The continuing low success rate (current research says about 60% fail) of workplace change is a motivator for our work. Despite the apparently poor prognosis, leading change well is absolutely possible and can be as liberating as it is rewarding. However, it is important to understand the underlying push back and resistance to change we see every day in workplaces.

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.

Making changes to technology, systems, locations, teams, budgets or even behaviours can be fraught with frustration and resistance. In turn this can lead to morale decline, reduced productivity, missed deadlines, time and budget blow-outs. Even positive change can make employees feel anxious and uncertain.

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.

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Change is an inevitable part of life and yet even positive change can be met with resistance. Whether we are getting wrinkles, starting a new job, getting married or leaving an unhappy relationship – we tend to respond to change in much the same way. According to research from the field of neuroscience, any change, big or small, will trigger an emotional reaction in our brains. In other words, our first response is emotional. Given the collection of diverse individuals that make up an organisation it’s no wonder workplace change has a low success rate!

The key for leaders is to understand how our brains process and respond to change. Once we begin to understand why people behave the way they do, then we can develop strategies, skills and motivating behaviours that lead people towards commitment and engagement with change. And change leadership is not only about the people we lead. It is fundamentally about leaders themselves, who they are and what they bring to and model in the leadership role.
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Our programs and services are based on the latest neuroscience research, change management studies and extensive practical experience. Using result-orientated methods, we work with your executives, managers and team leaders to equip them with knowledge of how the brain responds to change. We examine the role of habits, fears, histories, relationships, trust and anxiety during times of change and explore the impact emotions have on the behaviours of themselves and others.

Your leaders will develop change leadership skills and resilience to enable organisations to quickly and successfully change the way they work whenever necessary. They will learn optimal ways to engage, inspire and motivate others to adopt a change mindset. They will understand how to get buy-in and deliver better outcomes and bottom line results. They will also improve their ability to deal with employees, colleagues, peers, managers and customers when under pressure.
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