GLO

CHANGE LEADERSHIP

2 days

Program Overview

The GLO Change Model builds on best practices of Kotter, GE CAP and McKinsey’s 7S. It defines the ‘must haves’ – PVCA (pressure, Vision, Capacity, Actions) for change to occur while equiping leaders with strategies to embrace successfully the non-rational factors of resistance.

It also provides a framework to more effectively communicate change through the organization and works with real project cases resulting in defined action plans for actual implementation by participating teams.

Last but not least, it takes a coaching style approach to encourage leaders to touch hearts in the organization to make teams more receptive to change.

Core themes throughout the Change Leadership workshop will include：

　1.　“Must haves” for change to occur (PVCA)
　2.　Levels of Change – Development, Transitional, Transformational
　3.　The Process of Change and ‘Tipping Point’
　4.　Psychology of Change – Power of Acceptance
　5.　Change stakeholders and collaboration – The change team
　6.　Change Communication Plan
　7.　Dealing with Resistance

Workshop participants will be able to:

　•　Gain higher awareness of their personal responses to change
　•　Appreciate change as a constant and positive force
　•　Assess the organizational’s ability to lead change
　•　Understand the organizational and psychological dynamics of change
　•　Design the change team
　•　Prepare a change communication plan
　•　Deal with personal and organizational resistance

Participants will need to come prepared wih especially materials that can cover:
　　•　Personal experiences dealing with change
　　•　Practical organizational change experiences

In order to ensure maximum impact of this two days workshop, GLO will engage facilitators who are not only well experienced in conducting workshops, but have considerable practical experiences in the C-Suite. See facilitator profiles enclosed to learn more.

Sample DAY 1 Agenda

TIME	DESCRIPTION
08:30	REGISTRATION
09:00	OPENING
09:15	CHANGE AWARENESS Personal & organizational experiences VUCA as a change reflective framework
10:15	LEVELS OF CHANGE Development, Transitional and Transformational change and what it means
11:15	MUST HAVES FOR CHANGE TO OCCUR Pressure, Vision, Capacity, Action Organizational assessment (team exercise)
12:30	LUNCH BREAK
13:30	THE ORGANIZATIONAL PROCESS OF CHANGE Actors, Building Momentum and Tipping Point How to identify the Actors? How to build the Change Team? – Stakeholders and Collaboration Case Exercise
15:30	THE INDIVIDUAL PSYCHOLOGY OF CHANGE Personal Change Process Non Rational Factors of Resistance Case Exercise
16:45	WRAP UP

Sample DAY 2 Agenda

TIME	DESCRIPTION
09:00	REVIEW DAY 1
09:30	CHANGE PROCESS COMMUNICATION Process driven communication planning for more effective change role out Case based exercise
11:00	‘TOUCHING HEARTS’ COMMUNICATION Strategies for more effective communication 　-　M³ or how to nurture motivation in change? 　-　Active Listening versus Telling 　　Role plays and team exercise
12:30	LUNCH BREAK
16:30	Q&A and WRAP UP

Introducing your module deliverer

PETER BUYTAERT
Chief Responsibility Officer GLO
Qualifications: 　•　Strategic Business Economics Programme, University of Asia and Pacific 　•　Advanced Management Programme, INSEAD, 　•　MSC Commercial Engineering, EHSAL 　•　BA, Law, Univ Antwerp 　•　Prince Albert Fellow
Experience Peter Buytaert builds on more than twenty five years of Global and Asia executive management, leadership and entrepreneurial experience. Peter specialises in creating platforms for global leadership selection, assessment and development. In addition to lecturing on change, corporate governance and Asia strategy, Peter is also co-founder and Chief Responsibility Officer of GLO – Good Leaders Online. He has been consulting and coaching on senior executive (CEO) level for the past 4 years including clients like Barco, Honeywell, Umicore, IBM, Sanofi, Johnson&Johnson, etc. Previous to current roles, Peter served as Chairman for three consecutive years of the Benelux Chamber of Commerce (Bencham) of Shanghai. He is a truly global citizen with a unique track record in cross cultural people leadership, start-up and business strategy, as well as driving change in organisations across Asia and China in particular. Prior to his entrepreneurial career, Peter was responsible for Agfa Graphics regional sales and operations as its President Asia. Before making Shanghai his base, he resided in Hong Kong, Tokyo, Manila, Kuala Lumpur and Seoul, with extensive project time spent in India.