ABSTRACT
This chapter explores an approach through which change leaders may build a culture of psychological safety through neuro-linguistic programming (NLP) to enable the development of the diffusion model of change leadership. It looks at change leadership from a critical presupposition which asserts the view point that modern managers know how to design change management programmes. They are proficient as technical engineers of change projects. The chapter reviews the NLP approach to giving constructive feedback to both re-enforce existing strengths and to stretch certain aspects of capabilities as change leaders. The first stage and central element of approach is mindset and state management. The second stage of approach starts with the most basic yet fundamental aspects of a change project which is caretaking. The third approach, building rapport between the change leader and their teams, provides the social glue which holds a climate of psychological safety together. The final stage involves change leaders operating as meaning makers.
