamics that determine whether middle management change resistance actually moves.
Delegate responsibility for change resistance without losing sight of the outcome.
Recognise early indicators that middle management change resistance is drifting away from its intended design.
Communicate the reasoning behind change resistance, not only the conclusion.
Anticipate the objections that middle management change resistance will attract internally and answer them in advance.
Who Should Attend
Anyone whose accountability for middle management change resistance exceeds their current formal training in it.
Human resources partners advising leaders on change resistance.
Managers of geographically distributed teams handling middle management change resistance.
Founders and owner-managers formalising change resistance as the organisation grows.
Newly promoted managers taking on middle management change resistance for the first time.
Procurement and contracting staff whose agreements set obligations around change resistance.
Course Modules
Middle management change resistance: conflict, politics and informal power
2 sessions · 8 pointsSession 1The meeting that finally unblocks middle management change resistance
- Identify your successor for middle management change resistance and the gap they need to close.
- Confirm that the people affected by change resistance heard it from you first.
- Build the internal briefing that explains middle management change resistance to those affected.
- Confirm that those complying with change resistance understand why it exists.
Session 2Building someone who can run change resistance without you
- Agree the indicators that will show whether middle management change resistance is improving.
- Decide the point at which you would escalate change resistance.
- Decide what you will delegate on middle management change resistance and what you will not, and say why.
- Agree the smallest change to change resistance that would be visibly useful.
Change resistance: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Testing change resistance before relying on it
- Identify which function can quietly block middle management change resistance and address it directly.
- Check whether incentives anywhere reward behaviour that undermines change resistance.
- Confirm that contractual obligations around middle management change resistance are understood.
- Name the person accountable for each part of change resistance, not the committee.
Session 2Holding the line on change resistance when it costs you
- Recognise publicly one person whose work on middle management change resistance went unnoticed.
- Assign responsibility for keeping documentation of change resistance current.
- Record the rationale for each significant choice made about middle management change resistance.
- State the outcome expected from change resistance in a single sentence anyone can repeat.
Change resistance: building the bench and letting go
2 sessions · 8 pointsSession 1Applying the standard on change resistance to your best performer
- Set the decision rights on middle management change resistance: who decides, who is consulted, who is told.
- Assess the workload change resistance adds and what you will remove to make room.
- Decide what will be stopped to create capacity for middle management change resistance.
- Close out actions on change resistance rather than leaving them open indefinitely.
Session 2Where middle management change resistance typically breaks, and why
- Set the review point at which middle management change resistance will be reconsidered.
- Rehearse the briefing on change resistance that would follow an incident.
- Plan the sequence in which improvements to middle management change resistance will be introduced.
- Establish who is informed, consulted and accountable in change resistance.
Change resistance: delegation, trust and accountability
2 sessions · 8 pointsSession 1Who answers for change resistance, and to whom
- Identify the conversation about middle management change resistance you have been postponing, and schedule it.
- Set out how exceptions to change resistance are requested and approved.
- Ask the team what they think is wrong with the plan for middle management change resistance.
- Verify six months later that changes to change resistance have held.
Session 2Delegating change resistance without abandoning it
- Estimate the resource middle management change resistance requires to run as designed.
- Test whether the team can explain change resistance in their own words.
- Set escalation thresholds for middle management change resistance that work out of hours.
- Prepare how you will respond when change resistance is challenged publicly.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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