Leadership &
Change Management.
New technologies, policies and processes often fail to solve the problems they were designed for. This is rarely because the plans went wrong. It’s usually because no one considered how people might feel when they were executed.
Situational. Planned. Visible.
A new structure, system or policy, with a start date and a project plan. It is what most change programmes manage.
Psychological. Personal. Unseen.
Letting go of the old and finding a place in the new. It runs on its own timetable. Discounting transition stress increases the risk of change failure.
They run side by side, not one after the other.
Every change sets off a transition for everyone it touches, and very often, those changes overlap. People move through them at different speeds, depending on their history, their role and how much control they have.
Transition is emotional, not transactional. At any moment your organisation can be moving through multiple phases of change, whilst your people will be enduring varying degrees of transition stress.
A new system at work, a restructure, a medical issue and an empty nest: one person can be navigating multiple transitions simultaneously.
The programme is structured around the three stages of Bridges’ model of transition. Each phase represents the natural and predictable emotional trajectory people experience through a change event. The programme equips leaders to recognise each one, in themselves and in others so they can lead people through change more quickly and more successfully.
Days 1 and 2 run together → 2–3 weeks applying the tools at work → Day 3 brings it home
Even welcome change involves loss. People rarely resist the change itself; they resist what it takes from them.
The old way has gone and the new one hasn’t arrived. Handled well, this is where the best ideas are found.
The new way starts to feel like the only way. The risk now is that old patterns quietly return.
Trauma-informed leadership,
grounded in neuroscience.
Every tool is grounded in neuroscience and proven to be effective coaching practice. We only use tools that can be readily applied to the realities of leading people through change. Rigorous enough for the boardroom; practical enough for Monday morning.
But why do we need to do all this?
Because the brain prefers the certainty of misery over the misery of uncertainty.
And this is why change management projects so often stall or fail. Leaders who understand how to apply neuroscience can lead people through change safely, on time and on budget.
What changes for your leaders, and for everyone they lead through change.
A wider window of tolerance, so leaders think clearly when the way ahead isn’t clear.
Losses named early mean less time spent on discounting, drama and game-playing.
New ways of working tied to a purpose people understand and want to be part of.
Common tools and vocabulary, so the change can travel beyond the room.
Figures come from individual client programmes, each with its own sample and evaluation method. They are not a pooled study.
The tools shared by senseia have given our organisation a new language to manage and deliver complex change – we couldn’t have progressed so rapidly without their support.
A truly unique approach and ground-breaking stuff for this organisation which has long been needed.
Nothing but the highest praise for the work undertaken by senseia.
In nearly 21 years of being a Police officer this is one of the best, most relevant training courses of this kind that I have been on.
I don’t think I can overstate how relevant this work has been to me. It has given me language and structure to think about why my experiences, especially in the last year, have felt the way they have.
Would definitely recommend to others and will be able to use the knowledge and skills practiced in my day to day role.
The course has, as a minimum, generated some hard and wonderful conversations with colleagues friends and family.
How the programme flexes around your organisation, the principles behind it, and where it fits in the senseia suite.
More than 13 years’ experience, from local councils and emergency services to large organisations.
Tell us about the change you’re leading, and the people you need to bring with you.
Let’s talk about your change ↗Prefer a form? Send us an enquiry
Basepoint, Rivermead Drive, Swindon, Wilts, SN5 7EX
