TRAINING
Change Leadership & Transformation Strategy
For more than a decade, we’ve studied why some workplace transformations succeed while others stall, and the answer always comes back to people. Our research shows that lasting change happens when employees are deeply engaged and driven by clear impact, meaningful influence, and consistent leadership behaviors that build trust. The 2IsC model brings these elements together, giving leaders a three‑dimensional view of change that addresses the mental, emotional, and behavioral sides of transformation.
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• Leadership Development • AI Strategy • Executive Coaching • Talent Solutions • Culture Transformation
• Leadership Development • AI Strategy • Executive Coaching • Talent Solutions • Culture Transformation
• Leadership Development • AI Strategy • Executive Coaching • Talent Solutions • Culture Transformation
• Leadership Development • AI Strategy • Executive Coaching • Talent Solutions • Culture Transformation
For over a decade we've been on a quest to find what it is that makes workplace change and transformation work
well. We began by looking at different organizational changes including technology changes, mergers and
acquisitions, new product rollouts, culture changes and so on then worked backwards to identify the factors
separated the effective changes from those that failed.
What we discovered was that the core of change is people but then again, we've always known that. So we dug deeper
to discover that when people became highly engaged in change and transformation efforts at work it is then that we
begin to see lasting and successful transformation. Our research further revealed that this level of change
commitment is the direct result of three main factors—impact, influence, and consistency.
Highly engaged change commitment differs from simple change implementation in that team members who are highly
engaged in change at work not only go through the motions of change just to get the job done, they also buy-in to and
are committed to the outcomes of the change.
They are more creative, more engaged, and put in greater effort to make changes a reality.
About the 2IsC™ Model
The concept of binocular vision is a good analogy. Humans have two eyes, yet we only see a single image. We use our eyes collectively to
gather information about our surroundings. This is called binocular (or two-eyed) vision and it gives us several advantages, one of the
most important is the ability to see the world in three dimensions. With a slight eye distance, because our eyes look at an object from a
slightly different angle, each eye registers a slightly different image on the retina (the back of the eye). The two images are sent to the
brain where the information is processed. In a fraction of a second our brain brings one three-dimensional image to our awareness.
Similarly, by approaching workplace change from an 'impact' and 'influence' perspective, change leaders gain the view they need to
provide the most effective three-dimensional change approach that covers the mental, emotional, and behavioral aspects of change. The
'C' in the model stands for consistency and conveys the importance of creating trust and role modeling needed future behaviors.
Drive commitment by "making change matter"
Higher change impact scores are the
greatest predictor of team members'
commitment to change demonstrating
impact or significance of change is one of
the biggest drivers of workers' commitment
to change and overall change success.
The "information age" of change management
Higher scores on information-based change
leadership approaches have the second
largest impact on employee commitment
while team members feeling they have
opportunities to participate in the change is
the next largest predictor of change
commitment.
The change management "trust factor"
Trust in management is the final predictive
factor of highly engaged change
commitment indicating the importance of
team members' need to feel leaders will be
consistent, straightforward, and will follow-
through on commitments and the new ways
of doing things.
Skip to the Course...
What "Selling Change" Really Means
The book, Selling Change: How Successful Leaders Use Impact, Influence, and Consistency
to Transform Their Organizations, describes the why and how of it all and includes a number of
real-world, cross-industry examples from manufacturers to retailers to tech companies
including Build-A-Bear, Hilton, Kew, and NYU Langone. At the core is the 2IsC™ (Impact,
Influence, and Consistency) model highlighted throughout each chapter where change leaders
can and must, co-engage their teams.
What's included?
The Change Shop™ team has developed a fun and unique way to dive deeper on the book's model. By understanding the 2IsC™ Model outlined in Selling Change, you can learn to be a better change leader at once. The course highlights the model critical outcomes presented in each of the book's chapters, discussion questions in and three case studies, that not only contextualize the vital information you've learned from Selling Change but provide you with the opportunity to think critically and actively on the topic. Each module and discussion question, discussion and explains the ideas as a team to engage easily with these ideas. The purpose is to summarize what you learned in this session, prompt future discussions about what you've learned, and decisions you can include changes that will continue to affect your industry, organization.
Let's get started...
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Tools for Managing Change
What we deliver
Partner with us to help you assess, transform, and implement change across your entire organization.
Ideas for Leading Change
Improve organizational change
Read our Change+ blog for actionable ideas to create buy-in and manage change with confidence.
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Selling Change reveals the science behind why people commit to workplace transformation, introducing the predictive 2IsC™ Model to help leaders measure and strengthen change commitment across their teams.