Assess the current state of change communication planning against a structured set of criteria rather than impressions.
Building Communication Plans That Support Major Change Initiatives
A practical programme in change communication planning for professionals who are accountable for results, not just awareness.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The hardest part of change communication planning is rarely deciding — it is holding the decision when it becomes unpopular. When this area of organisational leadership is unclear, people default to protecting their own function. The course covers this part of organisational leadership at the level of detail needed to act, and stops there. They gain the ability to sequence improvements to change communication planning in an order their organisation can absorb. Mature organisations treat this strand of organisational leadership as a standing capability rather than a project that finishes. It is pitched for practitioners with responsibility for the organisational leadership discipline, not for observers of it. Each session closes with a decision the participant must justify about change communication planning in their own setting. The version of this aspect of organisational leadership described in the manual and the version practised on the floor tend to diverge over time. The closing exercise tests whether the participant's plan for the practice within organisational leadership survives a hostile question.
Expected Learning Outcomes
Develop successors capable of running change communication planning without you.
Establish what evidence would demonstrate that change communication planning is under control.
Reduce avoidable variation in how change communication planning is carried out across teams.
Hold difficult conversations about change communication planning early, while they are still small.
Build coalitions across functions to make change communication planning stick.
Build the trust that makes candid feedback about change communication planning possible.
Who Should Attend
Project and programme managers whose delivery depends on change communication planning.
Newly promoted managers taking on change communication planning for the first time.
Human resources partners advising leaders on change communication planning.
Team leaders responsible for daily delivery of change communication planning.
Team leaders and supervisors who put change communication planning into practice day to day.
Board members and non-executives overseeing change communication planning.
Course Modules
Change communication planning: the conversations that decide the outcome
2 sessions · 8 pointsSession 1The decisions in change communication planning that cannot be delegated
- Build the internal briefing that explains change communication planning to those affected.
- Check whether incentives anywhere reward behaviour that undermines change communication planning.
- Assess the workload change communication planning adds and what you will remove to make room.
- State the outcome expected from change communication planning in a single sentence anyone can repeat.
Session 2The paperwork for change communication planning that is actually needed
- Ask the team what they think is wrong with the plan for change communication planning.
- Benchmark the organisation's change communication planning against comparable operations.
- Compare the cost of change communication planning with the cost of its absence.
- Write down the reasoning behind your position on change communication planning.
Change communication planning: delegation, trust and accountability
2 sessions · 8 pointsSession 1What your team concludes from how you handle change communication planning
- Confirm that contractual obligations around change communication planning are understood.
- Test whether the team can explain change communication planning in their own words.
- Test the procedure for change communication planning against a realistic scenario.
- Confirm that the people affected by change communication planning heard it from you first.
Session 2Recovering after a visible mistake on change communication planning
- Estimate the resource change communication planning requires to run as designed.
- Identify the data already collected that bears on change communication planning.
- Agree what will be standardised in change communication planning and what will not.
- Identify which function can quietly block change communication planning and address it directly.
Change communication planning: building the bench and letting go
2 sessions · 8 pointsSession 1Comparing change communication planning with recognised practice
- Rehearse the briefing on change communication planning that would follow an incident.
- Confirm that reporting on change communication planning reaches the people who can act.
- Give one piece of specific feedback on change communication planning within the week.
- Set the review point at which change communication planning will be reconsidered.
Session 2Saying the thing about change communication planning that nobody wants to say
- Decide what you will delegate on change communication planning and what you will not, and say why.
- Establish who is informed, consulted and accountable in change communication planning.
- Identify your successor for change communication planning and the gap they need to close.
- Identify where judgement in change communication planning is legitimate and where it is not.
Change communication planning: performance, standards and consistency
2 sessions · 8 pointsSession 1Moving change communication planning through people who do not report to you
- Decide the point at which you would escalate change communication planning.
- Prepare the summary of change communication planning that senior management will read.
- Check that records of change communication planning answer the questions likely to be asked.
- Plan the sequence in which improvements to change communication planning will be introduced.
Session 2Reading the room before proposing change communication planning
- Set the decision rights on change communication planning: who decides, who is consulted, who is told.
- Anticipate the objections change communication planning will raise and prepare the answers.
- Name the person accountable for each part of change communication planning, not the committee.
- Agree the standard on change communication planning and confirm it applies to everyone.
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
We will contact you within one business day to confirm.