Oak Innovation: Change Leadership Skills Training Course Material


Oak Innovation’s change leadership training course material can be easily delivered across virtual classrooms, webinars as well as traditional classroom settings. Just add your logo and brand the content as your own.

What you’ll get:

  • 83-page facilitator manual
  • 63-page participant manual
  • Powerpoint slides
  • Practical exercises
  • Reading list
  • Course evaluation form
  • Course action plan
All training course material instantly available after checkout

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How to deliver an excellent training course on change leadership skills

If you have ever wanted to present a change leadership training course but worried about the challenge of creating all the material from scratch, this content will give you everything you’ll need.

This training course will fundamentally address the challenges faced by business managers, senior executives, and any identified staff responsible for leading change management initiatives.

But before we dive completely into the course content, let’s take a moment to review important takeaways within this content.

  • First, we encourage you to be aware that while it might feel like only a few people can be change leaders, introducing better change management skills can broaden the range of staff that can step into these leadership roles.
  • Next, leaders must be able to both manage and lead change projects. This is something we frequently hear from customers with leadership development training needs. We encourage you to share this awareness with your audience to help ground their learning. It’s super simple, but also so important to share.
  • And, last but not least, we’ve worked incredibly hard to provide you with course material to help your audience gain a better understanding of change leadership and how they can lead and participate in change projects.

Benefits of the training material

  • Instantly available
  • Freedom to add your logo
  • Brand everything as your own
  • Fully customizable
  • Deliver the course wherever you want
  • All content is developed by industry experts
  • Saves you time and effort
  • Affordable
  • No experience required

What our customers say

Oak Innovation is loved by industry-leading professionals all around the world.

In your words Wow, Wow, Wow. What a comprehensive training package. So much so that I can’t even conceive of delivering this in one session as there is just so much in it.

Liz McConnell, Thinking Room 

We were pleasantly surprised with the content of the material: it is comprehensive and easy to present. The learner manual was well understood by our small group of evaluators. We also appreciated the focus on the working environment of the learners to enable them to tackle issues at their place of work. The facilitator manual is only a pleasure and is a much understandable guide to keep the facilitator on track and assisting him/her on engaging the learners in all aspects.

Leon du Plessis, Camellott Communications 

Learn more

Read on to explore the training material in more detail and how it can be delivered.

What you’ll get

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

Learning objectives

At the end of this training course 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

Course outline

In an effort to provide you with as much value as possible, we’re going to show you how you can deliver the key sections of this training course. Let’s get started.

20th versus 21st Century organizations – On any given day, there are hundreds of small change situations happening within a company. It really is stunning to us how the vast majority of these change projects will not be led correctly or at all.


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

As you start this course, you should 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 you doing that.

We’ve learned that often people have a lot more experience of leading change than they realize. And, this course will help to extract some of those nuggets of skills.

When we say that a lot of people misunderstand this hidden resource within companies – it really is the case that change leadership skills can often emerge from the most unlikely of places.

So many people get caught up in content aspects of a course that they pass up the opportunity to search for these skills. Don’t make this mistake.

It is essential to have realistic expectations so as to encourage your course participants to share their experiences. This form of storytelling also taps onto how people learn. In a nutshell, 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 generate a considerable amount of more success through training initiatives.

On the whole, this training course is about building change leadership skills across your audience. We believe that this starts with using the content to explore what change is and then finding ways to embed this awareness. We talk a lot about highlighting the importance of diagnosing the need for change. Teach your audience to check and monitor the need for change. We believe that there’s nothing worse than not recognizing the need for change. Especially when it’s staring you straight in the face. This means, staying aware is paramount.

Next, use the material provided to establish the importance of re-balancing the equilibrium. As many of you know, being clear about how balancing the equilibrium is essential. On the flip side, it is important that you ask your audience about the challenges that they would see for this in their company. And, we also find it important to explore how they would respond if any challenges emerge.

Right about here, you should refer your audience to the material provided and if they require any further clarification, they should be encouraged to ask for it.

We always want to set that expectation right away and upfront.

It’s important to mention that a lot of us have worries when it comes to leading a change project. For example, whether we can cope with what is driving a project versus what we know could be holding a project back. At this stage, we suggest you use the content provided to discuss the need to examine both driving and restraining forces.

As a rule-of-thumb, if you have a company-specific or industry-specific example that requires discussion, ask your audience about the driving and restraining forces that exist in their company. We’ve learned that some participants may not be aware of these forces. That is OK.

So many people have asked over the years, why we focus on building awareness at the start of this course. Well, we want to help your audience to build a better picture and awareness of change with companies. For example, there is nothing better than when a course can develop perspectives and can identify the direction of change.

And to do that, we suggest you use the content to make sure that your audience knows all of the critical tactics of unfreezing, transition, and re-freezing that are available.

Sometimes when you’re delivering a course on change leadership, it’s tough to manage all the different expectations and experiences. To give yourself the best advantage, you just got to encourage your audience to keep a running list of change tactics as they emerge during the course. This will really stand to them when they leave the course and gain more experience.

The new change leader – One important thing to be aware of is that we all can have different experiences on what is driving a need for change. For best results, use the material provided to highlight the need for change. Another thing your audience will quickly learn is that a change leader needs to clear about why change is necessary. All in all, they need to have a vision for that change and how to approach, manage, lead, and evaluate this change.

We find that the biggest keys to your successful delivery of this course will be from helping your audience to ask the right questions. And, this will determine how they get the information they need and how productive and even effective their change initiatives will be.

Perhaps, easier said than done.

However, what a lot of people don’t understand is that it starts by sharing how to identify issues and potential consequences. For us, it involves a lot of actionable solutions, and the content provided will generate lots of opportunities to discuss how to develop these 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 truth, it’s best to see this as a process of building awareness on what is possible. In many ways, your audience will arrive often unsure or feeling scared of change and will leave with a greater assurance of their change leadership skills.

Sharing the vision – In this section, we suggest you use the content to focus on the challenges of obtaining participation, education, commitment, and involvement to lead change projects. This content then can be used to explore the importance of facilitation and support. And not just that you can examine aspects like negotiation, agreement, manipulation, and co-option. 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 of leading change projects, sparkling insights, or accounts of when change projects were turned upside down by bad leadership. We’ve learned that this storytelling will play a significant role in how well your audience learns from the content provided. In fact, deliberately introducing 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.

Amazing expert guides will get you to the place you want to be

Over the years, we noticed that some people, along the way, have asked for a little more creative input. And, let’s face it, there are times when we all need an extra spark to make our training courses shine even brighter.

So allow us to introduce our free expert training guides. An innovative collection of guides that mix inspiration, insights, techniques and skills, sprinkled with everything you’ll need to deliver a successful training course. These guides are a security blanket of experience just for you. With eight free training guides instantly available, and each jam-packed with value, it’s the easiest way to get ahead.

  • 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

Your courses, your way – everything you need to be the best

Within companies, across teams, on the go — wherever and however you want to deliver this course, it’s never been easier to put this content into action.

Wave goodbye to spending time developing training courses and say hello to awesome content that you can instantly download, customize, and even brand as your own.

You can download this training course material on change leadership skills immediately after checkout.

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How to answer common questions

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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