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Leading and implementing change

Leading and implementing change

Engaging people with the need for change requires an agile and understanding leader

Change is an ongoing process which needs to be sensitively nurtured at every stage to make sure that the whole team is on board and working to a shared vision of the organisation’s future.

Course outline

This workshop is designed to help participants identify and adapt to the variety of behaviours within a team. It will provide insight into key behavioural triggers to help leaders keep their teams on board throughout the change process. This training on managing and leading change looks at how leaders and managers can effectively drive change within the business and their team and successfully implement change initiatives.

Participants work with a fictional company undergoing organisational change and are shown the team’s inner thoughts, desires and perceptions to investigate how best to support each individual through turbulent times.

The course develops the change management skills required for a strong leader to provide support, direction and motivation throughout a change process; helping to ensure ensuring they retain the respect of each individual and get the best out of the whole team’s resource.

It will benefit those leading and implementing change, as well as new or experienced managers looking to empower team members and achieve a positive commitment to change.

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At glance
  • workshop-icon Style
  • time-icon Learning time
    One day
  • pre-course-icon Pre course prep
    Realplay workplace scenarios
  • mask-icon Method
    LIVE Learning

Learning activities

The course introduces the Emotional Change Curve and enables participants to identify where an individual is along their personal emotional journey and what need to happen to move them towards a positive outcome.

Using a variety of proven drama-based techniques, participants engage with a simulated organisation’s need for change, experiencing first-hand the impact of new ways of working on the individual team members. It continues to explore a number of communication styles in interactive exercises, building an appreciation of individual communication preferences. It also examines potential emotional states, helping participants to develop effective strategies for providing relevant support to move individuals to acceptance and commitment.

The final session is dedicated to embedding the learning by personally coaching the fictional team leaders towards more effective leadership through change. Participants use realistic one-to-one workplace scenarios to put their newly learned strategies into practice.


By the end of the workshop participants will understand and have practised techniques to manage their own journey through change; being more confident in their own position during change, they will be better placed to lead others through that process. They will have a greater appreciation of how to keep people motivated and engaged through change, strengthening the organisation’s ability to cope with significant future change as a whole.

Supporting Theory
  • The process of transition – John Fisher 2012
  • The Four Rooms of Change – Claes F Jabbssen
  • The Change Curve – Kubler Ross 1969
  • Discovery Learning – Jerome Bruner 1961

The Skills Coaches are also adept at challenging and pushing delegates when appropriate. We monitor delegate feedback closely and this has shown a high level of engagement with both the process and the content which ensures that learning is effectively embedded.

John Lewis Partnership – Leadership team

View case study

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