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BIZENIUS.

Change Leadership Masterclass

Every day a leader with a good idea fails at change — because vision is not a change strategy. Stakeholders, politics, momentum and sustainability, worked properly.

The programme

Every day, a leader with a good idea fails at change — most because they can’t get beyond vision. Directives and clear communication are not a change strategy; leading change that lasts means working top-down to influence stakeholders and mobilise support, and bottom-up to keep projects and people moving. This masterclass treats change as the political process it is: framing initiatives to reveal allies and resistors, reading the agendas around you, negotiating with a working command of bargaining power and influence. The cohort works through building a roadmap for momentum and the elements that make change stick after the programme team moves on.

What you will do

Lead change at multiple levels of the organisation, working top-down on stakeholders and bottom-up on momentum.
Frame the change to reveal allies and resistors before they reveal themselves.
Map the political agendas around your initiative and build a deliberate strategy for support.
Negotiate strategic initiatives with a working command of bargaining power and influence.
Switch between facilitative and directive leadership styles as teams and situations demand.
Build a roadmap for momentum and implement the elements that make change sustainable.

Who attends

  • Anyone leading change in an organisation
  • New managers recently arrived in leadership roles
  • Black belts and green belts building their leadership range

Cohorts bring together board members, executives and the rising leaders behind them — kept deliberately small, so every seat is a peer’s.

Programme agenda

Built for the decisions no textbook prepares you for

I.Why change efforts fail
  • Beyond vision: what directives and communication can’t do
  • How shifting economic, competitive and global forces shape change
  • Change at multiple levels of the organisation
II.Stakeholders and politics
  • Framing changes to identify allies and resistors
  • Analysing the position and agendas of key stakeholders
  • Building support for your initiative deliberately
III.Negotiation and style
  • Bargaining power and influence in strategic initiatives
  • Facilitative and directive styles — when each applies
  • Political agility inside the organisational culture
IV.Momentum and sustainability
  • The roadmap for establishing momentum
  • Sustaining momentum through the culture
  • The key elements that make change stick

Frequently asked

Who should attend the change leadership masterclass?

It is open to anyone leading change in an organisation, new managers recently arrived in leadership roles, and black belts and green belts building their leadership range. No prior change-management certification is assumed — the programme works on what happens after the vision is announced.

How does change leadership differ from classic change management here?

The masterclass treats change as the political process it is, rather than a communications plan. That means framing initiatives to reveal allies and resistors before they reveal themselves, mapping the agendas of key stakeholders, negotiating with a working command of bargaining power and influence, and switching between facilitative and directive leadership styles as situations demand.

What do participants take away for making change last?

The cohort builds a roadmap for establishing momentum and works through the key elements that make change stick after the programme team moves on — sustaining momentum through the culture rather than through directives. BIZENIUS delivers the programme in English and French, with in-house editions available; sessions run on a rolling calendar with dates, fees and quotations confirmed on enquiry.

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In their words

Knowledge transfer, emphasised throughout

“We worked with BIZENIUS for our Fresh Graduates Programme — they are simply amazing. Knowledge transfer and practical learning were emphasised throughout.”

Kuwait Investment Authority

Teams from these institutions train with BIZENIUS

  • Citi
  • Barclays
  • ExxonMobil
  • Total
  • Gazprom
  • Standard Bank
  • QNB
  • Crédit Agricole
  • Nedbank
  • Absa
  • Raiffeisen
  • Halliburton
  • Baker Hughes
  • ConocoPhillips
  • Ooredoo
  • National Bank of Kuwait
  • Kuwait Finance House
  • Bank Muscat
  • Bank Audi
  • SABB
  • Garanti BBVA
  • Ecobank
  • Arab Bank
  • National Bank of Egypt
  • ADIB
  • Access Bank
  • Afreximbank
  • Repsol
  • QNB ALAHLI
  • Stanbic Bank
  • Equity Group Holdings
  • KCB Bank
  • Lombard Odier
  • NOV
  • Weatherford
  • Subsea 7
  • Al Baraka
  • Banque Misr
  • Burgan Bank
  • Bank ABC

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