Fridays in October 2026
Lead like you've lived it.
The technology arrived before the method did. Tools landed, policies came later, and somebody handed the whole mess to you to absorb. This teaches the method, from someone who has run it inside the company and paid for the lessons outside of it.
The October MasterClass
The Change Management MasterClass
AI tools deployed before anybody wrote a policy. Notetakers in meetings nobody consented to. Company IP walking into a model on a work email. Layoffs announced and reversed. Every one of those is a change somebody made without a plan and then handed to their people to absorb.
I am Prosci certified, I have run change on the inside as a CHRO and on the outside as a founder, and this is practical skilling rather than a framework tour. You will leave able to read a change while it is happening, decide in real time, and put a conscious plan behind it instead of a launch date.
- 01 Reading the change Who is affected, what they actually lose, and where resistance is already showing up before anybody names it.
- 02 Building the plan Sponsorship, sequencing, communication, and the decisions you make once so you stop relitigating them.
- 03 Landing it Managers, measurement, and what to do when it goes sideways in week three. Because it does, and nobody teaches this part.
We work real changes, not case studies from 2011
Every session is built around situations happening right now, in rooms like yours. Most of them are AI changes that arrived faster than anybody's policy did, and one of them is the budget you are writing this month. You bring the change you are actually running and we work it live. That is the part people tell me they remember six months later.
The AI changes landing on you this quarter
Budget season, and you were not in the room
The numbers freeze inside eight weeks. You are being asked to forecast an AI line whose unit price your vendor has not finalized, while defending the headcount and the tools you need to actually run a workforce transformation nobody funded.
What we practice: building the case for people tools next to an AI line item, what to get from every vendor in writing before the numbers lock, and deciding in advance what you will switch off. A variable cost with no kill switch is a subscription to somebody else's growth plan.
Case 01
The mandate with a go-live date
A platform arrives from above with a date attached and an adoption target nobody modeled. Three quarters of managers say they were unprepared or only partly prepared to lead people through change of any kind.
What we practice: building sponsorship after the decision is already made, sequencing an adoption plan that shipped without one, and what to tell a team that did not get a vote.
Case 02
Who consented?
An AI notetaker is in every meeting, including the performance conversations, the accommodation requests and the investigations. Every one of those is now a permanent business record. Microsoft Teams is facing a class action over it, and biometric privacy statutes reach $5,000 per violation.
What we practice: rolling out consent without killing adoption, deciding which conversations a machine never joins, and telling people the truth about what is being kept.
Case 03
The policy written after the fact
The tools were in the building for a year before anybody wrote a rule. Now legal wants a framework, the team has already built workflows around the tools, and any policy you publish makes somebody a violator retroactively.
What we practice: writing an AI use policy people will actually follow, the amnesty conversation that has to come first, and how to govern without freezing the work.
Case 04
Whose IP is it now
Your roadmap, your customer list and your unreleased pricing have been pasted into a model somebody signed up for with a work email. Meanwhile employees are asking who owns what they made with it, and nobody has an answer.
What we practice: protecting company IP without a witch hunt, what your assignment agreements actually cover, and the conversation about employees' own work product before somebody resigns and takes it.
And the ones that never went away
Case 05
The reversal
You announced a reduction. Six months later the work still needs doing and you are hiring the same roles back at a premium. Nearly a million tech jobs went this way.
What we practice: communicating a reversal without pretending the first decision never happened, and what it costs when you do pretend.
Case 06
The question you deleted
Leadership pulls the compensation question from the engagement survey. Nobody announces it. Six hundred employees build their own pay spreadsheet instead.
What we practice: handling a question you cannot fully answer, and why removing it is itself an answer everybody hears.
Case 07
The promotion nobody wants
Fifty-eight percent of workers say they would decline a promotion rather than take on the evenings that come with it. Your succession plan assumes the opposite.
What we practice: redesigning the role instead of sweetening the offer, and finding out what your managers' evenings actually contain.
Case 08
The peer who became the boss
Promoted on Friday, running the team on Monday, and three of the people in the room were sitting beside her the week before. Nobody told her what she is allowed to decide.
What we practice: decision rights in week one, naming the relationship change out loud, and the feedback conversation that has to happen in month two.
Bring your own. If you are in the middle of something ugly right now, that becomes the case. Cohorts stay small so there is room for it.
What comes with it
You build a working plan in the room. Nobody leaves with a slide deck and good intentions.
- Your change, worked liveBring what you are actually running. We take it apart in the room.
- Recordings to keepYours permanently, so your team can watch what you learned.
- Worksheets & frameworksThe stakeholder map, the sponsorship model, the week-three checklist.
- People & ProgressA free subscription to the report, included with every series.
Who is teaching
Kristy McCann Flynn has spent 25 years at the intersection of people, culture and technology. She founded and led SkillCycle, has served as interim CHRO for major organizations, and is Prosci certified in change management.
She has raised the money, sat in the CEO, founder and CHRO chairs, and paid for the lessons so you do not have to. That is the whole premise of these sessions: no theory that has not survived a real quarter.
Take your seat
Cohorts are kept small on purpose. Checkout is handled securely through Stripe.
Enroll · $999 →Questions, or buying seats for a team? Email me directly or book 30 minutes.