Let's discuss how much training design and delivery a Change Manager should do

How much of the training would a Change practitioner do for design and delivery? It's really up to you. It's up to whether or not the project has somebody who is going to be taking the Training Lead role. There might be a trainer who's already in the team, particularly if it's an IT team, a Sales team, a Field or Frontline team, some operational teams. They literally have a training person whose job it is just to train that team. For example, a consulting client that I was working with had different areas, the customer-facing area was a Field team area and then we had the rest of the business. And so with that we had a Training Lead in our project who I coached and developed and they developed the training, so the leads from each of those areas developed the training. 

But we gave them the templates so that everything looked the same, because we wanted it to be in line with the change theme and brand, as I teach in my Leading Successful Change program in Module 3: Crafting Incredible Communications. We gave them the templates as to what to build their training on. Which is also really helpful because if you think about a change, often a change will lead to an operating model change down the track somewhere. Especially if it's a digital transformation or some major transformation. If you've got: this team has built it on their template, and then this team has built it on their team's template, then down the track you can't easily merge training together or chop and change it or bring it all together because it all looks different. There's not the same look and feel with it. It's really handy sometimes if you are the Change person, even if you've got trainers in the teams and they're going to be designing and developing the training, you could still give them the templates and set them up to make sure that everything's consistent and the way they go about doing it is consistent. And explain that. Explain, “We want it to be consistent.” It means that you only have to do a portion of the work. You don't have to do all of the work. You can split the work up much more easily. But it also means that everything has that same look and feel and it doesn't matter if you move from one team to the other. If a team member moves from one team to the other, all the training looks and feels familiar. That's one aspect. 

Then you might have a Learning and Development team with Instructional Designers, people whose job literally is to just do training. The very first change that I worked on, we actually had a trainer who came in and learned all the subject matter content, all the content of the change, and she delivered the training. She was lovely, she had such a great spirit, she decorated the room etc. But she wasn't 100% confident in the content because she'd been handed it to almost just facilitate or deliver it. And so there was that little bit of a gap I think in terms of it really coming over and it feeling she was really knowledgeable about what it was that she was training, but she had a great energy about her. 

Then the other way of doing it is having people from the project or having people who have been maybe your Change Champions or whatever doing the training, designing and delivering the training. And that can work really well, especially if you've got Change Champions or people who are working in the project team that you've brought in as users for the use cases and UAT. Then they're developing it and they'll talk through it as you would, but you might need to run a train-the-trainer. You might develop the content, then run a train-the-trainer with those people. It could be the leaders of the group or the Change Champions of the group. And then have them deliver it. You can risk losing quality because they are not actual trainers. They are just business people. But there's also an element of authenticity because they speak the same language as the people that they're training. 

And then obviously if you don't have any of those resources at all internally and they cannot free up their time, you could always hire an external trainer in to help do that. Or sometimes a Process Lead will come in and do the training. You can find resources of people who can do bits and pieces. 

If you're wondering the best time to do my flagship training, Leading Successful Change, my recommendation is: with me live in Sydney on 18-19 August! **Take advantage of the EOFY Special Offer and receive a complimentary Career Confidence Pack (valued at $195) with my Change CV Template, Personal Brand Blueprint and Starting Out in Change eBook. There’s just 1 week left before End of Financial Year, it’s $2,997 AUD to register now and secure your spot for my first ever live in-person LSC training.**

As well as learning and practising practical, fit-for-purpose Change Management delivery tools and templates, you'll also be able to ask questions, get engagement ideas, and solve sticky stakeholder challenges during our two days together: click here for more info and to secure your spot on the live in-person training before the EOFY special ends

Lata xx

P.S. Remember - the EOFY Special Offer for Leading Successful Change - August 2025 Sydney with complimentary Career Confidence Pack ends this Monday 30 June 2025: click here to join LSC Live with the EOFY Special Offer today