Turn Resistance into Engagement

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Where are you now?

If you are making changes to the way your business operates, new ways of working, new processes, implementing a new IT system, maybe even changing the very nature of the business itself, a complaint I hear from many leaders is that it feels harder than it should to actually implement the change.

Some common themes are:

  • Slow Pace – Maybe the change is moving more slowly than hoped and it’s taking a lot of effort either on your part or the people leading the change to maintain momentum
  • People Not Onboard – Potentially some people are just not getting onboard with the changes, following their own agenda and now other people are starting to notice
  • Change Resistance – Possibly there is visible resistance to the change, with some people either leaving or making it clear that they will if the change goes ahead. There may even be problems with workplace stress

If not addressed these can lead to reduced revenue, squeezed margins or loss of key employees, just when you need them the most.

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Where would you like to be?

Imagine moving faster than you ever thought possible, exceeding all expectations

Visualise everyone fully onboard, all pulling together towards a common goal…and enjoying it too, it’s fun and energising

Picture a time when employees are energetically moving the change forward and innovating. Looking for even better ways to achieve the change objective

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How do you get there?

The answer lies in engagement.

What does engagement really mean?

Engagement in this context is the degree to which everyone (or at least the majority) want the change to be a success. The degree to which they feel empowered and have a sense of ownership towards doing whatever it takes to achieve the change objectives.

Why does engagement matter?

The statistics on business change implementation consistently show that most organisations don’t achieve this well enough. McKinsey, Standish and Gartner consistently point to a 30% success rate. Just 30% of changes are meeting their goals. A recent McKinsey report on IT led change suggested that 17% of technology centred changes go so bad they threaten the existence of the entire company.

There is also the human element, employees going through change are more than twice as likely to suffer workplace related stress or burnout.

Most engagement strategies, even with the best of intensions, fall well short of the level needed, simply because they are not measured well enough.

Why Now?

The pace at which organisations are required to change is accelerating rapidly. This is driven by a combination of factors such as the current uncertainty, technological advances and increasing customer expectations. Most organisations have many large initiatives underway at the same time, with often overlapping, even conflicting priorities.

So the ability to adapt quickly and make change a normal and ongoing part of doing business is fast becoming a critical skill, essential for long term success.

This is why I and my highly experienced team at Applied Change created the High Impact Changemaker System. Between us we have many decades of practical experience supporting household names through global change, during some of the most challenging and fast changing economic conditions. The High Impact Changemaker system is the distillation of all that practical experience, current best practice and the very latest breakthrough science of human behaviour. It’s a  practical system that anyone can learn without needing to be an expert in change.

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About the High Impact Changemaker System

The High Impact Changemaker System is helping leaders to avoid the common mistakes, thereby increasing engagement, meaning faster pace, lower cost and less stress. It’s helping to DEMYSTIFY change management, giving TANGIBLE, MEASURABLE steps and outcomes, using DATA to identify where to focus attention for maximum impact.

So if you are leading or supporting a change in your organisation and you would like to add more certainty to the outcome, move fast whilst taking your employees truly on the journey then I’d like to invite you to a very special FREE virtual event. It’s called High Impact Changemaker.

At High Impact Changemaker I’ll share with you what my team and I have learnt and that has ultimately helped our clients to deliver better change outcomes at pace. You’ll learn how the High Impact Changemaker System in combination with Change Journey Navigator can help you to add more certainty to your change outcomes, whilst also reducing risk and workplace stress.

If you like the sound of that then just click below to view the date of the next event. It’s completely free of any charge and you can join from the comfort of your own home.

Click below to find the date of the next event or try the Change Journey Navigator

Book now

Join our next FREE event – High Impact Changemaker

Try it now

Let Change Journey Navigator guide you

Case stories

Navigating Through Culture Transformation

The insights helped the leadership team to see that they each had concerns about the planned changes, not all of which had been shared openly. They were surprised to find that their views on how well the vision fitted with the company values were polarised. Read more

Picture of and cartoon lady reading a book

Built on solid foundations

5

Elements form a simple model for change

27

Themes to help focus attention

68

Factors essential for successful change

Informed by Research & Practice

Developed in partnership with the University of the West of England
Applying the latest behavioural science to unleash the most natural of human qualities.

Reading time…

How to Deal with a Resistant Team

You may have noticed that we can all be resistant to change at times. Let’s take a deeper look at why we typically resist and what can be done to ease that resistance

The Herculean Task Facing the New UK Government

As the new UK government begins the journey of change, the challenges ahead are not to be underestimated, particularly in areas like the NHS and the prison system…

UWE Research Study: Measuring and Reducing Change Resistance in Organisations

What is it that causes us to resist change? This research study conducted by Psychology Masters’ student Katherine Reader at UWE explores the key factors.

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