Leadership and Management

Measuring Organisational Change Readiness and Closing Preparedness Gaps

A concise, decision-focused programme covering change readiness assessment end to end.

  • 5training days
  • 4modules
  • 8sessions
  • 32topics
View packages and pricesCourse outline
Measuring Organisational Change Readiness and Closing Preparedness Gaps
5days

About the programme

Course Overview

The hardest part of change readiness assessment is rarely deciding — it is holding the decision when it becomes unpopular. Managers are promoted for competence and then judged on the organisational leadership capability, which nobody trained them for. Plans for this area of organisational leadership often fail at the handover point between functions. Practitioner evidence points the same way: change readiness assessment improves fastest where responsibility for it is named and owned. The programme is built to be used, and every section of the practice within organisational leadership it covers ends in something applicable. The programme builds the judgement to know which parts of this area of organisational leadership to standardise and which to leave flexible. It is written for people who have to make change readiness assessment work with the resources they already have. Participants test their assumptions about the organisational leadership discipline against scenarios designed to break weak ones. The final session converts the week's work on the practice within organisational leadership into commitments with owners and dates.

Expected Learning Outcomes

  • Make decisions on change readiness assessment at the right speed for the risk involved.

  • Build the trust that makes candid feedback about change readiness assessment possible.

  • Judge when to escalate change readiness assessment and when to absorb it.

  • Assess the current state of change readiness assessment against a structured set of criteria rather than impressions.

  • Set the minimum documentation for change readiness assessment that is genuinely necessary, and stop there.

  • Translate policy on change readiness assessment into procedures that hold up under day-to-day pressure.

  • Manage the emotional load change readiness assessment places on you and on the team.

Who Should Attend

  • High-potential staff being prepared for wider responsibility for change readiness assessment.

  • Department heads and senior managers accountable for change readiness assessment.

  • Team leaders responsible for daily delivery of change readiness assessment.

  • Executives leading multi-function programmes involving change readiness assessment.

  • Compliance and governance staff whose remit includes change readiness assessment.

  • Managers with direct responsibility for change readiness assessment within the management team.

Course Modules

Open any module to see its sessions and topics.

01

Change readiness assessment: measuring whether leadership actually changed anything

2 sessions · 8 points

Session 1Deciding on change readiness assessment when the information will never be complete

  • Estimate the resource change readiness assessment requires to run as designed.
  • Set the decision rights on change readiness assessment: who decides, who is consulted, who is told.
  • Establish who is informed, consulted and accountable in change readiness assessment.
  • Set the review point at which change readiness assessment will be reconsidered.

Session 2The decisions in change readiness assessment that cannot be delegated

  • Name a single owner for each element of change readiness assessment.
  • Ask the team what they think is wrong with the plan for change readiness assessment.
  • Confirm that reporting on change readiness assessment reaches the people who can act.
  • Identify the data already collected that bears on change readiness assessment.
02

Change readiness assessment: setting direction people can act on

2 sessions · 8 points

Session 1Getting other functions to support change readiness assessment

  • Test whether the team can explain change readiness assessment in their own words.
  • Agree the standard on change readiness assessment and confirm it applies to everyone.
  • Identify the conversation about change readiness assessment you have been postponing, and schedule it.
  • Build the competence framework that supports change readiness assessment.

Session 2Building someone who can run change readiness assessment without you

  • Check that records of change readiness assessment answer the questions likely to be asked.
  • Close out actions on change readiness assessment rather than leaving them open indefinitely.
  • Arrange the handover of change readiness assessment so capability survives staff changes.
  • Write down the assumptions underpinning the approach to change readiness assessment.
03

Change readiness assessment: conflict, politics and informal power

2 sessions · 8 points

Session 1Moving change readiness assessment through people who do not report to you

  • Agree the indicators that will show whether change readiness assessment is improving.
  • Identify which function can quietly block change readiness assessment and address it directly.
  • Name the person accountable for each part of change readiness assessment, not the committee.
  • Confirm that the people affected by change readiness assessment heard it from you first.

Session 2Making change readiness assessment work when resources are constrained

  • Collect evidence on the present handling of change readiness assessment before proposing changes.
  • Assess the workload change readiness assessment adds and what you will remove to make room.
  • Decide the point at which you would escalate change readiness assessment.
  • Plan the sequence in which improvements to change readiness assessment will be introduced.
04

Change readiness assessment: influence across functions you do not control

2 sessions · 8 points

Session 1Saying the thing about change readiness assessment that nobody wants to say

  • Remove steps in change readiness assessment that add effort without adding assurance.
  • Draft the minimum viable leadership plan for change readiness assessment.
  • Check whether incentives anywhere reward behaviour that undermines change readiness assessment.
  • Prepare how you will respond when change readiness assessment is challenged publicly.

Session 2The meeting that finally unblocks change readiness assessment

  • State the outcome expected from change readiness assessment in a single sentence anyone can repeat.
  • Establish what evidence demonstrates change readiness assessment is under control.
  • Recognise publicly one person whose work on change readiness assessment went unnoticed.
  • Write down the reasoning behind your position on change readiness assessment.

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.

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