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Reduce employee resistance to change with award-winning change management speaker Garrison Wynn, CSP. Garrison is renowned for his dynamic blend of original high-impact humor, customized research driven content and proven solutions for successful change.
The response was phenomenal. We believe you made a real difference in the morale and education of our people. Thank you for the effort you put into your research. Knowledge of our industry was the key. Many have personally benefited from your relationship approach, and have increased average monthly performance by approximately 25% accordingly.
VERIZON
Change is something we all must deal with, but the stress that accompanies change is more of a choice.
This fast-paced, entertaining keynote creates an emotional shift for attendees as they see how much control they have over how change affects them. It also shows that stress is more about what we believe than it is about what is happening. It gives the specific communication tools that anyone can use to dramatically reduce resistance to change and difficult behavior. From workforce retention challenges, employee engagement issues and just embracing everyday work and life problems, this research-based program takes a fun look at a very serious topic.
- No one wants to be a senior beginner
- Curing disengagement
- How to get “buy-in” on change quickly
- Managing hybrid work environments
- Working better together through change: overcoming silo-ism
- Managing mental health: what the most successful do differently
- The truth about stress: separating the data from the drama
- Dealing with the resistance to change
- Change is easy… you go first!
Creating a More Productive, Desirable, and Safer Workplace.
This program brings together the latest research and insights from tens of thousands of anonymous employee engagement surveys across multiple industries. It’s a fast-paced, fun, action-packed session that’s all about building a resilient culture that lasts. We’ve uncovered what’s actually working right now (not just the latest innovation or cool theory) to help attendees create an environment where people feel safe, want to come to work and perform at their best—and wrapped it all up in an entertaining, practical package.
From leaders to those who want to be leaders, to those who never want to be leaders, this program combines motivation with innovation to move your culture forward. We’ll cover everything from how AI fits into workplace culture to how to make sure the job you are offering/managing is one that people actually want to do!
Action and adaptability create opportunity
This funny, insightful keynote combines relationship building with no-fluff motivation and change to deliver real solutions in uncertain times. Garrison examines the challenges we face (from quiet quitting to communication breakdown) and shows how we can laugh at our problems while using them as catalysts for success. This session covers a lot of ground and provides no-cost, researched-based, easily implemented, proven solutions that your people can use right away.
Easily Customized Segments Include:
- New people, new products and new approach
- Dealing with new leadership direction
- How to get “buy-in” on change quickly
- Working from home with no distractions
- Nobody wants to be a “senior beginner”
- Embracing mergers and acquisitions
- Dealing with the resistance to change
- Technology changes and procedural shifts
- Change makes us better?
- Action and adaptability creates opportunity
Reducing employee turnover and job dissatisfaction
This highly focused, entertaining session shows leaders and influencers at all levels how to consistently create a sustainable culture of loyalty. This is not the view from 30,000 feet; it’s a high-energy, direct connection to the tools and tactics that are dramatically improving employee retention right now.
This program is a fun “experience” designed to provide you with actionable ideas and solutions that will assist in driving a sustainable culture that will help your organization to achieve its goals by keeping and attracting the people you need to succeed.
- Making sure your people feel valued and supported daily
- How to be right without making people wrong
- Forensic listening: Listening to those who have not felt heard in the past
- Eliminating quiet quitting by improving the employee experience
- Making work worth it: Fix the job, not just the worker
- Managing expectations and emotions
How Management Can Motivate People To Listen
Resistance to change is the issue. Change happens; and while we can’t control much of the world changing around us, we can control how we respond.
We can choose to anticipate and embrace changes or resist them. When things change, people are afraid they will no longer be experts. They will have to learn the new way, and no one wants to be a continuous senior beginner. Our studies show that to make change work, we have to prove to our key people that the change means getting better (or at least equal) results than the old way, assure them that their experience has value, and then get them to spread that message through the organization.
When you tell someone you know exactly how they feel, you rob them of their uniqueness. Our three-year study of top communicators showed that when someone tells you their core issues and you say, “we had a situation exactly like that last month, and as a matter fact the guy looked just like you, and this is what we did,” you create your own resistance. They will then try to show you how their problems are special and need more of your attention. However, if you acknowledge the difficulty of their problem and then share your experience in similar situations (the key word being similar), they are more likely to use your solutions.
How to manage faraway teams with near-perfect results
Without the personal power of onsite encounters, weekly or daily meetings, and the ability to visibly connect and track what people are doing, employees can feel uninformed and distracted. Good remote leadership requires a specific insight that creates a culture of commitment and productivity. And while email, phone, IM, voice text, and Zoom help a lot, those are just the tools to get a job done and not the solutions that will achieve your goals. This fun, heavily researched and virtually delivered session provides the actions and insights that allow leaders to be influential regardless of location.
- Communicating what a good job looks like when it’s finished — not just the steps to get there
- Creating clarity and developing a culture of timely communication
- Removing homebound worker distractions
- Improving productivity without micromanagement
- Remotely managing activities and goals
- Building and maintaining motivation
- Creating trust that fuels engagement and performance
Inquire About Pricing And Availability
Influencing Change
How do you get people to buy-into change quickly and stay flexible?
Action and adaptability create opportunity!
Our natural reaction to change, even in the best circumstances, is to resist. Awareness of the business need to change is a critical ingredient of any change and must come first.
There is no better way to minimize resistance to change than to involve those responsible for implementing it and those affected by it. If there is no involvement early on in the planning, during the implementation and throughout perpetuation, the change effort will fail. When people feel that they are valued participants in planning and implementing the change, they are more likely to be motivated toward successful completion.
Research shows that executive involvement is the greatest contributor to change management success..If people don’t know “what” the change is and “why” it’s being implemented, then “how” to implement the change is a mute point. Change leaders must show alignment with senior management’s business objectives. and back up words with behaviors and actions that support change.
- Critical management mistakes during change: learn how to avoid them
- Receiving collecting feedback and creating open communication
- Overcoming employee resistance to change
- Obtaining support from all levels
- Effective ways to approach the change management process
- The greatest contributors to the success of a change management program
- Defining the role of top management
- Discovering the most effective methods of communication
- A good change management team member: what are the most important criteria?
During organizational change, perception equals reality: The level of stress an employee feels during organizational change is proportional to the level of perceived threat. Managers need to anticipate and adjust their communication to minimize the perception of threat during change.
Garrison Wynn’s change management keynote presentations address common problems leaders and change management teams face during mergers, acquisitions and organizational change using high-impact humor, research results from highly successfully managers and organizations, customized content based on interviews and/or change assessments with your key people.
Garrison is consistently chosen as the keynote speaker for events by Fortune 500 corporations, government, nonprofits, secular industry organizations and associations that want to move beyond the limitations of traditional “best-practices” and set breakthrough objectives to achieve maximum success.
- Research on corporate culture has shown that organizations will not be able to sustain excellent performance over the long haul unless they have a corporate philosophy allowing them to adapt to a changing environment.
- A survey of 500 executives concluded that resistance was the main reason why organizational changes fail.
- A recent study found that 60% of the reengineering projects that failed were due to employee resistance.
The eight most common beliefs and reasons that people resist change
There isn’t any real need for the change
The change is going to make it harder for them to meet their needs
The risks seem to outweigh the benefits
They don’t think they have the ability to make the change
They believe the change will fail
Change process is being handled improperly by management
The change is inconsistent with their values
They believe those responsible for the change can’t be trusted
It is important for executives to communicate a structured change process showing where the company is going, how they are going to get there and what results they expect at the end.
Research shows that executive involvement is the greatest contributor to change management success. If people don’t know “what” the change is and “why” it’s being implemented, then “how” to implement the change is a mute point. Change leaders must show alignment with senior management’s business objectives and back up words with behaviors and actions that support change.
- How to be right without making others wrong
- The truth about team building: myths and motivators
- Creating a plan for success: what the most successful do differently
- The flywheel effect: making change work
- How create consistency without robbing people of their uniqueness
- Listening like a leader: the truth about trust
- How to get people to listen to you
- How top auditors succeed: our customized research
- How to create the defined outcomes you want your questions to deliver
- Creating questions that identify needs without bruising egos
- The five best questions in the world
- How to customize the best questions for your audit process
- Open- and closed-ended questions and how to use them
- How to identify issues that are not being discussed
- How to detect the reoccurring patterns of dishonest answers
- Being prepared: when you are on the firing line
- Organized information gathering techniques
- Effective processes: ask, listen, agree, and recommend
- How to avoid an argument
- How get people to agree with you
- How to build rapport quickly: relationship management
- Voice tone and sincerity
- Overcoming objections
- How to help people move through change comfortably
- The three reasons people don’t tell the truth
- Job protection vs. action
- How to avoid blame distribution
- Focusing on what’s important: picking your battles
- How to increase employee accountability and buy-in
- Using the flywheel effect: proving change works
- Creating awareness
- How to make their ideas part of the solution
- Outlining the benefits of a consistent approach
- How to guide people from resistance to acceptance
- How to clearly explain the value of your solutions
People want to have more organized communication systems and be on the same page with how they are communicating. Managing change requires learning the best form of communication for change related issues. For example: when to use email, when to use voice mail, when to have face-to-face meetings, when upper-level management needs to show up and be heard.
- Developing the most common objections in advance
- Isolating objections and handling them one at a time
- Understanding the difference between objections and conditions
- Why objections indicate interest
- How to treat objections as a request for more information
- Handling objections without being defensive
- Lay the foundation: defining your goal
- How to outline your concepts for maximum impact
- How to create a concise presentation from too much information
- Structure and flow: professional presentation skills
- Speaking with passion and confidence
- How to a create value proposition
Garrison's Articles On Successfully Managing Change
Making Work Worth It
Hard to Hire
A Hopefully “Not-Too-Brave” New World
The Death of Work Ethic
The Employee Exodus (and How to Stop It)
Hanging On and Moving Forward
