Get Prepared for Session Two

cocoons and butterflies

It has been almost three months since we met last time in Session One Authentic Leadership. We look forward to seeing you in Session Two (Organizational Change and Transformation) which will start on March 31. Are you ready for it?

In preparation, you will want to complete three assignments that will greatly enrich your learning journey.


  • What particular areas of knowledge or skills from Session One have been most relevant to you during this period between sessions?
  • How have you been able to apply new or newly expanded perspectives, methods, or skills gained from the program? Provide examples.

You will have an opportunity to hear different perspectives and share your ideas with other participants in the classroom.

Your Change Initiative

You have written a proposal for your change initiative. Review your goal again. Is it inspiring? Does it give your employees a sense of urgency? Make revisions if necessary. Be ready to discuss your goal with the class and solicit constructive feedback.

Change Readiness

As the owner, think deeper about your initiative before we start our journey in Session Two. Below is a list of questions for you to assess organizational change readiness to determine the climate of change for your initiative. You may encounter some similar questions in your online change readiness survey. You will receive a report of the cumulative survey results from the class and will have an opportunity to discuss the implications.

  1. Is there a fairly widespread sense that the change is necessary? Is the change solving a real problem, or do people think that it is happening for some other reason?
  2. Is the level of trust in the organization’s leadership adequate?
  3. Does the organization provide people with adequate training for new situations and roles?
  4. Does the organization tend to blame people if they make mistakes in a new situation?
  5. Is the change part of a widely understood strategy that is designed to move the organization in a direction that fits with a fairly clear vision of the future?
  6. Have the endings that are implicit in this change been talked about publicly? Do people know what it is time to let go of—and why?
  7. Does the organization’s history work in its favor during times of transition? Or are there old scars and unresolved issues that surface and make people uncertain and mistrustful?
  8. Has the change been explained to those who are going to be affected by it in as much detail as currently possible?
  9. Are there people within the organization who have expertise in handling of change and transition? Is their assistance available to others in the organization who may need it?
  10. Has a clear set of responsibilities been established for seeing that transition goes well? Do the people with those responsibilities have the resources to get their tasks done?
William Bridges, Managing Transitions: Making the Most of Change, 2009