cq resource ch4 - change catalysts
TRANSCRIPT
CHANGE INTELLIGENCE Use the Power of CQ to Lead Change that Sticks | 847.549.6950 | changecatalysts.com | © ChangeCatalysts
CHAPTER 4 The Coach Additional coaching hints on how Coaches can leverage their strengths and shore up their blind spots: First, start with the CQ/Change Intelligence Assessment you took in Chapter 3. In that report, you have an entire page devoted to your Change Leader Style. Prior to reviewing the ideas below, it is often helpful to take a few minutes of self-reflection and answer the questions on page 11 of your customized CQ/Change Intelligence Report. Second, remember the definition of Change Intelligence: CQ is the awareness of one’s own Change Leader Style, and the ability to adapt one’s style to be optimally effective in leading change across a variety of people and situations. Here are more suggestions to help you A.D.A.P.T.: Acknowledge Build confidence by understanding and appreciating your style and uniqueness. List the key attributes of the Coach that are true of you as a change leader (encouraging, supportive, positive, etc.). Reflect on times that you moved the change forward by engaging in behaviors unique to you. _________________________________________________________________________________
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CHANGE INTELLIGENCE Use the Power of CQ to Lead Change that Sticks | 847.549.6950 | changecatalysts.com | © ChangeCatalysts
Deploy Seek situations which bring out the best in you, which allow you to use your strengths to the fullest. What are opportunities right now that would allow you to capitalize on your gifts? Where in your organization could a stronger people-focus make a significant impact? What possibilities can you invent looking toward the future that would enable you to utilize your talents to the fullest? _________________________________________________________________________________
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Avoid Be mindful to moderate your most preferred strengths so you don't overdo them causing wasted time or energy or a negative impact on others. As a Coach are you being too "nice," going too slowly, or over-relying on consensus? _________________________________________________________________________________
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_________________________________________________________________________________ Plan Learn to be more versatile in your approach to people and problems by using more of the strengths of styles that are opposite or very different than your own. How can you enhance your ability to drive change? To vision and strategize? To plot tactics and manage procedural details? ________________________________________________________________________________
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CHANGE INTELLIGENCE Use the Power of CQ to Lead Change that Sticks | 847.549.6950 | changecatalysts.com | © ChangeCatalysts
Team Partner with others who are strong in areas you are weaker and have a passion for aspects of the change leader role you do not. Supplement your talents with those of other change leaders to give you a wider reach and broader perspective. Leverage Drivers to spur you on to move forward with greater velocity. Connect with Visionaries to remind you to scan for new trends on the horizon. Reach out to Executers to help you manage project plans and encourage accountability. _________________________________________________________________________________
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Finally, here are some selected readings of particular value for Coaches:
• To leverage your Heart - John Kotter's The Heart of Change offers insights for Coaches into how to make their focus on the people side of change come to life, by demonstrating in very real, tangible, visceral ways how to connect at the emotional level.
• To engage the Head - Kotter adds more value for Coaches in his A Sense of Urgency, which takes a deep dive into the necessity of moving with velocity and tactics to promote action.
• To help the Hands - Rebecca Potts and Jeanenne LaMarsh in their Master Change, Maximize Success provide a handy toolkit for Coaches to help translate their people-centered priorities (such as for communications, training, and rewards) into actionable plans.