Regardless of company or industry, most employees tend to respond to change in the same way: with reluctance and trepidation. Often, we don’t even know why we respond the way we do; we just notice ourselves becoming resistant to change, despite the obvious potential for growth and development.
By understanding these issues and with the knowledge of how people are likely to react, we are able to effectively train leaders to implement change.
Our people leaders have been able to immediately translate their new understanding into their daily work and feel equipped to be able to confidently lead through the next period of change. The common language and understanding is invaluable. STAR and ANTs would appear to be a new most commonly used terms within the organisation.
Her lecture was very much on the personal, whether in the management line or employee. This too is refreshing again, I think a lot of literature talks about ‘management’ in a unitarist way – operating as part of the machinery. This from my experience is most definitely not the case in any level of management.
– Audience members at Guest Lecture, Human Resource Strategies, University of Sydney