Leadership: Overcoming Challenges to Change and Uncertainty

This video gives you an understanding the learning outcomes covered in this module on emotional intelligence.

This video give a brief overview of emotional intelligence providing a definition of emotional intelligence and its meaning.

You may be confused about the terms emotions and feelings and how the two seem to be readily interchanged. This lesson helps to give a distinction between the two.

A broad look at emotions and why they are important to consider in change.

This lecture explores some of the limitations of artificial intelligence systems where emotional intelligence is concerned so that GenAI technologies (such as ChatGPT / Gemini, etc.) can be used effectively and responsibly.

Labeling emotions as positive or negative can be misleading. This lesson illustrates how all emotions contain vital information and explains that becoming aware of how to use this information contributes to the development of our emotional intelligence.

Social impact emotions sit beneath everyday workplace language and strongly shape behaviour, clarity, and connection. Naming them makes emotional intelligence more precise and helps people respond constructively.

This lecture gives some examples of when you experience emotions at work and how emotions can be used intelligently.

This lecture will help you to understand how the emotional climate at work impacts upon teams and teamworking so that you are able to determine the best ways to work with it.

This lecture investigates how to work with the emotional climate by assessing the level of emotional engagement and the level of emotional management.

There is a lot of interest in Artificial Intelligence currently. The most important skills needed in the skills-based economy are those that artificial intelligence cannot replicate. These are skills that involve many aspects of emotional intelligence and one of the most critical is leadership.

A review of some of the advantages and some of the disadvantages when working with emotional intelligence.

VUCA is an acronym often used to describe the volatility, uncertainty, complexity and ambiguity of general conditions and situations. In this lecture we investigate VUCA and how you may often be leading people in situations that are volatile, uncertain, complex, and ambiguous.

There are different types of change driven by different circumstances.  This lecture reviews the various types of change in organisations.

No matter what position or role you hold within an organisation, change will have an impact on you.  This lecture looks at these impacts from the most senior level through management to the key workers.

To be able to master change in complex situations, leaders and managers need to consider many elements.  If one is missing, then change won't work.

This video investigates the concept from behavioral economics, political theory, and behavioral sciences which can be used to implement change by deliberately influencing irrational decision-making.

The importance of communication in change cannot be overstated.  This lecture describes communication and how breakdowns in communication can occur.

This lecture looks at the cycle of behaviour that occurs when attitude drives behaviour.  Understanding this will give you some insights into how to break this cycle to stop it from escalating.

One of the problems which leaders and managers in managing change is resistance to change, which may take a number of forms.  This lecture explores resistance to change.

Coaching is a powerful tool to support people going through change.  This lecture explores supportive and challenging coaching for change.

The practical activity in this module provides you with actions or activities that you can take to manage change more effectively.  This video gives some details about the activity and what you can do to get the best from it.

This workbook helps you to look at some actions or activities that you can take to manage change more effectively within your role and within your current situation.

The strategies in the workbook get you to focus on specific management steps that you can take to manage change, instead of letting change manage you. These strategies will support your performance and the performance of others during transition and change.

People respond to situations by considering the threat or the reward posed by events.  This lecture explores the neuroscience of the Threat and the Reward response.

David Rock's SCARF Model is recognised and well respected for using neuroscience as a basis to work effectively with others in bringing about effective change. 

This module is based on his in his paper "SCARF: A Brain-Based Model for Collaborating With and Influencing Others", which was published in the NeuroLeadership Journal, Issue 1, 2008.

This lecture investigates the need for status in social interactions and change.

This lecture investigates the need for certainty in social interactions and change.

This lecture investigates the need for autonomy in social interactions and change.

This lecture investigates the need for relatedness in social interactions and change.

This lecture investigates the need for fairness in social interactions and change.

The SCARF model is well established but needs to be put into practice and worked with to be effective.  This lecture explains how you can practically apply the SCARF model.

This section investigates the emotions that are experienced during any kind of change so that they can be understood in context and managed more effectively.

This lecture covers the learning outcomes covered in this module.

This lecture gives an overview of John Fisher's Process of Transition curve, which covers the emotional pathway experienced when dealing with significant change.   

You can download and print off a copy of the Personal Transition through Change curve, which is included as a PDF with this lecture. 

Before considering anyone else’s emotions, you need to be aware of your own emotions. This lecture covers behaving in a way that your emotions don’t cause damage to yourself and to others.

Can I cope?

The first phase of a transition through change is anxiety. Why does anxiety occur and how can you help people anxious about change?

At last something is going to change!

People experience happiness about change in the initial stages. Why is this and what does it mean?

Change? What change?

People often go into denial during change. How does this occur and what can be done about it?

Who's at fault, you or me?

Anger is expressed in change in a variety of ways. This lecture looks at the types of anger and how to work with anger.

I'm off! This isn't for me!

This lecture looks at when disillusionment occurs in change and what can be done about it.

Who am I?

Depression or despair can be the longest and deepest emotional stage of the change process. This lecture looks at depression and despair and how to work with this emotion.

I am going to make this work if it kills me!

People may become quite hostile during change. When does this occur and how can you help others stuck in this phase?

I can see myself in the future.

Gradual acceptance means that emotionally the change is being accepted and adjustments are being made.

This can work and be good.

In this phase you are starting to feel good about yourself again and are making the right choices. How can you help others in this phase?

This short lecture covers the necessary things that you need to do around your health and well-being to help you develop your emotional resilience.

The final part reviews the learning outcomes covered within this module on personal transition through change.

This activity gets you to explore the application of the SCARF Model to benefit from the influential and collaborative value of SCARF in practice through your day-to-day interactions.

This lecture is based on Dr John Kotter's 8 Step Process for Leading Change covering preparing for change, managing change and reinforcing change.

What is the best way to lead people through change?  This lecture provides some insights.

The ADKAR Model paves the way for successful change by equipping people with a common language for change. It enables leaders to plan and guide change considering the awareness and desire for change, the knowledge and abilities needed to make change work and the ways to reinforce change and make it stick.

The Change Equation was devised by R. Beckhard and R. Harris published in the 1980s to explain factors that need to be considered in overcoming resistance to change.

Communication is the key determinant in ensuring change is successful.  This lecture investigates ways to improve transparency in communication.

To conclude the course, this lecture provides some bits of wisdom to consider when working with emotional intelligence for change.

This practical activity provides you with a structured process using both the ADKAR Change Management Model and the Change Equation.  This will help you to consider what the people that you are working with need during change in order that you can plan for these needs and work with them more effectively.

This is a practical activity to conclude this emotional intelligence course. It requires you to consider your goals and objectives for taking the course that you set for yourself at the beginning of the course.

These Lightbulb Moments resource cards have been created to provide you with handy reminders of key points around topics covered within the course.

This video will help you if you are having issues accessing your Certificate of Completion.