Rebuilding Teams: Leading through Change
Supporting the teams that remain—and the leaders guiding them forward.
Across BC's post-secondary sector, organizational change has reshaped teams. Position reductions, program changes, and ongoing uncertainty have left many leaders supporting teams that are smaller, carrying heavier workloads, and adjusting to new ways of working.
While much leadership development focuses on building individual skills such as resilience, coaching, and difficult conversations, leaders also need practical strategies for rebuilding the team itself. When people leave, teams change. Roles shift, trust can be strained, and informal ways of working often emerge without deliberate discussion.
Who Should Attend
This program is designed for supervisors, managers, directors, deans, associate deans, and other people leaders who are leading teams through organizational change within BC's public post-secondary sector.
Description
This workshop provides leaders with the tools to intentionally rebuild team effectiveness after change. Through practical frameworks, facilitated discussion, and a realistic case study based on the BC post-secondary environment, participants will learn how to lead honest conversations, rebuild trust, clarify roles and expectations, and create healthy team practices that support collaboration over the long term.
Participants will apply the concepts directly to their own teams throughout the program, leaving each session with practical actions they can implement immediately. No matter where your organization is in its change journey, this workshop provides practical tools to help leaders rebuild trust, strengthen collaboration, and create healthy, sustainable teams.
Learning Outcomes
Participants will learn how to:
- Recognize how organizational change affects team dynamics, trust, engagement, and performance.
- Lead conversations that acknowledge change while helping teams move forward.
- Build psychological safety and strengthen collaboration within evolving teams.
- Clarify roles, responsibilities, and decision-making following restructuring.
- Develop working agreements that support accountability while respecting collective agreements.
- Lead fair and transparent conversations about workload and priorities.
- Navigate early accountability conversations before issues become formal labour relations matters.
- Establish simple team practices that sustain trust, communication, and resilience over time.
Course Structure
The series consists of three online half-day sessions (3 hours each, including breaks). Sessions are designed to build on one another.
Session One:
The Team You Have Now — Understanding the disruption
Date: February 23, 2027
After a restructuring, leaders may find themselves trying to lead the team they used to have rather than the team that exists today. This session offers a more honest, and ultimately more hopeful starting point by helping leaders understand how disruption affects trust, psychological safety, clarity, and team effectiveness. Through research, reflection, and shared experience, participants explore what their teams have been through and what they have carried as leaders. They will begin the process of rebuilding by planning the re-formation conversation needed to acknowledge what was lost, define what comes next, and intentionally lead the team they have today. The New Six case scenario is introduced and will continue through the other sessions.
Register Now (Register for all three sessions for a discounted rate)
Session Two (must have completed session 1 to take session 2)
Rebuilding How You Work Together—Clarifying roles and sharing the workload
Date: March 9, 2027
When a team shrinks or new members are introduced, the work changes, whether or not leaders intentionally guide that change. This session helps leaders navigate workload shifts fairly and transparently by providing practical tools to re-establish role clarity, create team working agreements, and clarify how decisions are made. Participants will apply these tools to their own teams while exploring the case scenario, where the team must determine how to move forward after the loss of key colleagues.
Session Three (must have completed session 1 & 2)
Sustaining the Team —Keeping teams healthy and effective over the long term
Date: March 30, 2027
Many leaders are working hard to hold their teams together by absorbing extra workload, managing conflict, and carrying the emotional weight of ongoing change. This session helps leaders build healthier, more sustainable teams without relying on personal effort alone. Participants will explore practical approaches for maintaining productive disagreements, engaging in early and constructive accountability conversations, and establishing simple team rhythms that foster trust, connection, and resilience over time. The case concludes with a look at a team six months later, as participants consider what has improved, and what still needs attention.
DELIVERY FORMAT
- Online Delivery
- Three half-day sessions (16 total hours)
- Interactive and discussion based
- Designed specifically for the BC post-secondary context
Facilitator(s):
Georganne Oldham is a seasoned educator, curriculum designer, and leadership development specialist with over two decades of experience in post-secondary and organizational contexts. She holds a Master's degree in Organization Development and is currently a doctoral candidate in the Doctor of Social Sciences program at Royal Roads University. With a background as an Assistant Professor in the Master of Industrial/Organizational Psychology program at Adler University and a longstanding role as a Senior faculty member at the Justice Institute of British Columbia, Georganne brings deep expertise in facilitating reflective, inclusive, and transformative learning. Her work focuses on developing educational programs grounded in values-based and relational approaches. Georganne has supported change initiatives in various complex systems, guiding individuals and organizations through uncertainty with clarity, compassion, and insight.