Change Leadership Skills

Oak Innovation


SKU: CLA Category:


Training material on change leadership skills by Oak Innovation

Creating amazing change leadership training material from scratch isn’t easy.

But you probably knew that already.

Read on to explore what content you will receive and how you can use this material.

Keep it relevant

While it does feel like only a few people can be change leaders, introducing a better change management skills can broaden the range of staff that can step into these roles.

Leaders must be able to both manage and lead change projects. This is something we frequently hear from customers with leadership development training needs.

Use this course material to provide your audience with a better understanding of change leadership and how they can lead and participate in change projects.

Let’s explore the training material in more detail and how it can be delivered.

Target audience

The Change Leadership Skills training program will fundamentally address the needs of business managers, senior executives, and any identified staff responsible for leading change management initiatives. The course is also suitable for all line staff that are required to participate in such actions. Supervisors, owner-managers, new managers, and line-staff will find it particularly useful.

Course objectives

Upon completion of this course in change leadership, your participants will be able to:

Understand change within the organization

Appreciate the critical steps in effecting change

– Obtaining participation

– Leading a change project

– Creating a vision

Understand how to create a change vision

– Formalizing the need for change

– Identifying issues and potential consequences

– Choosing the appropriate vision

– Formalizing the vision

– Getting the necessary participation

– Leading the change process

– Working with teams

– Balancing power

What you get

Leverage these course materials to deliver a compelling and relevant change leadership training course.

  • 83-page facilitator manual
  • 63-page participant manual
  • PowerPoint slides
  • Practical exercises
  • Further reading
  • Course evaluation form
  • Action plan

What free training materials are also available

You will also receive the following free training guides:

  • Training icebreakers
  • How to select training materials
  • Training games
  • How to increase participation
  • Learn to improve your questioning skills
  • How to improve your listening skills
  • Learn how to deal with difficult people
  • How to evaluate training courses

Course overview

20th versus 21st Century organizations – On any given day, there could be hundreds of small change situations happening within a company, and at the vast majority will not be led correctly.


For some, it’s related to the fact that some change just gets unnoticed, others have no one assigned to lead them, or the responsibility gets diffused to others. Then there are the instances where tasks get allocated but to staff that don’t have the skills to lead the project.

Find out how much experience your audience has with leading change projects within their working life. Dig down into their backgrounds if they are comfortable with that. Often, people have a lot more experience of leading change than they realize. It is essential to have realistic expectations and to encourage your course participants to share their experiences. This form of storytelling also taps on to the way people learn. Learning tied to emotions and skills will be deeper imprinted and of higher value to the individual.

In an ever-competitive and dynamic business world, where change and ability to adapt to change is an asset, it’s easy for people to start getting lost in the chaos. But what if we could prepare more people to lead change, and instead of learning these skills the hard way, we could succeed through training.

Overall, it’s about building the change leadership skills of your audience, and that starts with using the content to explore what change is and finding ways to embed this awareness. Highlight the importance of diagnosing the need for change. Teach your audience to check and monitor the need for change. There’s nothing worse than not recognizing the need for change when it’s staring you straight in the face. Staying aware is paramount.

Next, use the material provided to establish the importance of re-balancing the equilibrium. Be clear about how balancing the equilibrium works and why they need to know about it. Ask about challenges that they would see and how they would respond if any emerge. Make sure to refer them to the material provided. If they require any further clarification, they should be encouraged to ask for it.

A lot of us have worries when it comes to leading a change project. What whether we can cope with what is driving a project, versus what we know could be holding a project back. But what about these factors? We suggest you use the content provided to discuss the need to examine both driving and restraining forces.

If you have a company-specific or industry-specific example that requires discussion, ask your audience about the driving and restraining forces that may have existed. Some participants may not be aware of the case, and that is OK. What is crucial is that your audience is building a better picture and awareness of change with companies. Plus that they can have both perspectives and can see the direction of this change.

Use the content to make sure that your audience knows all of the critical tactics of unfreezing, transition, and re-freezing that are available. Encourage them to keep a list of further tactics that emerge from discussions during the course.

The new change leader – For best results, use the materials provided to focus on the need for change. A change leader needs to clear about why change is necessary. They need to have a vision for that change and how to approach, manage, lead and evaluate this change. Helping your audience to ask the right questions and get the information they need will lead to more productive and even healthier change initiatives.

Perhaps, easier said than done. However, it starts by sharing how to identify issues and potential consequences. For us, it will involve a lot of actionable solutions, and the content provided will generate lots of opportunities to discuss how to develop solutions. For your audience, they will also discover how to choose an appropriate vision. But again, it is not just about false promises and telling your audience “that they should do this or that.” In reality, it’s best to see this as a process of building awareness on what is possible. In many ways, your audience will come unsure or feeling scared and will leave with a greater assurance of their change leadership skills.

Sharing the vision – We can’t all start new skills without a challenge or two along the way, and that’s OK. That’s right. Use the content to offer your audience the capabilities of obtaining participation, education, commitment, and involvement to lead change projects. Move on then to stress the importance of facilitation and support. Next, examine aspects like negotiation, agreement, manipulation, and co-option. And end this section by outlining the factors of implicit and explicit coercion.

Be sure to share your experiences with change leadership. Whether it’s just tales of success that you’ve had with leading change projects, sparkling insights, or accounts of when change projects were turned upside down by bad leadership, this storytelling will play a significant role in their learning. Deliberately building in these stories will build on the material provided and embed learning for your audience.

Trust – Working with our clients from all over the world, it’s clear that the challenges of leading change are universal and trust levels for change leaders is something that leaders should always keep in mind.

Learning to build trust and balance is often the real solution to leading change projects. If your audience is worried about what other people think, about pleasing everyone, or about trying to be everyone’s friend all the time, it can lead to some challenges. Use the content provided to uncover some of these challenges of building trust while also exploring steering and delivering change projects.

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Frequently asked questions from change leadership training courses

What is the difference between change management and change leadership?

Change management is the process or steps involved in creating and keeping a change initiative under control.

And, change leadership are the characteristics of those leading change projects. Ultimately, it is these characteristics that are essential. Change leaders enable the sharing of the vision for change. Plus, they are central to influencing and encouraging others to participate in change projects.

What skills must a change leader possess?

All change leaders must be able to:

  • Formalize an appropriate vision
  • Obtain participation
  • Lead the change process

What internal and external questions will determine a need for change?

The questions below will determine a need for change:


  • How can we change the way we do things?
  • Where can we save money?
  • How can we make more money?


  • What market conditions prevail?
  • How can we enter new markets or maintain our present position?
  • Who are our main competitors?

What are the steps involved in creating a vision of change?

One of the most critical aspects of change leadership is the ability to create a vision for change. Typically, this involves the following steps:

  • Create a vision for the organization
  • Formalize the need for change
  • Identify issues and potential consequences
  • Develop alternative solutions
  • Choose the appropriate vision
  • Formalize the vision

What questions should a change leader ask before they embark on a change process?

Here are some of the most important questions to ask:

What is leading the change?

  • Economic Pressures
  • Technology
  • Customer Satisfaction
  • Or something else completely

What is the purpose of the company?

  • What are the desired result areas?
  • What is the future of the company?
  • Do we have a vision statement that accurately captures the future of the company?

What techniques can a change leader use to overcome resistance?

Resistance to change and low participation rates can be a sign that change projects may be at risk. In this situation, a change leader will have to explore a range of techniques to get a change project back on track. These techniques include:

  • Education and communication
  • Participation and involvement
  • Facilitation and support
  • Negotiation and agreement
  • Manipulation and cooptation
  • Implicit and explicit coercion

What are the emotional reactions to change that a change leader will need to deal with before change is accepted?

Change is a permanent feature of all companies. However, we all can have different emotional responses when change is announced and introduced.

Remember, just because someone is at a different stage in this process, it does not mean that they are against the change project. It could be only that the participants just haven't reached the acceptance stage yet.

The main emotional reactions to change that a change leader will experience include:

  • Paralysis (inaction, and avoidance)
  • Denial (this is not happening to us)
  • Anger (we must not let this happen)
  • Bargaining (maybe we can bargain and get a different type of change)
  • Depression (it is not going away)
  • Testing (perhaps it is worth trying)
  • Acceptance

How can a change leader do to build trust?

Gaining trust within change projects and initiatives can be a constant challenge for change leaders, especially when they have less experience. The following positions will help encourage confidence:

  • Honesty
  • Openness
  • Consistency
  • Understanding that mistakes are part of the process

Who should be on a change leadership team?

The membership of a change leadership is pivotal in determining the success of a change project. Membership should include:

  • Senior leadership
  • Senior leadership team members
  • Budget officer
  • Project coordinator
  • Implementation team leader
  • Implementation team members

How will these training materials help you instruct your learners to participate in a change leadership process?

These course materials will help your audience participate in a change leadership process. This course will help your participants to overcome any concerns that they may have.

Can I edit the content and add my company logo?

Yes. You can now add your logo and customize the course content freely using Microsoft Word and Powerpoint. You can also deliver the course materials where, when, and as often as needed.

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