Margaret says

Managing fear and exhilaration.

The nature of change being what it is challenges people and depending on the personality type the reaction can range from euphoric exhilaration to abject terror.

For the organisation these extremes of behavioural reactions are equally challenging, equally real and must be managed carefully and sensitively.

One personality type will react in such a way as to ‘over the top’ and get carried away or become obsessed with the skills learned. He may get a false sense of his role or ‘station’ in the organisation. He must be harnessed and the enthusiasm used for positive outcomes. Unbridled the trainee can be a source of consternation amongst colleagues to the detriment of the organisation.
The opposite personality type will be equally challenged by the change and react in a fearful way. He will be fearful of what it means for him and his colleagues. Am I going to lose my job? Are my colleagues going to lose their jobs? Does this training mean more work for me? How am I going to cope?

Change can instil real fear and anxiety about the future. Much of this type’s energy is spent coping with what is already happening to him at the moment, sometimes to the point where he feels he is just ‘keeping it together.’ He may fear the change will destabilise him, make him look foolish, even challenge the very nature of who he is.

If change in itself or even the increasing pace of change threatens or exhilarates the trainee then we can be certain that subordinates, more than likely, are sensing this and are feeling some anxiety too.
The Coach can profile the personality types of the trainees before going into the training and can reasonably identify the extreme types who could ‘overdose’ on the experience or those who will be ‘challenged.’ 

Structured coaching or mentoring can then be devised for those identified trainees within the post training reinforcement and feedback sessions to facilitate maximum benefit for the organisation of the training.

Summary

Leaders in today’s business world are facing more challenges of momentous proportions than at any time in our history.

The windows of available time to make critical decisions are compressed and support infrastructure an increasingly diminishing resource.

It is, therefore, increasingly more difficult to provide the time and support needed for subordinates in dealing with their very real problems and challenges in meeting the absolute necessity of facing and embracing ever increasing change at an ever increasing pace.
In summary, up, down and across organisations there are people dealing with significant change at a rapid pace. This is combined with limited support and formal training that by its very nature often stops short of providing a facility to deal with reinforcement of skills learned and no structure to provide feedback to senior management.

The combination of rigid and structured training programmes, ever increasing change at an ever-increasing pace, no formal reinforcement and feedback mechanisms can be incredibly threatening without the safe haven of a resource to nurture the trainees through the process.
The most valuable resource of any organisation is the people who populate it. These people want work environments where they are respected and valued as individuals, where they can learn and contribute, where they can feel they can be most useful and will be treated as adults. They want to feel good about and have the chance to themselves by openly bringing their unique skills and intelligence to their work. They want to be proud of their work, of where they work and whom they work with and for.

Fear undermines this, leaving people feeling belittled, cynical, obtuse, disenfranchised and, understandably, self-protective. Fear makes people feel smaller and less capable than they really are.