CQ resource ch13 - Change Catalysts
Transcript of CQ resource ch13 - Change Catalysts
CHANGE INTELLIGENCE Use the Power of CQ to Lead Change that Sticks | 847.549.6950 | changecatalysts.com | © ChangeCatalysts
CHAPTER 13 CQ for Organizations A description of the change culture typically fostered by organizations with various CQ styles, and how leaders can capitalize on their culture’s strengths and avoid its potential pitfalls: Cultural Style Cultural Description Capitalize on Strengths Avoid Potential Pitfalls Coach (high Heart)
• Collaborative and people-oriented
• Values participative leadership and consensus decision-making
• Emphasizes teamwork, good communication, and positive feedback
• Promote involvement in creating and implementing new solutions for ownership
• Leverage ample communication networks
• Confront harsh realities and brutal facts
• Facilitate courageous conversations
• Drive a sense of urgency
Visionary (high Head)
• Strategic and future-orientation
• Values entrepreneurial leadership and innovative decision-making
• Emphasizes long-range effectiveness, new business horizons, and ingenious systems-level solutions
• Confidently promote broad, sweeping strategic solutions to competitive challenges • Leverage external, customer, and market-facing networks
• Design mechanisms to communicate change down and across the organization - ensure alignment and commitment
• Drive structured project management processes to translate strategies to actionable objectives
Executer (high Hands)
• Efficiency and stability-oriented
• Values competent leadership and deliberate/empirical decision-making
• Emphasizes order in the face of chaos, predictability, and control
• Implement processes to achieve objectives and structure activities
• Leverage analytical and measurement tools to avoid risk and ensure compliance
• Conduct engagement surveys
• Conduct strategic planning, visioning, preferred futuring exercises
Champion (high Heart and Head)
• Humanistic and aspiration-oriented
• Values inspirational leadership and decentralized decision-making
• Emphasizes openness to change, diversity and inclusion, and empowerment
• Promote changes through wide network of connections
• Disseminate best practices to align efforts and eradicate barriers
• Implement balanced scorecards to ensure consistent focus on consistent measurable objectives and achievement of goals
• Install systems to foster rigor and discipline
CHANGE INTELLIGENCE Use the Power of CQ to Lead Change that Sticks | 847.549.6950 | changecatalysts.com | © ChangeCatalysts
Cultural Style Cultural Description Capitalize on Strengths Avoid Potential Pitfalls Driver (high Head and Hands)
• Productivity and results-oriented
• Values decisive leadership and pragmatic decision-making
• Emphasizes the bottom-line, effective problem-solving, and head-on conflict management
• Promote business plans with appropriate goals and objectives
• Leverage the sense of urgency to drive execution and win
• Create mechanisms for involvement in decision-making and two-way feedback
• Implement comprehensive communications and training plans
Facilitator (high Hands and Heart)
• Harmonious and family-oriented
• Values supportive leadership and involved decision-making
• Emphasizes groups working for the common good toward both task and relationship issues, emotional well-being of employees, and a service orientation
• Promotes clarity of roles and functions
• Leverage interpersonal relationships and trust
• Provides resources • Advocates for fair
procedures
• Integrate change with the performance management process to ensure a disciplined and accountable culture
• Design feedback mechanisms to connect with key external stakeholders (customers, shareholders) to ensure changes are aligned with critical expectations and evolving needs
Adapter (moderate Heart, Head, and Hands)
• Experiential and creativity-oriented
• Values connected leadership and inventive decision-making
• Emphasizes flexibility, experimentation, and informal but powerful interpersonal networks
• Leverage networks and political savvy to get things done behind the scenes
• Promote flexible systems and procedures to transition to new ways of working - less apt to be arthritic responding to change
• Provide some vision for future and clarity of stability during change
• Confront dips in productivity, missed commitments, and subpar deliverables