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