Clifford Morgan


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The Oxford Dictionary describes change as:

  1. make (someone or something) difference; alter or modify.
  2. replace (something) with something else, especially something of the same kind that is newer or better; substitute one thing for (another).

Change management is no longer the domain of a specialist, but rather a core skill required of all leaders. Leaders and managers will inevitably have the task of implementing and leading change – yet change is difficult and often met with great resistance.  Change attempts are frequently greeted with opposition and are not as successful as organisations would like.

So if change is (usually) about altering something to another that is newer or better, why are people so adverse to change?

Harvard Business Review (Kanter, 2012) reports some of the common reasons our people resist change are:

  • Loss of control – Change disrupts autonomy and makes people feel as though they’re losing control, especially if they have not had time to get used to the idea or change.
  • Excess uncertainty – People will prefer to remain where they are (even if the situation is not optimal) instead of stepping into unknown, even if it may produce better results.
  • Everything is different – We are creatures of habit, when there is a deviation from what is known it becomes uncomfortable.
  • Concerns about competence – People prefer to operate where they’re proficient. Change often requires learning and adopting new practices, which can take time – and a period of not knowing what to do.
  • Additional work and demands – Change will always require a period of more work.

“Change is the only constant in life.”

Greek philosopher, Heraclitus

While this was true in 500BC when Heraclitus said it, the veracity of that remark is becoming increasingly real today. Organisations are more exposed to change than ever before, and leaders are expected to respond to and implement these changes more quickly than ever before.

Research from McKinsey & Co indicates that 70% of organisational change efforts fail.

The true cost of failure to adopt change involves tangibles such as money, time, and people; however, the longer-term and less visible (at first) costs include:

  • low morale
  • reduction in productivity
  • decreased confidence in leadership
  • increased resistance to change
  • increased likelihood of subsequent attempts at change failing.

This webinar is designed to equip leaders with the understanding and strategies required to be more intentional and effective when leading change.

It will include:

  • The psychological stages of change
  • The neuroscience of reducing the fear of change
  • The 3 primary focuses for leaders to initiate change
  • The 6 keys to communicating effectively through change


Friday 17 June 2022


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Your host:

Clifford Morgan

Cliff is passionate about partnering with leaders and their organisations, helping them to unlock their potential and perform at their peak. A registered organisational psychologist with over a decade of service with the Royal Australian Air Force, he brings a wealth of experience that provides him a unique perspective to assist his clients. His approach combines his military discipline and focus with the application of psychology in a way that challenges mindsets, influences culture, and empowers people.

As a coach he has worked with military commanders, business leaders, lawyers, and professional services consultants. In a consulting capacity, he has experience in organisational culture, leadership development, employee engagement, and peak performance programs. He derives great satisfaction in seeing those he works with achieve success, knowing that his contribution has made a difference.


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