You Know Your IQ, But What's Your CQ®?
Develop Your Change Intelligence®
to Lead Change that Gets Results and Sticks
Created by
Barbara A. Trautlein, Ph.D.
Today’s Agenda
Change Intelligence: An Idea Who’s Time Has Come
What is CQ and What Can It Do For You?
Questions, Comments, Next Steps
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
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JUMP!
• How is jumping out of a plane similar to
jumping into a change?
• What aspects are frightening?
• What aspects are exhilarating?
• What are the implications for Change Leaders?
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
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Sound Familiar?
Which changes are you experiencing?
1.
2.
3.
4.
5.
A merger, acquisition, or reorganization?
Changes to work processes, practices, or policies?
A new technology implementation?
Entering new markets or new product/service launches?
Significant personnel changes such as executive
transition or shifting workplace demographics?
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
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When Change Doesn’t Stick – Scary Stats
70% of changes fail!
83% of strategic plans fail to get implemented!
Results: Lost Investment, Customer Dissatisfaction,
Employee Cynicism, Eroded Trust
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
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YOUR Success Factors!
What are the reasons for
your success as a change leader?
•Technical abilities and IQ are the baseline
•Behaviors and EQ/CQ add the significant value
“The hard stuff is easy,
the soft stuff is hard!”
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
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What’s CQ (Change Intelligence)?
CQ (or Change Intelligence) 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
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
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The Heart, Head, and Hands of CQ
Your Heartset, Mindset, and Skillset as a Change Leader
Leading Change from the
Heart
Change Leader Engaging, Caring, PeopleStyle Defined
Oriented Change Leader
Strengths
Leading Change from the
Head
Strategic, Futuristic, Purpose- Efficient, Tactical, ProcessOriented Change Leader
Oriented Change Leader
Motivating and supportive Inspirational and big picture
coach
visionary
Developmental May neglect to revisit
Opportunities overall change goals and
not devote attention to
the specific tactics of the
change process
Leading Change from the
Hands
May “leave others behind”
wanting to move sooner than
people are ready and lack
detailed planning and followthrough
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
Planful and systematic
executer
May lose sight of the “big
picture” and devalue team
dynamics and individual’s
emotions
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Develop Your Change Intelligence
1. What are the strengths of your style as a Change Leader?
2. How does your style sometimes overdo your strengths
making you less effective as a Change Leader?
3. What are the blind spots of your style? What can you miss
or neglect as a Change Leader?
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
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The CQ Model – Change Leader Styles
High HEART
High HEAD
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
High HANDS
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Research Results:
Prevalence of the Change Leader Styles
15%
High HEART
20%
Coach
Facilitator
7%
22%
Executer
Driver
Visionary
Champion
11%
17%
8%
Adapter
High
HEAD
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
High
HANDS
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Executives
18%
Results by Level
12%
4%
3%
Managers
7%
18%
21%
28%
28%
4%
Supervisors
14%
7%
22%
9% 0%
High HEART
14%
18%
46%
0%
High
HEAD
18%
High
HANDS
9%
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
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Results by Gender
Women
Men
15%
12%
16%
2%
28%
10%
High
HEART
20%
24%
12%
10%
26%
7%
6%
12%
High
HEAD
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
High
HANDS
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CQ for YOU…..
Step 1:
Aware
Step 2:
Apply
Become a more powerful
Change Leader by flexing
your CQ muscles to be more
effective across a variety of
people and situations
Step 3:
Act
D
C
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
S
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Case Study 1: A Major Retailer’s Senior
Leader and Technology Leader Programs
Change Challenge:
• Build the skills of high potential business and technology leaders
• Seed talent and best practice strategies throughout the organization
Real Results:
• Program leaders reported that participants started using the CQ terminology the
very next day
• Building a common language to enable a common approach to leading change
• Fostering self-disclosure facilitating openness, reducing defensiveness, and
building trust
• Enabling peer coaching to develop change leadership capacity real time
• Integrated into the learning plan for future high potential leadership programs
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
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Case Study 2: No More Flavor of the
Month at an Ice Cream Manufacturer!
Change Challenge:
• Plans to double the business by 2020 mandated increased bench strength and
therefore new approaches to learning and development
• A Steering Committee and Project Team were formed to design and implement a
best practice solution for training across the company
Real Results:
• CQ results pointed to why change had historically been difficult to implement and
sustain – few Executers and Drivers
• And to the cause of disconnects between the SC and PT – lots of Visionaries on
the SC, mostly Coaches on the PT – not following the “Platinum Rule”
• Deployed winning change management approaches from Communications
Planning to Scorecards to engage for change and sustain the change
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
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Case Study 3: The Prescription for A
Successful Merger in a Healthcare System
Change Challenge:
• Following-up a forced acquisition with a full asset merger
• Repairing rifts in the senior team to lead integration throughout the ranks
Real Results:
• Turned around a $4M loss to a $4M profit in one year - $8M turnaround
• Discovered tangible differences in the change leader styles of the clinical versus
administrative leaders – awareness led to appreciation, and action
• Cascaded the CQ process to the nursing staff and project teams accountable for
various aspects of the integration to facilitate team-building and change
management activities – planning, execution, monitoring, and intervening
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
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CQ - What Leaders Can Do
to Engage for Change
HEART
HEAD
HANDS
Start with the Heart
Engage the Brain
Motivate the Movement
•Address people’s emotional •Present the current state –
needs first–focus on
feelings
•Relate to things they care
about and understand
•Use stories and personal
anecdotes to connect
balance risks/pain &
opportunity/pleasure–focus
on company/team/people
•Turn to facts and proof points
•Identify solutions to address
the challenge
•Describe the actions people
need to take & train/educate
•Connect with people’s
abilities to make a difference
– line of sight to success
•Inspire people to act
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
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ADAPT to Build Your Change Intelligence!
ACKNOWLEDGE your style,
uniqueness, and contributions
DEPLOY your strengths in new
and challenging situations
AVOID overdoing your strengths
and neglecting your blind spots
PLAN to flex your style practicing
behaviors not typical for you
TEAM with others where you are
weak or in less enjoyable areas
“It’s Amazing How When We Change, Others Change Too…..”
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
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If It Looks Like Resistance - What Missing?
Observe the people you lead through change:
1. Are they unmotivated, indifferent, or even afraid? Then add more
“heart” – share your own story, build trust, and show what’s in it
for all of us working together as a team.
2. Are they working really hard, but their efforts are misplaced?
Then add more “head” – clarify the target – the “what” and “why”
of the change.
3. Or, are your people paralyzed, like deer in the headlights, and can’t
seem to get unstuck and into effective action? Sounds like they
need a heavy dose of “hands” – a plan, process, and skill-building
to guide their efforts through the change.
“Maybe it wasn’t them resisting –
maybe it was me not leading – who knew?!”
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
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Awareness to Application to Action
Questions?
Comments?
Requests?
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
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THANK YOU
For attending our CQ Webinar
today!
Join the CQ community, download
two free chapters of
“Change Intelligence,” and receive
our monthly newsletter
at www.ChangeCatalysts.com
Please contact me at any time for
your Change Management and
Leadership Development needs!
Barbara Trautlein – 847-549-6950
[email protected]
www.changecatalysts.com – copyright Barbara A. Trautlein, Ph.D. 2013
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