Training Industry Magazine - January/February 2020 - 37

force was rewritten to implement
these principles in the participants'
home country. This solution could
not have been prescribed initially.
By clarifying the why and creating a
way that provided a general direction
and identified critical moves, the
international leaders could do the rest.

TO FOSTER CHANGE
RESILIENCE, CREATE A
SPACE WHERE IT IS SAFE
TO VOICE OPINIONS,
SHARE IDEAS AND MAKE
MISTAKES.
COACH BY LEANING IN
Reframe resistance. Resistance -
the refusal to accept or comply with
someone or something - is normal,
and it is not necessarily negative. It
indicates that people need more time,
information or support to process
the change. That's where your role
as coach comes in. Rather than
trying to avoid or squelch resistance,
leaders who foster change resilience
lean in and investigate the reasons
for resistance.
Consider your reaction when a team
member expresses uncertainty or a
lack of support to change. Are you
quick to defend, or do you explore
their reluctance? Often, what looks
like resistance is an expression of
concern rising from their commitment.
In order to coach your team through

the change, you must first understand
where they are coming from.

TAKING ACTION

Ask more questions, and make fewer
statements. Have transparent, oneon-one conversations. Be curious,
and adopt an attitude of openness
- contributing to a sense of equity.
As The Change Lab recommends,
ask employees about their best
experiences with the change at hand,
collect their ideas of what success
looks like and gather suggestions on
how this might be actualized.

The speed of change continues to
accelerate, but it is the quality of
change leadership that drains or
sustains. By employing these five
strategies, L&D teams and people
leaders can foster the ability to
bounce back from change quickly,
implement change readily and sustain
ongoing resilience continually.

CREATE A CULTURE
OF CARING
Finally, and perhaps most importantly,
create a culture of caring. What is
the biggest drain on resilience at
work? A Harvard Business Review
article reported that 75% of the British
employees surveyed feel the biggest
workplace drain is not the speed
of change but managing difficult
workplace relationships and politics.
Similarly, research by Dr. Rebecca
Erickson demonstrates that the
emotional context of the workplace
correlates with burnout. Employees
working in environments with low trust
and high levels of agitation, frustration
and futility report stress levels and
burnout rates nearly three times higher
than employees who work in positive
emotional environments. Positive,
stable emotional work environments
serve as an inoculation against burnout
caused by workplace stress.
To foster change resilience, create
a space where it is safe to voice
opinions, share ideas and make
mistakes. Practically speaking, one
of the most powerful things you can
do for your team is create personal
connections and a psychologically safe
work environment. A culture of caring
that says, "We are in this together,"
strengthens change resilience in
yourself and among others. Ask the
magic question: "What do you need and
how can I help?" Become intentional
about investing in relationships with
your co-workers.

TAKEAWAYS
As you lead change, remember:

* It is the quality of change

leadership, rather than the
quantity of change, that drains
or sustains.

* Emotional dips in the change

curve are fueled by a sense
of social threat - fear of how
we will be impacted. Exerting
agency lowers one's threat
meter.

* Understanding the why

behind organizational
change helps secure a sense
of purpose and set a shared
strategy.

* Resistance indicates that

people need more time,
information or support to
process the change.

* Positive emotional

environments serve as an
inoculation against burnout.

Leadership coach and Prosci-certified
change management consultant with
Avaap (formerly Navigator Management
Partners), Noelle Akins brings 20+
years of real-world training and change
management experience in healthcare,
non-profit, higher ed, manufacturing,
and research and development.
Email Noelle.

T R A I N I N G I N DUSTR Y MAGAZ INE -AGILE LEARNING 2020 I WWW. T RAININGINDU S T RY . C OM/ MAGAZ I NE

| 37


https://www.hbr.org/2015/01/what-resilience-means-and-why-it-matters https://www.avaap.com/ https://www.typeahealthy.com/ https://www.trainingindustry.com/magazine

Training Industry Magazine - January/February 2020

Table of Contents for the Digital Edition of Training Industry Magazine - January/February 2020

Building an Adaptable Workforce
Table of Contents
3 Key Technology Principles for Integrated Employee Learning Experiences
The Agile Brain: How You Can Learn to Do Less to Adapt at the Speed of Change
Learnership: Preparing Employees for the New Learning Landscape
Developing Range Versus Demonstrating Agility
Agile Learning Strategies for the Modern Learner
Clicking for Completion: How to Overcome the Hyperactive E-learner
Cutting through the Clutter: How to Curate Content to Drive High-Impact Courses
Skills Gaps Rise as Organizations Ignore Workforce Training Preferences
Creating a Learning Strategy for Change Using the Skills of Improvisation
5 Keys to Building Change Resilience for You and Your Team
Workflow-enabled Learning: Meeting the Needs of the Modern Learner
Meeting the Challenge: Training for Customer Experience Excellence the Airbnb Way
Adaptive Learning for the Global Enterprise
How to Leverage Technology in Building Learning Agility
Becoming an Agile Learning Organization
It's Time to Prioritize Learning
Guild Education Now Valued at $1 Billion, Helps Organizations Upskill Employees Through Education Benefits
Company News
Training Industry Magazine - January/February 2020 - 1
Training Industry Magazine - January/February 2020 - 2
Training Industry Magazine - January/February 2020 - Building an Adaptable Workforce
Training Industry Magazine - January/February 2020 - 4
Training Industry Magazine - January/February 2020 - Table of Contents
Training Industry Magazine - January/February 2020 - 6
Training Industry Magazine - January/February 2020 - 7
Training Industry Magazine - January/February 2020 - 8
Training Industry Magazine - January/February 2020 - 3 Key Technology Principles for Integrated Employee Learning Experiences
Training Industry Magazine - January/February 2020 - 10
Training Industry Magazine - January/February 2020 - The Agile Brain: How You Can Learn to Do Less to Adapt at the Speed of Change
Training Industry Magazine - January/February 2020 - 12
Training Industry Magazine - January/February 2020 - Learnership: Preparing Employees for the New Learning Landscape
Training Industry Magazine - January/February 2020 - 14
Training Industry Magazine - January/February 2020 - Developing Range Versus Demonstrating Agility
Training Industry Magazine - January/February 2020 - Agile Learning Strategies for the Modern Learner
Training Industry Magazine - January/February 2020 - 17
Training Industry Magazine - January/February 2020 - 18
Training Industry Magazine - January/February 2020 - 19
Training Industry Magazine - January/February 2020 - Clicking for Completion: How to Overcome the Hyperactive E-learner
Training Industry Magazine - January/February 2020 - 21
Training Industry Magazine - January/February 2020 - 22
Training Industry Magazine - January/February 2020 - 23
Training Industry Magazine - January/February 2020 - Cutting through the Clutter: How to Curate Content to Drive High-Impact Courses
Training Industry Magazine - January/February 2020 - 25
Training Industry Magazine - January/February 2020 - Skills Gaps Rise as Organizations Ignore Workforce Training Preferences
Training Industry Magazine - January/February 2020 - 27
Training Industry Magazine - January/February 2020 - 28
Training Industry Magazine - January/February 2020 - 29
Training Industry Magazine - January/February 2020 - Creating a Learning Strategy for Change Using the Skills of Improvisation
Training Industry Magazine - January/February 2020 - 31
Training Industry Magazine - January/February 2020 - 32
Training Industry Magazine - January/February 2020 - 33
Training Industry Magazine - January/February 2020 - 5 Keys to Building Change Resilience for You and Your Team
Training Industry Magazine - January/February 2020 - 35
Training Industry Magazine - January/February 2020 - 36
Training Industry Magazine - January/February 2020 - 37
Training Industry Magazine - January/February 2020 - 38
Training Industry Magazine - January/February 2020 - 39
Training Industry Magazine - January/February 2020 - 40
Training Industry Magazine - January/February 2020 - 41
Training Industry Magazine - January/February 2020 - Meeting the Challenge: Training for Customer Experience Excellence the Airbnb Way
Training Industry Magazine - January/February 2020 - 43
Training Industry Magazine - January/February 2020 - Adaptive Learning for the Global Enterprise
Training Industry Magazine - January/February 2020 - 45
Training Industry Magazine - January/February 2020 - 46
Training Industry Magazine - January/February 2020 - How to Leverage Technology in Building Learning Agility
Training Industry Magazine - January/February 2020 - 48
Training Industry Magazine - January/February 2020 - Becoming an Agile Learning Organization
Training Industry Magazine - January/February 2020 - 50
Training Industry Magazine - January/February 2020 - It's Time to Prioritize Learning
Training Industry Magazine - January/February 2020 - Guild Education Now Valued at $1 Billion, Helps Organizations Upskill Employees Through Education Benefits
Training Industry Magazine - January/February 2020 - Company News
Training Industry Magazine - January/February 2020 - 54
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