Leading The Emotional Dimensions Of Change
18 November 2008
Trinity House, Trinity Square, Tower Hill, London, EC3N 4DH
Winning the battle for ‘hearts and minds' is critical to the success of any change programme, yet many business leaders fail to understand and manage the emotional dimensions of change. With academic input, case studies from O2 and Royal & SunAlliance, and experiential breakout sessions, this workshop identified and examined the strategies, processes and techniques that can transform employees into enthusiastic advocates for change.
Driving major organisational change is a critical challenge for many CRF members. Performance and market drivers usually dominate leadership thinking. What about winning the battle for ‘hearts and minds', which will determine whether change embeds and delivers over time? Failure to understand and manage the emotional dimensions of change is the Achilles heel that undermines strategic intent. Conversely, creating enthusiastic advocates for change - rather than resistors or passive acceptors - will dramatically improve the chances of success and, thence, the resilience and trust to permit further change. This workshop identified
the stages of people transitions when dealing with change, and the common emotions associated with each phasewhat senior leaders can do to help themselves, enabling them to deal authentically with their people and build their own resiliencedifferent organisational strategies, both rational and appreciative - examining how well these enable people to engage with and adapt to changetechniques that can win commitment and build confidence.The workshop included academic input, case studies and experiential breakout sessions, with thinking being stimulated in advance by a CRF Research Briefing.
Case studies from O2 and Royal & SunAlliance featured businesses in contrasting sectors with different cultures tackling different challenges - one growth, the other contraction. We examined the change strategies pursued, and how their leaders shaped an environment that recognised and harnessed people's emotions.
Dr Susan David is Research Associate at Yale University, and a much respected provider of coaching, training and consulting services in the areas of appreciative inquiry, engagement, emotional intelligence, positive psychology, and high performance leadership.
We would like to thank Sheppard Moscow for their sponsorship of this event. Sheppard Moscow works on the relationships between individuals, teams and organisations and consults to companies responding to business challenges throughout the world