Change Leadership

Leading an organisation in times of economic turmoil is a particularly difficult task.  As budgets get squeezed, organisations inevitably scrutinise key processes, policies and decisions. Employees are fully aware of what’s going on in the wider world and inevitably think about what all this means for them. 

Directors, middle managers and team leaders are all responsible at times of uncertainty for maintaining productivity and for keeping everyone informed about what’s going on in the business.  Put another way: managers are accountable for maintaining employee morale and for keeping everyone focussed on delivery. 

It’s a difficult balance. 

Here are a few examples of the types of service we provide to organisations undergoing change and uncertainty. 

Example 1 

Organisation:  A very well known national UK charity that was merging with a smaller charity that worked in the same area of need. 

Locations:  Head Office in London and retail outlets all over the UK. 

The Need:  To train managers at all levels of the organisation so that they’re able to support and manage employees through a period of upheaval and insecurity. 

The Solution:  A series of one-day flexible workshops that enabled small groups of managers to consider – in-depth – what issues they faced in their own teams and to create solutions under the expert guidance of an Arden Director. 

The events enabled participants to address tough questions: 

-       How ready are employees for this merger?

-       What impact is the change likely to have on productivity?

-       What do employees want from you – the local leader?

-       What tools are available to help you?

-       What communication channels do you have at your disposal? 

The Result:  All participants left the workshops with a personal action plan that would be implemented within 30 days or less. Everyone was expected to monitor their plan’s success and to report back. 

Example 2 

Organisation: A well-known academic publisher was merging with a rival organisation. The first step was to unify the two finance departments. 

The Need: To support employees and managers implementing the changes (which weren’t universally acclaimed) smoothly and with minimal disruption to customers. 

The Solution: Intensive 1-to-1 coaching for the senior manager, focussed on keeping people supported and informed. In addition, facilitated communications events for those employees most affected by the changes. 

The Result: A smooth integration with no drop in productivity or in customer service levels. 

The senior manager stated: “This is just a note to say thank you for all the help you have given me individually, and the managers as a group. 

While I would not wish for the background circumstances, the last year has been a success, and that in no small measure is due to the help you have given us.”


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