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Description

Change Leader: Building the Narrative, Addressing Resistance and Embedding New Practices

Two days to lead an organisational or system change through to genuine adoption

  • 2 days — 14 h
  • In-person or virtual
  • Foundation
  • Up to 6 participants

The new system has gone live but everyone keeps using their old files. The new procedure is published and then quietly bypassed. The change was decided at the top, explained once in a meeting and then treated as done, while nothing has actually shifted in day-to-day work.

These two days focus on leading change from the manager's side. You will build the narrative of your project, identify the resistance that needs to be addressed and define the actions that embed new practices in the team's daily routine.

Learning objectives

  • Analyse the concrete impact of the change on the work of each role
  • Build a change narrative that the team can understand
  • Address resistance by distinguishing objection from refusal
  • Identify early advocates able to bring others on board
  • Define the actions that embed new practices over time

What makes this programme different

Each participant works on a change they are genuinely required to roll out
A dedicated sequence on the quiet workarounds applied to new rules
A deployment plan built step by step over the two days

Programme

1Understanding what change asks of people

What genuinely changes in the work

  • Role-by-role analysis of the tasks being modified
  • Losses and efforts required from team members
  • Familiar reference points that disappear and those to be created
  • Diagnosis of the change led by each participant

2Explaining the change

A narrative rather than an internal memo

  • Building the project narrative and its rationale
  • Adapting the message to the concerns expressed
  • What can be said about constraints and uncertainties
  • First presentation to the team

3Addressing resistance

Listening before persuading

  • Distinguishing technical objection, concern and refusal
  • Responses to the most frequent arguments
  • Identifying early advocates within the team
  • Dealing with quiet workarounds

4Embedding new practices

Change holds when it becomes ordinary

  • Close-interval follow-up points during the transition phase
  • Adjustments to accept without giving up on the objective
  • Recognising the teams that have made the effort
  • Building your own deployment plan

Who is it for

Managers, project managers and team leaders responsible for rolling out a new organisational structure, a new system or a new procedure.

Prerequisites

No prior knowledge required

Dates & locations

36 scheduled dates between November 2026 and December 2027. Seats are confirmed in the order enquiries are received.

November 2026

December 2026

January 2027

February 2027

March 2027

April 2027

May 2027

June 2027

September 2027

October 2027

November 2027

December 2027

None of these dates suit you? We open additional sessions on request, and any programme can be run privately for your team.

Practical details

Before the programme
Online positioning questionnaire. Your development objectives are shared with the trainer, who tailors the practical case studies to your context.
Teaching methods
Theoretical input, workshops and practical case studies. Digital course materials and method sheets provided.
Assessment
Multiple-choice tests and role-play exercises. Assessment of learning at the start and end of the programme, with immediate and 60-day follow-up evaluations.
After the programme
One year of access to the e-learning platform. Self-assessment of the skills acquired and a 30-day follow-up session with your trainer.
How to register
Registration online or on the basis of a quotation.
Lead time
11 working days after confirmation of registration.
Accessibility
Accessible to people of determination. Contact our accessibility coordinator to design a suitable solution: contact@mpf-academy.ae
Start dates
Rolling intake: in addition to the scheduled sessions, this programme can start on request.