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You announced the change. Nobody argued. Three weeks later, little has moved and concerns are being shared everywhere except with you.
This course helps you understand why silence does not always mean agreement and agreement does not guarantee commitment. You will learn how to create the trust and psychological safety people need to speak openly, identify what prevents genuine buy-in, and communicate change in a way that encourages participation and action.
You will leave with practical strategies for building trust and securing commitment around a real change in your workplace.
This TSIBA course is delivered in partnership with Alwin Education Ltd. Alwin Education is a UK based digitally native network of locally accredited higher-education institutions that focus on expanding access, strengthening quality, and aligning every programme to labour-market demand. This course is aimed at giving working professionals a practical, career-focused learning experience underpinned by rigorous academic standards.
Practical steps for inviting input, responding to mistakes and handling uncertainty, plus strategies for communicating clearly, involving the right people, addressing resistance and strengthening follow-through around a real workplace decision. Both are built around your own situation and yours to keep.
How trust and psychological safety support learning, problem-solving and performance, and which specific behaviours build or damage them — reliability, honesty, respect, openness, and the way a leader responds to mistakes, disagreement, uncertainty and bad news.
Understand what drives genuine support—from clarity and involvement to impact and communication—and what leads to surface agreement, including mixed messages, limited input and uncertainty about what a decision means in practice.
The leadership behaviours that strengthen buy-in — explaining the rationale, inviting input, acknowledging concerns, being consistent and following through — set against the ones that undermine it, and how to reduce uncertainty after a decision has been made.
Whether it is a restructure, new system or shift in priorities, the decision has been made—and how you introduce it will influence whether people commit or simply comply. Typical roles include team leaders, operations managers, department managers, project managers and branch managers.
Meetings are quiet and agreeable, problems surface too late, and the conversations that matter seem to happen when you are not in the room. Typical roles include supervisors, practice managers, technical leads, service delivery managers and programme managers.
It was announced and apparently accepted, but people gradually returned to their old ways of working. You want to understand why before leading the next change. Typical roles include change leads, HR practitioners, business analysts, functional managers and small-business owners.
Orientation module + 2 modules. Each module runs one week at 2-4 hours.
You start with what trust and psychological safety actually contribute to a team — the willingness to ask questions, raise concerns, admit mistakes and contribute ideas — and why that willingness shows up in performance rather than only in morale. You then work through the behaviours that strengthen or weaken it, including reliability, honesty, respect and openness, and examine how a leader's response to a mistake, a challenging question or a disagreement either keeps people contributing or teaches them to stay quiet.
Output: a set of practical leadership actions that build trust and openness.
Informing people is not the same as bringing them with you. You explore what drives genuine support for a decision—clarity, involvement, perceived impact and communication—and the barriers that create surface agreement instead. You compare leadership responses that build buy-in with those that weaken it, then develop practical strategies for communicating clearly, involving the right people, addressing resistance and reinforcing follow-through.
Output: a set of strategies for strengthening commitment around a workplace change.
A set of practical trust-building actions and a set of strategies for securing commitment around a real workplace change.
| Item | Detail |
|---|---|
| Total course fee | R990 |
| Included | All course materials |
| Group / employer enrolment | Price determined by group size |
Your team agrees in the meeting and drifts afterwards. Or avoids the real issue. Or stay busy without moving the result. Using Patrick Lencioni's Five Dysfunctions of a Team as a diagnostic lens, you work through trust and psychological safety, commitment and buy-in, difficult conversations, feedback and conflict, coaching for accountability, and collective results, applying every tool to a team you actually lead. You finish each week with something usable rather than notes, and end the course with a one-page team leadership action plan: three specific actions, why each one, and how you will know it is working.
This course is launching soon. Leave your details and we'll let you know as soon as it's open for enrolment.
By submitting this form, you consent to TSIBA processing your information in accordance with POPIA and our Privacy Policy.Organisations discover the state of trust in their teams at the worst possible moment: when something has to change. That is when it becomes clear whether people will raise a concern early or sit on it, whether a manager hears about a problem in week one or week six, and whether an announcement produces commitment or a quiet, polite stall. By then the conditions that decide the answer have been set for months.
Talk to Us About CohortsEach participant produces a set of practical trust-building actions for their own team and a set of strategies for securing commitment around a specific workplace change. Both show how they intend to handle resistance and concern, and both are reviewable in a one-to-one before the change lands.
2 to 4 hours a week, fully online, across two weeks. No travel, no days out of the business, no cover to arrange.
A cohort comes out with the same understanding of what psychological safety is and is not, the same distinction between agreement and commitment, and the same set of responses to resistance — so a change communicated by five different managers lands the same way.
Anytime - this is a self-paced micro course with no fixed intake dates. Enrol and begin your orientation module whenever suits you.
2-4 hours a week across 2 weeks, plus an orientation module. Fully online.
Yes - cohorts can be enrolled for a team. Group pricing determined by group size.
