Overview
To thrive in an environment that’s filled with constant change, it’s important to understand how to harness human response to support a sustainable future. Proactively managing organizational change results in a corporate culture that is optimistic—fueled by empowered leadership and employees who feel valued and secure. Helping individuals and teams to recognize the predictable path of transitioning through change can foster innovation and improve business agility.
What You Will Learn
• Understand how the human brain responds to change
• Learn five different ways to reduce threat and increase resilience
• Identify a predictable path of responding to change
• How to lead teams from resistance to performance
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
The veteran business consultant William Bridges explains the meaning of a transition and how to manage the process successfully during an organizational change. The innovation makes the business world transforming in a fast pace. Managing transitions can be the key for the survival of the company in the new world.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
The veteran business consultant William Bridges explains the meaning of a transition and how to manage the process successfully during an organizational change. The innovation makes the business world transforming in a fast pace. Managing transitions can be the key for the survival of the company in the new world.
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
2017 Convene Canada AHP conference presentation on leadership. Some say that leaders make or break organizations and I say, having an organizational leader with a growth mindset is absolutely key to thriving in today's competitive environment.
High Performance Teams: The 4 KPIs of SuccessQELIedu
Investing in your team can help to transform your organisation. This presentation shows how you can create your own High Performing Team.
Visit www.qeli.qld.edu.au for more information.
Strategic Thinking is critical to the long term success of organizations. But how can you develop these skills in your managers and leaders? Here, we introduce how focusing on strategic management skills can provide a framework. And we provide 5 tips for ensuring the you implement a successful approach to strategic management training.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
Every individual, team, and organization today faces a constant variety of major and minor changes. Mastering the Change Curve will help you to understand your own reactions to these changes so that you can move more quickly, completely, and effectively through the change process.
The neuroscience of the brain and conflictRichard Riche
Use the elements of the SCARF model (David Rock) to reduce conflict. Understand the that the brain seeks pleasure and strives to avoid pain. If we don't take these elements into account we often trigger the fight response and conflict is the result. Presentation skills training tips.
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
2017 Convene Canada AHP conference presentation on leadership. Some say that leaders make or break organizations and I say, having an organizational leader with a growth mindset is absolutely key to thriving in today's competitive environment.
High Performance Teams: The 4 KPIs of SuccessQELIedu
Investing in your team can help to transform your organisation. This presentation shows how you can create your own High Performing Team.
Visit www.qeli.qld.edu.au for more information.
Strategic Thinking is critical to the long term success of organizations. But how can you develop these skills in your managers and leaders? Here, we introduce how focusing on strategic management skills can provide a framework. And we provide 5 tips for ensuring the you implement a successful approach to strategic management training.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
Every individual, team, and organization today faces a constant variety of major and minor changes. Mastering the Change Curve will help you to understand your own reactions to these changes so that you can move more quickly, completely, and effectively through the change process.
The neuroscience of the brain and conflictRichard Riche
Use the elements of the SCARF model (David Rock) to reduce conflict. Understand the that the brain seeks pleasure and strives to avoid pain. If we don't take these elements into account we often trigger the fight response and conflict is the result. Presentation skills training tips.
Expert Webinar Series - Converting Volunteers From Joiners to Stayers with To...Wild Apricot
Expert Webinar - Converting Volunteers From Joiners to Stayers with Tobi Johnson
Tobi Johnson will help you understand what drives volunteer satisfaction and show you how to design an onboarding process that speeds up engagement. Plus, we'll share a list of volunteer orientation "must haves".
Webinar participants will learn:
-What motivates today’s skilled volunteers
-Why onboarding is all about emotions and expectations
-Why all volunteers shouldn’t be treated the same
-How to improve key touch points for volunteers throughout the screening, matching, orientation, and training processes
-How to promote volunteer leadership through peer-to-peer knowledge sharing
Great leaders build Trust, Engage and are Competent (TEC). After citing 187 white papers, articles and books on leadership, Ian Rheeder proved that leadership boils down to three TEC domains – Trust, Engagement and Competence. 649 leaders were trained to validate the TEC Leadership System (2013), and every single leader strongly agreed that the TEC System worked.
Despite our willingness to behave rationally, humans are very emotional creatures. Our brain unconsciously makes decisions we're not even aware of.
This presentation explains what are social threats and rewards and how you can use SCARF Model for understanding someones behavior, addressing their concerns and inviting them to join the change you'd like to see.
What is leadership?
Can you be a better leader?
What should you do to motivate people?
How to motivate yourself?
#WikiCourses
http://wikicourses.wikispaces.com/Topic11+Leadership+and+Motivation
Infographie Slack : 5 raisons de remplacer votre messagerie interneDigitools.io
Slack permet de réduire de plus de 90% les emails envoyés en interne, permet de collaborer et d'échanger en live...
N'hésitez pas à télécharger l'infographie ;)
Lire et partager l'article : http://digitools.io/MagDigital/slack-votre-messagerie-interne-collaborative/
Business Keynote speaker, Karen McCullough speaks on Change because the economic forecasts, advancing technology, and a shifting demographics, have us all in a perpetual cycle of change and some call it “ change fatigue”. Karen McCullough’s keynote, Change is Good, promises to change fatigue into enthusiasm! Her positive approach to change allows audiences to open their thinking and shift their mindset. Many speakers talk about CHANGE… but not only does Karen debunks age-old myths – she gives the audience a formula consisting of 3 keys on how the change process works. Her energetic presentation includes stories, current research and practical solutions that leave you with the tools that will help you better connect, communicate, and create a real change in your organization and life.
This presentation is designed to teach techniques in managing transitions by utilizing Bridge's Model of handling change.
This info is applicable to all but is designed primarily with caregiver's in the long-term care industry in mind.
Sky diving. Bungee jumping. Implementing change. They are all good ideas, but who wants to go first? When it comes to most employees, the usual answer is: “Not me!” How then, can your organization get better, compete and grow?
In today’s highly competitive and uncertain environment, implementing strategic change is vital. Yet, seven out of ten initiatives fail to deliver the desired results. You and your team must overcome resistance to change, develop effective habits and focus on what’s right, not who’s right.
In this webinar, author and consultant, Juan Riboldi reveals the five keys for overcoming resistance to change. Learn how effective leaders gain wide-spread commitment for making strategic initiatives produce significant returns in 100 days and over time.
By the end of this webinar you will know how to:
• Create a powerful coalition of allies
• Build common purpose around a shared vision
• Focus the organization on the most vital priorities
• Develop a critical number of change champions
• Maximize the value of your resources
Join us for an informative and engaging presentation from the expert in mastering change—Juan Riboldi. Bring up your questions and receive sound advice to lead change in your organization.
To learn more about Ascent Advisor visit us at: www.ascent-advisor.com
It's Alive! Tools to Piece Together Your Volunteer Engagement FrankensteinVolunteerMatch
Slides from the 2012 Nonprofit Technology Conference Session "It's Alive! Tools to Piece Together Your Volunteer Engagement Frankenstein."
Includes strategies and resources for figuring out which technology tools are right to help you build a successful volunteer program for your nonprofit.
Speakers included:
Shari Ilsen, Online Communications Manager at VolunteerMatch
Daniel Marlay, Volunteer Manager at Greater Bay Area Make-A-Wish Foundation
Rachael Caine, Volunteer Coordinator at Kiva.org
Workshop presentation delivered in Geneva May 2015. This presentation explores the trends currently shaping the future of HR and what employers need to do to prepare for the changes ahead.
Coaching in times of war and crisis - Jean-Francois Cousin for Coaching Up Un...Greatness Coaching
1. Ground an center an overwhelmed client at the start of a session
2. Attend to clients' needs, fears, emotions and energy to restore their sanity
3. Identify and resolve what will most help the client to steer away from 'overwhelmed-in-crisis' and then create enduring value for them
This is part of an overall series of Training & Development methodology beliefs and the want for verification & Validation as well as further understanding
Stephanie Cooper - Genuine Curiosity - Conversations for ChangeAgileNZ Conference
People often ask for the golden phrase, the silver bullet they can use to convince their teams, managers or executives to ‘go Agile’. While it would certainly help to talk about outcomes and benefits over practices and methods, it can sometimes be your own mindset that is holding back your ability to influence change.
In this session, Steph looks at mindsets (the values and assumptions you make) and explore how a lack of genuine curiosity can provoke defensive behaviours in others and stop organisations from resolving the issues that really matter, but are challenging to address.
She’ll use the setting of a small conversation to explore and better understand these ideas. While organisational change is big, the momentum for change can often be won or lost in small conversations. Becoming better in small conversations will help you grow your role in influencing organisational change. When you approach conversations with genuine curiosity about the other person’s point of view, you will not only have a more productive conversation, but build the trust needed for the work ahead.
These ideas and techniques are popular as they are accessible and relatively easy to adopt.
Increase your knowledge and ability to:
Adjust your own attitude. Control the impact of negative situations and negative people, and use distraction and disputation to enhance optimism
A workshop and community that helps each other build good habits, one at a time. These slides were used during our first ever workshop in New York City on December 13, 2017. More info can be found at onechangeclub.com or you can follow us on Twitter at @onechangeclub.
This interactive workshop offers a set of tools to help make change happen based on the renowned book Switch, How to Change Things When Change is Hard, by Chip and Dan Heath. The concepts are simple enough to remember and flexible enough to use in many different situations. It provides a unique way of understanding change. By aligning the “Rider” and the “Elephant” which represent the rational and emotional systems in our brains we are better equipped to lead and control changes in our lives.
Session objectives:
• Learn the Switch methodology of how to do three things at once to create a Switch; direct the rider, motivate the elephant and shape the path
• Understand why change is hard
• Apply strategies for day-to-day change initiatives
In this guide I provide information and tools for people to ask and answer five basic questions to create and implement their plan. Each year, people make resolutions that don’t seem to stick. This is because they are short sighted and are not grounded in a longer term plan and direction for their life. My goal in this guide is to get people thinking and planning based on what you want they want out of their life in the future and setting goals and strategies now to get there.
The Human Side of Re-engineering
Radical change is radical. It cannot be done painlessly, without questioning
the organizational culture, and changing the way leaders and employees
work together.
This article first appeared in the September 1997 issue of Health Forum Journal.
Values: The Organization's Cultural BedrockCynthia Scott
By Dennis T. Jaffe and Cynthia D. Scott
Organizations appear to have two kinds of values—hard values about profitability and business success, and softer values about people and relationships. And when push comes to shove, the conventional wisdom is that the soft values are sacrificed to the harder ones. Many people are deeply cynical when they hear about a company’s soft values, because they feel that these values about people are the first to go in times of crisis. However, some leaders feel that the softer values are just as important as the hard ones. If people do not feel that their organization can be trusted, that there are not some core values that their company stands for and is willing to struggle to uphold, then the fabric that ties people to the organization will weaken. When weakened, the willingness of people to put extra effort, to extend themselves, and to help the organization make a difference diminishes. Companies have begun to look to values as the core behind which their people can rally.
How to Link Personal Values with Team ValuesCynthia Scott
How to Link Personal Values with Team Values
Here’s how companies such as Levi Strauss, AT&T, and Nordstrom conduct a values discussion to resolve conflicts between people’s personal values and those of their team or organization. The result is behavior that expresses the desired values and workers’ commitment to company goals.
American Society for Training and Development (ASTD), March 1998
By Dennis T. Jaffe, Ph.D. & Cynthia D. Scott, Ph.D.
By Cynthia D. Scott and Mary O’Hara-Devereaux
Navigating the Badlands
Just as American pioneers faced the treacherous landscape of North Dakota’s Badlands, corporations in a post tech-boom business climate face their own daunting terrain, where business as usual is no more and the old ways don’t cut it.
Prepare your company for certain hard roads ahead with the Badlands map and sage advice from those who have entered and survived.
Economic Structural Shifts
Every 100 years or so, a systemic structural shift occurs. Driven by clusters of multiple innovations and strong environmental forces, the emerging socioeconomic system and business environment have more discontinuities than similarities with the past. The entire system undergoes transformation. The shift isn’t about bringing greater efficiency to existing structures; rather it’s about creating something fundamentally different. That process can take 10 to 15 years and involve ongoing strategic issues. Companies that survive are transformed.
The Badlands has many features: rugged peaks, dangerous waterholes, confusing crossroads, and a set of nine pains unique to its hazardous landscape. A pain is a strategic issue—an internal or external opportunity or threat that drives an organization to change direction.
The Nine Pains Explained…
Discovering Values: The Key to Unlocking Employee EngagementCynthia Scott
Overview
Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage.
In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance.
What You Will Learn
• How values are formed and shaped
• Why values matter in the workplace
• How to balance personal and work values
• The role values play in motivating positive behavior
• Business benefits of values clarification
• How to handle values-based conflict
• The importance of linking personal and organizational values
Who Should Attend
• Supervisors
• Managers
• Front-line leaders
• Human resources professionals
• Organizational coaches
A Managers Guide to a Cascading Team Values Conversation
This is a guide for a manager to conduct a values conversation/ workshop with his or her team. The values conversation will take from 1 1/2 to 3 hours. The purpose is to clarify the values that will help the team move toward their highest level of performance.
In the conversation, the team will
• Explore their personal values about teamwork
• Create a team values statement
• Come to agreement about what those values mean in action
Table of Contents
Section 1 - Setting the Stage
• Values (sm)
• Leading a Values Conversation .
• Clarifying Your Values
• Values are the Foundation for Success
• Values Replace Rules
• Values Provide Guidance
• Aligned Values
• Change of Values
• Values Into Action
• Value Conflicts
Section 2 - Personal Values Exploration
• Cascading Valuessm to Your Team
• High Performance Team Exercise
• Introduction to the Values Cards
• Personal Values Exploration
• Using the Values Cards
• Arranging Your Values Cards
• Sorting Your Values
• Personal and Organizational Values
• My Top Six Values
• Discussion Questions
Section 3 - Creating Team Values
• Team Values Exercise
• Aligning Organizational & Team Values
• Values to Action
• Sample Value Statements
• Turning Insight Into Action
2. Poll
How do you approach change?
I just try to do what I have to do to get through
the day.
I tend to doubt or feel angry about new ideas.
I’m excited about all the new possibilities it
brings.
I master quickly what needs to be done.
3. Today’s Focus
1. Understand how the human brain responds to
change.
2. Identify a predictable path of navigating
change.
3. Lead teams from resistance to performance.
4. Learn four different ways to increase
resilience.
5. Simple Truths
Our brains don’t like change.
To thrive, we must understand how to harness
our response to change.
Leaders need to understand change to foster
innovation and business agility.
8. The Lizard Brain Hates Change
The “lizard” is the pre-historic lump near the
brain stem that is responsible for fear, rage, and
reproductive drive.
Why did the chicken cross the road?
Because her lizard brain told her to.
Your lizard brain is here to stay. Your job is to
figure out how to quiet it and ignore it.
10. Decoding the Lizard
The limbic system is aroused by emotions.
It makes toward or away decisions.
It has “Hot Spots” - patterns of experience that
are stored in your limbic system and tagged as
dangerous.
An overly aroused limbic system impairs your
cognitive functioning and dramatically reduces
resources.
11. Pop Quiz
How much of our brain processing is unconscious?
A. 30%
B. 50%
C. 90%
D. All of it
12. Quieting the Lizard Brain
Every interaction is based on how a person perceives danger and
reward.
In most cases, the lizard brain reaches a conclusion faster than the
Prefrontal Cortex (PFC).
An overly aroused limbic system impairs your cognitive functioning.
Once aroused, trying to suppress it only makes it worse.
The same brain circuitry gets activated by a social threat as a
physical threat and it is stronger and more intense than a physical
threat.
We want to AVOID WAKING the lizard in people with whom
we engage.
13. SCARF Model of
Social Threats and Rewards
Strategy & Business
August 27, 2009 Autumn 2009
Issue Managing with the Brain in Mind
14. Balancing Threat & Reward
When threatening one area, balance out with other
areas.
If several of these SCARF areas get affected, there
is a really strong response.
Forexample, “English is now our global language”
creates threat in all 5 areas.
15. 2. Identify a Predictable Path
of Responding to Change
16.
17. Change Exercise
Think of a major change - either personal
or professional - that you have already
moved through.
Record your thoughts, feelings, and
actions as you remember various stages
of the change.
18. Change Exercise Worksheet
A. Your first awareness of the change … D. When it was over …
Thoughts Thoughts
Feelings Feelings
Actions Actions
B. Early in the change … C. When it was half way through …
Thoughts Thoughts
Feelings Feelings
Actions Actions
19. Poll
In the Change Exercise, which type of change did
you choose?
A. A change I started.
B. A change that happened to me.
23. Resisting Behaviors
Anger
Complain and blame
Become passive
Exhausted and overwhelmed
Preoccupied with the details of the change
24. Exploring Behaviors
Experiment and seek new ways
Begin to create a vision of the future
Accomplish intermediate goals and celebrate
milestones
Take risks
Generate lots of ideas
Trouble staying focused
25. Committing Behaviors
Regain sense control
Feel comfortable
Take time to affirm and recognize their efforts
Reflect on what they have learned
Start looking ahead to the next change
26.
27.
28. Notice Your Denial Focus Your Commitment
Identify the reality of the Focus your energy where you
situation: can make a difference:
• What is changing? • Act on issues you can control
• What are the causes? • Let go what you can’t control
• What are the effects? • Increase your influence
Feel Your Resistance Reframe Your Exploration
Recognize your feelings about View the situation from a different
the change: perspective:
• Listen to yourself talk • Look for the opportunities
• Acknowledge what you are • Imagine the outcomes
losing or gaining • Make things better now
• Express your feelings
29. 3. How to Lead Teams from
Resisting to Performing
30. Lead through Denying
Talk about possible future opportunities.
Explain the realities of the marketplace.
Go on field trips to “see” the future.
Express your vision of the future.
31. Lead through Resisting
Listen closely, be aware of individual reactions
and validate them.
Help the team identify losses and gains.
Interact with other teams who have moved along
in the process.
Manage your own resistance and keep a sense
of humor.
32. As a change leader,
don’t let concerns go unexpressed,
it will affect results.
41. Tip Sheet:
Strategies to Increase Employee Involvement
Meet regularly to discuss why the organizational
changes occurred.
Constantly communicate clear goals and a vision.
Encourage people to discuss fears and concerns.
Hold open “forums” for employees to raise questions.
Establish regular meetings to discuss progress.
Develop rituals.
Let people choose.
43. Thank You
Don’t miss out!
Mastering the Change Curve Facilitator Guide
Only $25! - Regularly $128
Offer available until 11/23/11
Coupon MCCWebinar
Includes:
Workshop instructions
Online & Paper assessment preview
Theoretical Background
PowerPoint Presentation for classroom session
30-day perfect fit guarantee!
Additional questions for Cynthia be submitted to:
Sara Montgomery
(610) 292-2641 | Webmeeting1@hrdq.com
Visit us at:
www.hrdqstore.com Copyright 2011 HRDQ. All rights reserved.
Not for resale. www.hrdq.com