Leading Change with Franka Morisse

To which question of a potential customer does your product provide the answer?
Even though change is part of the daily routine in most companies, there is still surprisingly little change competence among managers and employees. Perhaps this is also a consequence of the standardization and perfection of processes. Deviations and changes then quickly lead to helplessness and excessive demands. This is exactly where we come in with our offer. We want to enable managers to successfully manage change.
Why managers? Why not all employees?
Because this is about "leadership" in the true sense of the word. It's about successfully leading the team, the department or the entire company through a change process - i.e. unknown territory. This is a leadership task that has nothing to do with hierarchy, but rather with "courage" and "communication skills". These are the focal points of "Leading Change".
What is Leading Change actually? Training, program, coaching?
Leading Change is a training that we tailor to specific change processes in terms of content and methodology and integrate into the change management strategy. It is therefore a building block that unfolds its full effect when it is optimally integrated.
And what is optimal?
In every change process there is a phase where people ask for new skills and enabling. Managers feel this clearly when their employees approach them with questions, concerns and emotions. Leading Change" prepares managers for precisely these situations.
How is "Leading Change" structured and what content do you convey in the training?
It is particularly important to us that we establish a very close practical relationship. It doesn't help the participants if they are introduced to the topic in an abstract theoretical way. They usually come to this training with very specific concerns, such as "The mood in my team is at rock bottom. What can I do about it?" or "Why should I explain the background of the change to my people? That's what management is for!". Often, people simply expect tools that solve these problems. However, in terms of sustainability and effectiveness, it is important to us that we do not deal with such situations too superficially. That is why we have structured the training in such a way that it first deals with the role of the manager and the special "change requirements," then identifies the manager's own strengths and areas for development, and finally works through cases together and provides tools.
Many companies offer change management. What is "off-standard" about this product from your point of view?
First of all, the trainers. We only conduct this training with trainers who have their own change experience and are ideally also employed at other points in a change process, e.g. as facilitators or coaches. This means that they not only know from their own experience what the topic is about, but are also familiar with the company. This is particularly important for the acceptance of the measure.
Another USP of "Leading Change" is the hybrid composition of the modules. We integrate a digital toolbox with e-learning and reminders in such a way that the transfer from training to practice is optimally secured. In doing so, we are guided by the customer's learning culture. This can be very different. Start-ups learn very differently than large medium-sized companies or corporations, for example.

How do you measure the success of LC?
In addition to a training evaluation, it is particularly interesting for the customer to see what effect the training has in practice. This can be measured, for example, through employee surveys, votes, but also fluctuation and sick leave.
You've already briefly mentioned the aspect of sustainability. Is there any more support from you?
We offer individual support in the form of coaching, for example, after "Leading Change". In addition, the training lays the foundations for establishing collegial consulting and networking. A follow-up after about 6 months is another way to keep the learning intensity high.
What conditions are needed at the customer's end for the product to be effective?
We don't want to do token events. It helps a lot, for example, if a top manager appears for a fireside chat on the evening of the training, contributes his or her view of change management and thus underlines the importance of the training. Even before the training, there should be thorough and motivating information about the reason for and the background to "Leading Change". This creates a positive attitude of expectation and reduces resistance.
What do customers say who have bought this product?
The digital offerings are perceived as very innovative and the training is simply enormously helpful. However, the participants' willingness to learn is usually also particularly high. That's why we very often have a very dense and intensive learning atmosphere in the training. This is very much appreciated. Not only by the participants, but also by top management and the works council. However, we tend to be suspicious of too much praise in this area.
Thanks for the interview, Franka!