We often make the mistake of assuming that when a change (or a transition) begins, people in the organisation are able to see what is happening and jump onto the train. This rarely happens. Change creates fear, a sense of loss of what was familiar. It takes time for people to:

• understand the meaning of change and
• assume the commitment to change in a significant fashion.

When we analyse change initiatives, at least 70% of them fail or do not achieve their full potential. Why does this happen? Because people resist change and because management finds it difficult to support change effectively. We can change all processes, technologies and procedures but this does not mean that people will inevitably change.
For an organisation to evolve, it is essential to have a systemic approach to change and to create a strategic plan that takes into account all the variables that influence the success of these initiatives, first and foremost human variables.

Life Coach Lab supports organisations tackling change and accompanies people through the transition. Along this road, everyone is invited and supported to take a part of responsibility and find deep-felt motivation and a sense of meaning that funnels together creative individual energy in the success of the initiative.
These initiatives may involve various steps:

1. Individual and organisational awareness
This may envisage a period of diagnosis and various alignment and team coaching activities for the Management Team. The fundamental questions for which answers need to be sought are:

- What is the organisation's current culture? In what way can it accelerate or hinder change?

- What are the organisation's values?

- What is my personal leadership style? What type of leadership do we need to adopt to tackle change successfully

- In what way can the management team express its potential and how might it reduce it?

2. Definition of a new paradigm
In this phase, the qualities of the change expected are defined and individual expectations are aligned with the needs for change.

- How can one create a vision for the future, and how can we ensure that the vision is really shared?

- What behaviour must we develop to grow and develop as an organisation?

- What will inspire people to tackle the work needed for change?

- What are the new operating principles of the management team and the rest of the people in the company?

- What values does your organisation have and how can checks be made that they are aligned with people's values?

3. Development of competencies

In this phase, training action is planned to allow people to develop the abilities required in the new organisational situation.

- What operational difficulties can people come across in the transition phase and when change must be implemented?

- What technical and psychological obstacles could compromise the effectiveness of our people

- What knowledge and abilities must we develop and integrate to be effective in the new paradigm?

4. Structure support
In the last phase of our work we help the company to identify and to develop the systems, processes and procedures to make the change effective and lasting.

- What support structure should the organise set up to enable change?

- What systems must the human resources department develop to aid the new behaviour expected of people?
- How can we support people in the use of new processes?