Coaching Individuals and Teams in Successful Change Interventions Part 6/7 3

Individual Change


Individual change management is the process of providing tools and training to employees to enable them to manage their personal transition through change. This includes training for managers and supervisors to equip them with the tools they need to assist their employees through the change process.

The major gap in individual change management is knowledge about the change itself and the required new skills. The appropriate solution is to develop training plans to correct this knowledge gap. Teams that can maintain a results-orientation are in a better position to develop and implement corrective action based on the root cause of employee resistance.

The process for using individual change management tools begins with training for managers, supervisors, and team leaders. These front-line coaches are a critical component of individual change management. In many cases, these key employees will be the “trainers” for their work groups when it is not feasible for the company to train every employee.


A coach needs to challenge any attempt to prescribe innovation, and encourage managers to consider whether their organisational culture is conducive to initiatives and experiments.


Next – Part 7/7 The Team Change

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3 thoughts on “Coaching Individuals and Teams in Successful Change Interventions Part 6/7

  • Hugh Allen Timm Post author

    Thank you for your thoughts Xolile. I believe that Executive Coaching is the way to resolve these issues with Senior Manages and Leaders. Unfortunately most of the work I do is preceded by a crisis and a dire need for change which puts all parties under pressure to firefight to address pending disasters. The ideal is for HR Managers, particularly in SA to take a more proactive approach and incorporate Coaching into their succession planning and training needs analysis processes.

  • Xolile Hans

    I hope we could get this through to some of our managers, supervisors to also be prepared to attend these sessions and not only sit there but take the new ideas and implement because some of our SA managers/supervisors thinks that training is only for our lower level employees both in private and public companies/departments.

  • Susan Scholtz

    I agree. However, change can not successfully be implemented when the team is not aligned and individuals remain set in their own objectives. Therefor, before any change management can be successful, the team entity needs to emerge and relationship systems intelligence needs to be developed. This includes emotional intelligence, social intelligence and from that, relationship system intelligence. By doing this, the voice of the system is heard, and the positions of individuals become less important. The process starts with each individual in the team, the respectful awareness of all voices in the system and the true democracy that needs to exist in order for the interest of the team to emerge. This is crucial in the training and development sector, and specifically relevant in SA. For more info, see Organizational Relationship Systems Coaching.