Corporate Coach Group Logo
Corporate
Coach Group

Guide Your Team Through Change with Confidence and Clarity

Change Management Training 1 day

Master the human side of organisational change. Our Change Management Training Course equips managers with science‑based tools to guide teams confidently through transition.

Available as live online training via Microsoft Teams, or as bespoke in-house training tailored to your organisation.

★★★★★
"Really appreciated the real-life examples given. The course was a good pace, with good use of repetition to underline key concepts. Excellent summary. The trainer responded well to feedback, both explicit and implicit."
Quality Training
Established 1997
6 CPD Hours
Delivery Options Upcoming Dates

Course Overview

What is Change Management Training?

Change is happening faster than ever. Organisations face new technologies, shifting markets and constant competitive pressure. Many people react to imposed change with fear, frustration and resistance, not because they are difficult, but because the emotional brain often overrides rational thought. This course teaches managers how to understand that process and use it to their advantage.

The morning session covers the psychology of change: why people resist, how basic belief systems drive behaviour, and how leaders can ask better questions to shift teams from defensive thinking to constructive problem-solving. The afternoon applies the eight-step Success Formula: setting clear purpose, writing detailed plans, measuring results honestly, giving and accepting feedback, and making the adaptive changes that drive continuous improvement.

By the end of the day, delegates leave with a structured framework and a personal action plan they can implement immediately. They will be better equipped to keep their teams purposeful, cooperative and productive, even during periods of significant organisational change.

Core Skills

The Key Skills Covered

This course is built around six interconnected skill areas. Developing each one equips managers to lead change rationally, manage emotions constructively, and sustain team performance through any period of transition.

  1. 1

    The Psychology of Change

    Understand why people resist change and how the emotional and instinctive brain can override rational thought. Leaders who grasp the psychology of change can address resistance at its source rather than simply managing the symptoms.

  2. 2

    Emotional Management

    Acknowledge fear, frustration and anxiety in your team without allowing those emotions to dictate the direction of the change process. Practical techniques keep the rational mind in control when pressure is highest.

  3. 3

    Constructive Questioning

    Replace destructive questions that fuel resistance with constructive ones that open up problem-solving thinking. The quality of the questions a leader asks directly determines the quality of the team's responses and emotional state.

  4. 4

    The Success Formula

    Apply a repeatable eight-step process: define purpose, plan, prioritise, act, measure, give feedback, adapt and improve. This structured cycle transforms setbacks into useful data and drives continuous progress towards the goal.

  5. 5

    Planning and Prioritisation

    Write specific, written plans rather than relying on vague verbal instructions. Identify the highest-priority actions and act on them first to build momentum and keep the change process moving forward.

  6. 6

    Continuous Improvement

    Treat every feedback cycle as an opportunity to make the current situation better than before. Organisations that improve continuously build resilience, competitive advantage and a culture in which change becomes a strength rather than a threat.

Who Is This Course For?

Who Should Attend This Change Management Training Course?

Designed for anyone responsible for guiding people through change and maintaining team performance during periods of transition.

Managers Leading Organisational Change

Lead your people through periods of structural, technological or strategic change with clarity and confidence.

Team Leaders Supporting Staff

Keep your team focused, cooperative and productive when uncertainty creates anxiety and resistance.

Project and Change Leads

Manage the human side of change programmes so that implementation gains full engagement rather than passive compliance.

Senior Leaders Setting Direction

Communicate the purpose behind change initiatives persuasively and build a culture that embraces evolution rather than resisting it.

Also beneficial for HR and organisational development professionals, project managers overseeing structural change programmes, and newly promoted managers whose teams are going through significant change.

Course Agenda

Change Management Training Course Details

AM

Morning Session • The foundations and psychology of change management

Establish what change management means, explore why people resist change at a neurological and psychological level, and learn the communication techniques that keep the rational mind in charge when emotions run high.

Change Management Training is a structured process that equips leaders to guide their people through imposed changes in a controlled, rational and positive way. It addresses both the emotional and practical dimensions of change so that progress continues and teams maintain focus on their goals. Without this training, change typically generates fear, anger and resistance that erodes performance and damages morale. With it, leaders understand precisely why those reactions occur and know how to prevent them from taking hold. The course draws on modern psychological understanding alongside practical communication skills and continuous improvement techniques.
Organisations face constant pressure from new technologies, shifting markets, changing customer expectations and competitive disruption. Those that adapt successfully strengthen performance, protect their people and secure long-term competitive advantage. Those that fail to adapt lose productivity, squander scarce resources and damage morale. Change management skills are not a luxury; they are an operational necessity for any leader responsible for maintaining team performance through transition. The cost of failing to manage change well is always significantly greater than the investment in training people to do it properly.
Every person operates with three distinct brain systems that influence behaviour simultaneously. The rational brain plans, prioritises, solves problems and moves us towards our goals. The emotional brain drives confidence, cooperation and teamwork when things are going well, but generates anger, fear and disruption when we feel threatened. The instinctive brain reacts quickly and without conscious thought, often in ways that cause more harm than good in a professional context. Leaders must understand how these three systems interact, because during periods of change the emotional and instinctive brains frequently override rational thinking with significant consequences for team performance.
When people experience imposed change they did not choose or control, the brain typically interprets the situation as a threat. This activates the emotional and instinctive systems, producing fear, anger, withdrawal and active resistance. These reactions are entirely natural; they are the brain's attempt to protect the individual from perceived danger. However, in a professional context they suppress rational thought, reduce cooperation and significantly damage performance. Understanding why these reactions occur is the first step towards managing them effectively, both in yourself and in the people you lead.
The key is not to suppress or dismiss emotional reactions but to prevent them from taking control of the change process. Leaders do this by keeping the rational mind engaged through structured communication, clear goal-setting and honest, consistent dialogue. Acknowledging concerns without amplifying them, explaining the reasons behind a change clearly, and focusing attention on what can be controlled rather than what cannot; these techniques shift the brain's attention from threat to opportunity. Specific communication scripts and questioning techniques covered on this course translate these principles into practical daily leadership behaviours.
The quality of a person's emotional response to change is largely determined by the questions they are asking themselves. Destructive questions such as 'Why is this happening to me?' or 'Why can we not keep things as they were?' generate negative emotions and resistance. Constructive questions such as 'Given the situation is what it is, what is the best goal for us to aim for now?' generate positive focus and problem-solving energy. Leaders learn to recognise which questions their teams are asking, replace destructive ones with constructive alternatives, and model a questioning approach that orients thinking towards progress rather than complaint.
Resistance to change rarely comes from the change itself. It comes from the basic belief systems people hold about themselves, their situation and what the future is likely to hold. Self-protective beliefs, such as the belief that change always leads to worse outcomes or that the individual has no agency in the process, produce fear, blame and avoidance. Collaborative beliefs, such as the belief that the team can adapt, learn and succeed regardless of the circumstances, produce cooperation and forward momentum. Leaders must understand how to recognise self-protective beliefs in their teams and use communication techniques to shift people towards more collaborative and productive ways of thinking.
Success at managing change is not a matter of luck or talent; it is the result of applying the same structured eight-step cycle repeatedly until the desired outcome is achieved. The cycle begins with a clearly defined purpose and proceeds through planning, prioritising actions, taking action, measuring results, giving feedback, accepting feedback honestly, making adaptive changes, and then cycling back through. Each iteration of the process should leave the situation measurably better than it was before. This framework turns change from a disruptive event into a repeatable and controllable process that any leader can apply, regardless of the scale or nature of the change involved.
Every change management effort must begin with a clearly defined, worthwhile purpose. People need to understand not only what is changing but why the change is necessary and what successful adaptation will look like. Without a clear destination, teams lose direction, prioritise the wrong activities and lose confidence that the process is being managed competently. A well-defined purpose provides a shared reference point that keeps everyone oriented towards the same goal, reduces uncertainty, and makes it far easier to measure progress and maintain momentum throughout the change process.
PM

Afternoon Session • Planning, feedback, adaptive change and continuous improvement

Apply the Success Formula to real change scenarios: write detailed plans, measure results honestly, give and accept feedback at every stage, and embed the continuous improvement habits that turn setbacks into sustained progress.

Effective change management requires plans that are specific, written down and shared with everyone who needs to act on them. Vague or verbal instructions create ambiguity, allow different people to interpret the same instruction in contradictory ways, and make accountability impossible to maintain. Written plans establish clarity on who does what, by when, and to what standard. They also provide a baseline against which actual progress can be measured, making it much easier to identify where things are going well and where adjustments are needed before problems become serious.
During periods of change, the number of tasks that need attention typically increases while time and resource remain the same. Leaders who attempt to address everything simultaneously make slow progress on everything and risk running out of energy and momentum before the change process is complete. Prioritisation means identifying the actions that will have the greatest impact on the stated purpose and acting on those first. This creates visible momentum, builds confidence in the team that progress is being made, and ensures that energy is directed where it will generate the most value.
Measurement is the mechanism that tells a leader whether the plan is working. Without accurate, honest measurement, leaders are operating on assumption rather than evidence. Regular comparison of actual results against the intended goal reveals the gap between the two and provides the information needed to decide whether to continue the current approach or adapt it. Effective measurement does not have to be complex; it simply has to be honest, timely and directly connected to the purpose that the change effort is designed to achieve.
When measurement shows that results are on track or ahead of target, leaders reinforce the behaviours and approaches that produced those results. Specific, genuine praise confirms to the team that they are moving in the right direction, builds confidence in the process, and strengthens the culture of cooperation that sustained change management requires. Positive feedback is most effective when it is specific to the behaviour or outcome being recognised, timely in relation to when the result was achieved, and sincere rather than formulaic. It is a key tool for sustaining motivation during what can be long and demanding change processes.
When measurement shows that results are falling short of the target, the natural tendency is to become defensive, assign blame or disengage from the process. Leaders who have been trained in change management treat negative feedback as valuable data rather than a judgement of their capability. Every underperformance has a cause that falls into one of three categories: something not done, something not known, or something done incorrectly. Identifying which category applies directs the response; filling a knowledge gap is a different intervention from correcting an execution error or adding a missing action. Honest acceptance of negative feedback is the prerequisite for effective adaptive change.
Once the cause of underperformance has been identified, the leader adjusts the plan, the approach or the resources accordingly and moves forward. This requires intellectual honesty about what is and is not working, and the courage to change course even when doing so means acknowledging that the initial approach was not optimal. Adaptive change is not a sign of weak planning; it is evidence that the leader is paying attention to reality and responding to it intelligently. The willingness to adapt quickly and without defensiveness is one of the characteristics that most clearly distinguishes effective change leaders from ineffective ones.
Receiving negative feedback, or acknowledging that a plan needs to change, typically generates emotional discomfort. Depending on the individual and the severity of the setback, this can range from mild frustration to significant anxiety, anger or a loss of confidence. Leaders who cannot manage their own emotional response to negative feedback will either avoid seeking it or distort the information they receive in order to protect themselves from discomfort. The techniques covered in the morning session apply here directly: keeping the rational mind engaged, asking constructive questions about what can be learned and improved, and maintaining focus on the defined purpose rather than on the setback itself.
Each cycle through the Success Formula should leave the current situation measurably better than it was before. The goal is not perfection at any single point but steady, compound improvement over time. Organisations that adopt continuous improvement as a habit rather than an occasional event build resilience, adaptability and a culture in which people are not afraid of change because they have learned to use it as a mechanism for getting better. Over time, this cumulative improvement creates a significant and sustainable competitive advantage that is very difficult for others to replicate, because it is embedded in the attitudes and behaviours of the team rather than in any single process or product.
The closing session reviews the full framework covered during the day: the psychology of the three brains, the role of basic belief systems in driving resistance, the constructive questioning techniques that shift teams from defensive to collaborative thinking, and the eight-step Success Formula for turning change into continuous improvement. Each delegate completes a personal action plan identifying what they will do differently on returning to work, which specific communication techniques they will apply first, and how they will measure progress. Three months of free telephone coaching is available to all delegates to support implementation once the course is complete.

Availability and Pricing

Delivery Options

Choose the delivery format that best fits your schedule and team.

All options deliver the same high-quality content.

Online Live Training

£350 +VAT

per delegate

Interactive live sessions delivered via Teams using our superior green-screen technology.

  • Same content as face-to-face
  • Learn from home or office
  • Delivered via MS Teams
  • Laptop or tablet with webcam
View Online Dates

Bespoke In-House

£2250+VAT

per training day

We come to you. Training delivered at your premises, tailored to your team's specific needs.

  • Your premises or online
  • Tailored to your organisation
  • Dates to suit your schedule
  • We can train in your timezone
Proposal PDF Request Callback

All Our Training Includes

Full 1 day of expert training delivered by an experienced trainer
CPD-endorsed course: 6 CPD training hours (plus 2-3 additional hours via post-course online learning)
Full digital interactive course notes
Official training certificate
Access to free additional training material via our post-course portal
3 months of free telephone coaching while you implement your learning

Questions? Call 020 3856 3037 or 01452 856091

Upcoming Dates

Next Available Course Dates

View All Course Dates

No upcoming dates are currently listed.
Please get in touch to enquire about availability.

Contact Us

Frequently Asked Questions

Course FAQs

You can book directly online via our course dates page, call us on 020 3856 3037, or make an enquiry and we will call you back. We accept payment by BACS, cheque or credit card. Once booked, you will receive a confirmation email with full joining instructions.
Yes. We can deliver this course exclusively for your team at your premises or online, on dates to suit you. Bespoke in-house training is priced per day rather than per delegate, making it cost-effective for groups of four or more. We can also tailor the content to address your organisation's specific challenges.

Note the wording of the question: 'How do you cope with change?' The word 'cope' implies that change is inherently disagreeable and unwanted. However, change is not something to cope with; it is something to embrace.

Change is inherent in the nature of things. Technology evolves, markets shift, competitors adapt and customer needs develop continuously. Because change is unavoidable, the first principle of change management is to accept its necessity rather than resist it.

Try thinking of change as 'evolutionary progression'; a natural process through which individuals and organisations become better suited to their circumstances. Whether any particular change is immediately welcome or not, treating it as something to work with rather than against is the attitude that generates the most constructive outcomes.

This course teaches the specific mental frameworks and communication techniques that make that attitudinal shift practically achievable, even during difficult or unwanted change.

The core skills required for effective change management are:

  • Persuasion: Change leaders must first embrace the necessity of change themselves and then persuade others to do the same, addressing resistance with empathy and clear reasoning rather than authority alone.
  • Knowing what to change: This comes from careful analysis of feedback. What are the results telling you? What is working, what is not, and what needs to be different?
  • Knowing how to change it: Creative logic, meaning the combined application of common sense, experience, education and intelligence, generates the solutions. This is a skill that can be developed and practised.
  • Clear communication of the new goal: Leaders must communicate the new direction clearly: what the goal is, why the change is necessary, and how it will be implemented in practical terms.
  • Motivating and supporting people through the change: Many people find change unsettling. Change managers must be able to motivate and emotionally support their teams through the transition, not just manage the task side of the process.

All of these skills are developed on this one-day Change Management Training course.

Yes, the training is highly interactive. Sessions include group discussions, exercises, case studies and individual action planning. The trainer actively teaches expert content rather than simply facilitating discussion, so delegates leave with structured knowledge they can apply immediately. The style is engaging and practical throughout.

The three key elements are:

  1. Emotionally embracing the need to change
  2. Knowing what to change
  3. Knowing how to change it
1. Emotionally embracing the need to change

Most people resist change because humans are creatures of habit. Change requires breaking established habits and adjusting to new ways of working, which conflicts with the natural inclination towards stability. Effective change management begins by overcoming this resistance, first within the leader, then within the team.

2. Knowing what to change

There are two categories of things that must be changed. First, things that are going badly: any aspect of current performance, products or services that feedback identifies as not working well enough. Second, things that are going well: these must also be improved, because failure to do so will eventually render them obsolete in a changing environment.

3. Knowing how to change it

Knowing how to change is determined by the feedback from recent actions and by creative logic, meaning the combined application of common sense, personal experience, formal education and native intelligence. Keeping eyes, ears and minds open to feedback, and then using creative logic to generate improvement ideas, is the practical methodology for deciding how to adapt.

Delegates come from a wide range of organisations and sectors, but share a common characteristic: they are working in environments where significant change is under way or expected, and they want to manage that change more effectively.

The course attracts senior managers, middle managers, team leaders and project professionals. Some attend because their organisation is undergoing a major restructuring or technology transformation; others because they manage teams that consistently struggle with change; others because they want to build their own personal capability as leaders.

Delegates come from all personality types, and one of the consistent observations from the course is that, while people have very different backgrounds and roles, they share more common challenges around managing change than they might initially expect.

Open courses run from 9:00 am to 4:30 pm. Delegates are welcome to arrive from 8:45 am; tea and coffee are available from that time. The course includes mid-morning and mid-afternoon breaks plus a lunch break.

Have a question that is not answered here?

Call 020 3856 3037 Send Us a Message

On This Page

  1. 1 Course Overview
  2. 2 Key Skills
  3. 3 Who Should Attend
  4. 4 Course Agenda
  5. 5 Delivery Options
  6. 6 Upcoming Dates
  7. 7 FAQs

Book This Course

Online Live Training £350 +VAT
Bespoke In-House £2250 +VAT/day
Book Open Course Enquire About In-House

Questions? Call us on

020 3856 3037
Trustpilot

Trusted by Leading Organisations

Companies We Have Trained

Customer Reviews

What Delegates Say About This Course

Trustpilot
Read Our Customer Reviews
★★★★★

"Very interesting and inspiring. I found understanding how to identify cynic and critic and how to transform conversations and how to keep self positive, most beneficial. The course was very beneficial and will stick in my mind. The trainer was very confident and the day had the right amount of facts, mixed with humour."

Jacqui Gooch

Victory Housing Trust

★★★★★

"Lots of useful models that I can use both in and outside of work. The use of repetition, work in groups and exercises really helped to reinforce what was being learned. A really good course! The trainer was very friendly, positive, engaging and involved everyone, which was excellent."

Martin Fairchild

Victory Housing Trust

★★★★★

"Very insightful. Good to understand different ways of thinking and how other people think. Especially how I can think and how I can be more positive. The presentation was very good. Easy to understand the diagrams. Also the mini 'tests' were good to confirm learning. "

Serena Fuller

Victory Housing Trust

Related Reading

  • Learning by Experience

    Learn how learning from experience and watching others helps you break bad habits, sharpen time management, and spark continuous improvement for lasting growth.

  • How to Manage Rapid Change

    Learn five clear steps to manage rapid change: expect it, focus on value, flex your plan, stay alert and enjoy progress. Build leader skills for an AI-led world

  • What are the Principles of Change Management?

    Learn eight change management principles that give teams clear purpose, smart plans, focused action and feedback loops, turning resistance into progress.

Ready to Lead Change with Confidence?

Book a live online training session or speak to us about tailored in-house delivery for your team.

Book Open Course Enquire about In-House

Or speak to a member of our team directly:

020 3856 3037 01452 856091