Leading Teams Through Operational Change

Most operational change fails in the middle, at the layer of managers asked to keep delivery steady while the ground moves. This programme works on that layer. Delegates bring a change they are actually running and leave with a sequenced plan, a stakeholder map and the language to hold difficult conversations early rather than late.

It runs 7 times over the published calendar, in 6 cities and live online. Every date is the same programme with the same content and the same certificate.

• Diagnose where resistance is coming from and separate it from legitimate operational objection.
• Sequence a change so that early wins carry the credibility for later, harder steps.
• Hold conversations about role, status and job security without deferring or over-promising.
• Keep delivery measurable while the operating model is in flux.

Line managers, team leaders and heads of department accountable for delivery during a restructure, system migration or process redesign.

Short input, then work. Across 3 days of roughly 6 teaching hours each, the balance sits deliberately with the second: a programme where the trainer talks for six hours produces notes rather than capability.

• Your own material

  Exercises run on situations delegates bring, not on a case study written for a different organisation in a different decade.

• A capped cohort

  Small enough that everybody is asked something. Executive programmes are capped tighter still.

• Practice under scrutiny

  The difficult conversation, the challenged assumption, the decision defended out loud. Judgement is not built by watching.

• Something to take back

  Each day ends with a thing you can use on Monday rather than a slide deck you will not reopen.

• A written change plan for the delegate's own initiative, sequenced and stakeholder mapped.
• A stakeholder position map distinguishing blockers, sceptics and advocates.
• A set of tested phrases for the three conversations managers most often avoid.
• A short measurement set that shows whether delivery is holding.

A GATI certificate recording what you attended, issued after the programme has run and attendance has been taken. Attending at least 80 per cent of the days earns a certificate of completion; attending less earns a certificate of attendance stating exactly what was attended.

Every certificate carries a code that anybody can check against GATI's own record, which is what makes it worth holding. It records participation. This site will not imply one it does not have.