Leading Through Change

  • Management
  • Course Code: 21006

Build trust, commitment, and positive results through any change initiative.

Organizational change is constant. And yet many people react to change with denial or resistance. As a change leader, your ability to help people overcome their reactions and get onboard with new initiatives is critical to your success. In this one-day workshop, you’ll gain practical tools that will enable you to manage reactions to change and communicate in a manner that inspires followership and optimal productivity through any change initiative.

 

Do you need a different date or location? We offer Courses On Request.

How You Will Benefit

  • Begin establishing your reputation within your organization as one that can manage change and demonstrates agility and resilience
  • Embrace or reconcile the reality of change, address and decrease anxiety, and concentrate on productivity and results
  • Set a positive example for colleagues or direct reports when handling significant changes in the workplace

 

Who Should Attend

Supervisors, Team Leaders and Managers responsible for implementing change initiatives within their organization.

 

Fees

$1,095 Member Fee
$1,195 Non Member Fee
View our pricing options and start saving today
66 Reviews 4 Star

Course Reviews

  • Past Participant, The Regional Municipality of York (York Region) Jul 24, 2017

  • Past Participant, Deb Canada Jul 23, 2017

  • Past Participant, Honda Canada Inc. Jul 23, 2017

    It was one of the better courses I took at CMC.

  • Randy K, Watson/Titan May 28, 2017

    Good flow of information. Good group involvement. Enjoyed Marylyn as an instructor. Great at giving feedback and very knowledgeable on the topic. very engaging with each participant,

  • Past Participant, Financial Services Commission of Ontario (FSCO) May 28, 2017

    Marilyn was a fantastic facilitator. Very knowledgeable and engaging. Her passion for change management was evident and that made the content all the more intriguing.

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