Starbuck Academy · Grow
Leading Change
Help your team through change, day to day
A practical programme for managers and team leaders who help their team through change, from the first announcement to the new way becoming normal. In ten video lessons you learn how to make sense of a change, explain it, involve people, work with resistance, keep the team steady and embed what is new.
Why leading change matters
Senior leaders may decide on a change, but most people make sense of it through their own manager. That puts you at the centre of whether a change settles well or drags on, often while you are adjusting to it yourself. Leading change well is not about having every answer. It rests on a few practical habits: getting clear yourself, explaining honestly, listening, keeping the team steady and following through, and this programme gives you a tool for each.
Who it is for
For managers and team leaders who have a change on the way or already under way, whether it is a new system, a restructure, a move or a new way of working. It suits new managers leading their first significant change and experienced managers who want a steadier, more practical approach.
What you will be able to do
- Explain the difference between change and transition, and your role in both
- Anticipate how each person may experience a change, using the change curve with care
- Make sense of a change yourself and brief your team on the why, the what and what it means for them
- Involve people, keep a concerns log and treat resistance as useful information
- Keep performance and wellbeing steady and build momentum with small wins
- Lead with integrity when you do not fully agree, and embed the change so it lasts
Ten lessons
Your role in change
The difference between change and transition, William Bridges' three phases, and why the manager matters most.
How people experience change
Common reactions, what people may be losing, and using the change curve as a guide rather than a rule.
Making sense of it yourself first
Noticing your own reaction, sorting facts from gaps and guesses, and taking your questions upwards.
Explaining the why, what and so what
Briefing your team on why the change is happening, what is changing and what it means for each person.
Involving people and hearing concerns
Being clear about what is open, listening properly to concerns and closing the loop with a concerns log.
Resistance as information
Recognising loud and quiet resistance, the reasons behind it, and how to hold a curious, private conversation.
Keeping performance and wellbeing steady
Planning for the dip, agreeing priorities, making extra workload visible and noticing who is struggling.
Small wins, momentum and adjusting
Using small wins, regular reviews and a willingness to adjust the plan to keep the change moving.
When you do not fully agree
Raising concerns upwards well and leading a decided change with integrity, without pretending or undermining.
Embedding the change and learning
Making the new way stick, marking the new beginning, learning from the change and writing your change leadership plan.
What is included
Ten short video lessons you can watch on any device, workbook pages and a practical tool for every lesson, the full Leading Change workbook to download, a five-question knowledge check per lesson, a certificate of completion showing 6 estimated learning hours, and 12 months’ access. An annual subscription of £149 per person, per year inc. VAT.
How your learning time adds up
Your 6 estimated learning hours are made up across ten lessons of about 36 minutes each:
- Watching the ten short lesson videos: about 30 minutes (about 3 minutes each)
- Reading the lesson notes and workbook pages: about 1 hour 40 minutes (10 minutes each)
- Working through the practical tool for each lesson: about 1 hour 40 minutes (10 minutes each)
- Planning and carrying out each workplace task: about 1 hour 40 minutes (10 minutes each)
- Completing the five-question knowledge check after each lesson: about 30 minutes (3 minutes each)
Total: 6 estimated learning hours.
Knowledge checks: every lesson or module ends with a short multiple choice knowledge check. The pass mark is 80% and you can retake a knowledge check as many times as you need.
Who designed it
This programme was designed by ICF credentialed coaches at Starbuck & Associates, led by Paul Starbuck, our Founder and CEO and an ICF Master Certified Coach (MCC). Every lesson draws on our coaching and leadership development work with organisations in the UK, Europe and around the world, and each programme is reviewed regularly to keep it current.
Before you start
This course is general learning and development content and is not professional advice. Always follow your own organisation’s policies, and take specialist advice on legal, medical, financial or HR matters.
