Helping leaders support their team through the human side of change
Because how people experience change matters as much as the change itself
It’s easy to focus on the logistics of change, the plans, timelines and project management, while overlooking the human response. Two people can experience the same change in completely different ways. This workshop helps leaders understand the neuroscience behind resistance, build compassion and trust through uncertainty, and walk away with a practical toolkit to lead their teams through change with confidence.
Delivery details
Format
Online or in-person
Duration
1 or 2 hour sessions available (online or in-person)
Group size
Varies by duration and format
Tailored
To suit organisational contextKey learning outcomes
Participants will:
- Understand why people resist change, and the neuroscience behind it
- Recognise “defensive” versus “discovery” mode, and how to help their team move between them
- Learn how negativity bias and loss aversion shape people’s response to change
- Apply the SCARF model to identify what might be triggering resistance in their team
- Build compassion and trust as tools for leading through uncertainty
- Walk away with a practical toolkit (validate, understand, communicate, acknowledge) to lead any change
Why this matters now
Change is no longer occasional, it’s constant. This shift is driven by three key realities:
- Pace of change, with today being the slowest rate of change we’ll ever experience again
- Neurological impact, with unwanted or unclear change triggering a threat response that makes people resistant, defensive and narrow minded
- Trust impact, with people in high-trust environments reporting 50% higher productivity, 75% more engagement and 40% less burnout than those in low-trust environments
How a leader shows up during change has a direct, measurable effect on how their team copes with it.
The brain's not built for change
Our brains are wired to notice and remember negative experiences far more than positive ones, and to feel the pain of losing something roughly twice as strongly as the pleasure of gaining something new. This isn’t a personal failing, it’s how the nervous system is built to keep us safe. Common triggers for resistance during change include:
- Feeling that change is being “done to” them, rather than with them
- Losing status, autonomy or clarity about what happens next
- Feeling left out of decisions or communication
- A perceived loss of fairness compared to others
Understanding this helps leaders respond with compassion instead of frustration when their team resists.
YOU'RE IN GOOD HANDS
Let's talk
Share some details about your organisation, any challenges you’re facing, and how you’d like support. One of our friendly team members will be in touch to book a free chat and explore the best fit for your needs.