CQ + EQ: A Potent Combination for Leaders (and what it means for you)

Assuming you’re familiar with CQ, let’s take a step back and look at EQ.  When introducing the concept to clients for the first time, I often get a response such as, “we base our decisions on logic and facts – we don’t bring our emotions to work.”  Or, as one of my more colorful clients, a manufacturing executive explained, “we don’t do that touchy-feely crap!”

But, we’ve all experienced how our preferences don’t always determine our reality – right? After all, anyone who’s even somewhat familiar with brain science knows that “leaving our emotions at the workplace door” is simply not possible:  When we experience a sensation (anything from our sense organs – a sight, sound, smell, touch, taste) it first registers in our reptilian brain, then passes to our limbic system (the seat of the emotions), and then travels to our cerebral cortex (our thinking brain).

As much as we might wish it were otherwise, we each bring our whole person to work with us everyday – our bodies and brains, our thoughts and our emotions.  And, moreover, we decide how we feel about something first, before we get a chance to process what we think about it!

Yet, the viewpoint expressed by the manufacturing executive is a very common one – and illustrative of the fact that even the most intelligent leaders are misinformed about what EQ really is.  As Daniel Goleman, a leader in Emotional Intelligence, teaches us, EQ is not about being “touchy-feely” – it’s about being aware of your feelings, and those of others; EQ is not about being nice all the time – it’s about being honest; and EQ is not about being emotional – it’s about being smart with your emotions.

Just looking at the impact of EQ on overall career success, consider the following:

  • EQ alone explains 58% of a leader’s job performance
  • 90% of top performers are high in EQ while just 20% of low performers are high in EQ
  • EQ is linked to job performance at every level in every industry

And moreover, to get a taste of the profound impact EQ can have on organizational success, when plant supervisors were trained in EQ:

  • Lost time accidents were reduced by 50%
  • Formal grievances went from 15 per year to 3
  • Productivity goals were exceeded by $250,000

You know from being a part of the CQ community that developing Change Intelligence empowers leaders to be more competent and competent in managing change, teams to be more effective in jointly facilitating change, and organizations (as a whole) to more smoothly bring to life successful and sustainable change.  But, what about the power of CQ and EQ when used together?  This is a question I’m often asked, both from the stage in delivering keynotes and also in working with executives and teams. I believe it’s an important one to explore – since it can accelerate your ability to make an impact and to successfully lead change.

Combining CQ and EQ is a winning approach to equip ourselves and other leaders to meet the increasingly demanding challenges we’re experiencing in today’s workplace.  I’ve learned this first hand using a joint approach over the last year at several client organizations.

In addition, I recently taught a guest lecture in the “Leadership Principles and Practices” class at Northwestern University.  Since he required reading for the class is both Change Intelligence as well as Goleman’s Primal Leadership, I addressed this question in depth to the graduate students in the class:

How can building our EQ in addition to CQ help us lead change?

Inspire the Heart:  High CQ leaders know that we need to connect, communicate, and collaborate with people to design and implement change that sticks.  High EQ leaders’ heightened relationship management skills ensure they are better able to do so.

Engage the Brain:  High CQ leaders know that we need to make the business case for the change, sharing visions for the future and strategies that paint a picture of how to achieve transformational goals.  High EQ leaders are more sensitive in assessing people’s “current state” in terms of their emotional reactions when confronted with a major change, and are more savvy in being able to craft customized messages that paint a more effective line-of-sight from present to future for a wide variety of stakeholders.

Help the Hands:  High CQ leaders know that we need to motivate movement to make changes real in the field, to translate lofty strategies to specific tactics people can execute, and provide them the training and tools to do so.  High EQ leaders have honed their radar to be in tuned with barriers that are standing in people’s way to altering their behavior and adopting new ways of working, such as fears of loss of skills, status, or security.

Moving to the team level, groups with members high in EQ, which also know their individual Change Leader styles as well as their Team CQ Profile, are better equipped to proactively and openly leverage their strengths, identify and shore-up their blind spots, and give/receive genuine feedback to facilitate true partnerships in leading the change process together.

Leaders with high EQ are more effective at engaging employees, and companies with engaged cultures outperform their counterparts on a wide variety of metrics from profitability to quality to customer satisfaction to turnover.  Workplaces with leaders who make a commitment to build CQ and EQ at all levels have a much higher probability of overcoming the dismal 70% failure rate of major change initiatives, and instead, execute transformations that stick – and generate a lasting return on investment.

Ready to create powerful and lasting results for your team or organization? Discover your Change Intelligence here. 

Change Lessons from “The Innovation Pipeline” at AT&T

I want to share a real-life example of an organization leading change intelligently to help you on your leadership journey. Through their process, “The Innovation Pipeline” (TIP), AT&T has been able to overcome abysmal 70% change failure rate and achieve continuous innovation.  Although it sounds too good to be true, let’s take a closer look at how their leaders pulled-off this notable – and all-too-uncommon – triumph.

Let’s start by defining TIP. As described in Forbes, “TIP is AT&T’s online crowd-sourcing innovation tool that allows any employee to submit, vote on, and discuss innovative ideas.  Participants use virtual currency to ‘invest’ in the proposals they think will have the greatest impact.  The top-ranked ideas get pitched by their ‘founders’ to senior management, and any approved proposals then move to other phases of incubation including Prototyping, Production, and Commercialization.”

Is it effective? The results speak for themselves. Amazingly, this global organization enticed over half its workforce around the world to “proactively participate in creativity, innovation, and change,” leading to 25,000 ideas and over $38 million invested in potential projects.

How did they do so? By putting Heart, Head and Hands into action.

Engaging the Heart

As we know from research using the CQ Assessment, most front line leaders lead with the Heart.  Their focus in change is to rally the troops toward new futures. However, many often feel disempowered from doing so, disenchanted with their ability to make an impact and have their voices heard.  They are like the “bologna in the sandwich,” caught between often legitimate resistance from below, and demanding edicts from above.

AT&T’s TIP enabled front line leaders and employees to have their smart thinking bubble up and get noticed by decision-makers.  It also reinforced to team members across the organization that their contributions matter – regardless of whether their ideas are “chosen” or not.

Inspiring the Head

The CQ Assessment clearly demonstrates that executives lead change from the Head, focusing on scanning for new trends impacting the business and creating strategic visions and plans to bring transformation to their organizations.  However, they can be disconnected from the impact of their “exciting” new visions within their companies.  Leaders at the top are often isolated from the majority of those they lead and are challenged with obtaining real-time, genuine feedback about the status of initiatives.

AT&T’s TIP opened up lines of communication up, down, and across the geographically dispersed system.  Miles of red tape and stifling bureaucracy were eliminated by the crowdsourcing process.  Instead, people with the best ideas and in the best positions to hear real-time, actionable input from key stakeholders (everyone from front-line employees to actual customers) are now able to get them in front of decision-makers who could sponsor them and devote resources.

Help the Hands

Regardless of level, we know from the CQ Assessment that the biggest blind spot during the change process is execution – moving beyond grand visions and motivational kick-offs to “making it real in the field.”  While many leaders have their radars tuned to setting strategy and participating with the people, far fewer have their eyes on the implementation ball.

AT&T’s TIP equipped the people who saw the opportunity and offered the solution to move forward with velocity through design and implementation of their innovation ideas.  With the open, transparent nature of the process, everyone is able to see who these innovators are, how they worked, and the successes they achieved – spawning a lot of information about “internal best practices” as well as internal mentors to connect with for guidance for future projects.  This web of connection will go far towards increasing the probability for sustainability and transforming AT&T even more towards the culture of an agile, resilient, learning organization.

By engaging the Heart, inspiring the Head, and helping the Hands, AT&T’s TIP is a powerful example of impactful innovation, and one that we can use as leaders to create lasting results and sustainable change.

Ready to create powerful and lasting results for your team or organization? Discover your Change Intelligence here. 

Be a Change Leader – Not “Just” a Change Manager!

Unfortunately, most change-based training programs focus exclusively on “Change Management” and exceedingly few on “Change Leadership.”  Change Management is the methods and tools of change: and these are critical to get the job done.  Yet, being savvy in deploying a Change Management Toolkit is best viewed as a baseline competency – what we need to be nominally effective at a very basic level. What we need to be optimally impactful is to hone our Change Leadership capacity.  As an example, this is the distinction between drafting a Stakeholder Engagement Plan, versus being able to genuinely engage stakeholders at all levels, from the C-suite to the front lines and across functions and geographies.

Think Globally, Act Locally, and Panic Internally

When I train leaders in Change Intelligence, we spend a lot of time diagnosing and developing our strengths, blind spots, and coaching opportunities to enhance our competence and confidence – and reduce our stress and frustration.

Quick example: an IT project manager I coached had the epiphany that emailing a quick reference guide for a new procedural change wasn’t quite enough to encourage adoption by end users (in other words, he provided a training tool that helped the hands, but completely missed the opportunity to show people why the change was necessary from a business sense as well as to engage with them to communicate why they should care). In his words, “maybe it wasn’t them resisting – maybe it was me not leading – who knew?!”

The bottom line message of the CQ/Change Intelligence System is that what so often looks like resistance in others, is a lack of effective leadership behaviors in ourselves. We as change agents are not giving people what they need to “get it” (engaging the brain – the “what and why” – the vision and strategy), to “want it” (inspiring the heart – the “who” – the hopes and fears), or to be able to “do it” (helping the hands – the “how” – the training and tools).

Here are some provocative questions to inspire both your own personal self-reflection as well as coaching conversations with clients on your Change Leadership journey:

  1. Am I aware of my own emotions in the face of change?  Do I deny or explore them?  What are they telling me and how can they lead me to the solutions I seek ?  How can allowing myself to feel what I feel help evolve me into an even more powerful Change Agent?
  2. Are the leaders/sponsors of your change initiatives “doing as they say others should do?”  Are they catalyzing or crushing commitment?  Is there an opportunity for you to have a courageous conversation with a leader you are working with?  If so, what would that be?  If so, what’s stopping you?  What would you do/say if you weren’t afraid?
  3. People in organizations today are hungering for a sense of humanity – what can you do in your change work to keep the human element at the forefront?  Would it be worthwhile to not just create a Stakeholder Plan, but also an Empathy Map delineating change impacts?  Is the human element in change being considered at each step and decision-point along the way?

Ready to create powerful and lasting results for your team or organization? Discover your Change Intelligence here. 

Leadership Unplugged: Finding Solutions and Inspiration for Change Initiatives

A few years ago I put myself through a 360-degree feedback process in which I requested developmental input from peers, clients, staff, friends and family.  The strongest “needs improvement” area that emerged was “Work-Life Balance.”  Written-in comments indicated that people were not concerned that I neglected family or friends – but rather that I did not make time for myself – for reflection and rejuvenation.

That feedback really stunned me, especially because it was consistent across all respondents, including clients with whom I do not typically share too much about my personal life or habits.  I took it to heart, and engaged in a lot of soul-searching, resulting in changes to my personal and professional routines.  One of the most important changes was to schedule downtime – no devices, no distractions, no companions – and to step outside my normal environment to take a walk in nature (that is, if we weren’t in the midst of a polar vortex!).

I share this because it was during one of those scheduled downtimes that “CQ” was born.  As I was walking, I heard this phrase bubble up into my conscious mind: “you know your IQ, you’ve probably heard of EQ, but what’s your CQ?  Isn’t that what’s missing from our leadership toolkit that’s causing the high rate of failed change:  the lack of CQ, or Change Intelligence?!”

The rest, as they say, is history.

After inspiration, it’s just a matter of implementation!  (Well that, along with a couple of years of hard work and support from partners like everyone reading this newsletter, of course!)

We all “know” intellectually about the importance of solitary time-outs, but how many of us really hold them as “sacred space” not to be scheduled over when the inevitable urgent crisis of the moment arises?

These “Aha moments” – from the apple falling on Newton’s head while resting under a tree to a major breakthrough in the design for the Hubble Telescope that originated while the engineer was taking a shower – so  often occur while we are taking a “creative pause.”

Note that I didn’t go on my walk at fateful day when I conceived of CQ thinking to myself, “I’m going to invent a ground-breaking innovation right now while strolling around the lake” or anything to that effect.  The point is to deliberately disconnect even from one’s own “intentions” – to intentionally set aside the challenges and problems of the day and simply to let the mind wonder where it will.

As a psychologist (and a human!) I know this can be intimidating.  A mind left to wonder often travels to scary places – where worry and fears run rampant.  Perhaps that’s why we seem to crave constant external stimulation and fill every waking minute with activity, whether or not it’s productive, meaningful or fulfilling.  I fall prey to these dysfunctional dynamics just like everyone else.  I have to remind myself that I’m a human being not a human doing, and that sometimes the fastest way to “get there” (achieve my goals) is to just “be here” (now, in the present moment, in the calm and creative white space).

Paradoxically, it’s often in the white space of creative pauses that we achieve significant breakthroughs.  New possibilities present themselves for vexing problems.  We see opportunities where before we perceived only roadblocks.  I invite you to ask yourself where in your current change initiatives do you feel like you are “pushing the string,” frustrated that no matter what you try, you’re not getting traction.  Consider that perhaps by stepping back, stepping aside, and giving the problem and yourself some space, you might arrive at an insight to help you move forward.

The fact that you are reading this blog post and have derived value from the CQ System is living proof of the transformative impact of intentional disengagement! Don’t forget to give yourself the gift of a mental holiday.  Yours could be a walk in nature, a quiet drive, a longer shower, a mindful meditation, or simply staring out the window.  Reflect upon whether carving out space in your schedule to check-out might be a winning way for you too to perhaps counter-intuitively power-down to speed-up realization of professional and personal goals and dreams.  Not to mention a feel-good experience for your body and spirit – and a way to rekindle your passion.  It worked for me!

Feel free to drop me a line and let me know of any insights or “ahas” that emerge around your change projects as a result of unplugging and taking time away.

Ready to create powerful and lasting results for your team or organization? Discover your Change Intelligence here. 

Empathy: How it Can Help You Become a Better Change Leader

“I thought I came here today to learn more about myself, in order to help me do my job to manage change. What I really learned was empathy for other people, which will help me partner with others to lead change.”

This revelation was shared by a Change Intelligence (CQ) workshop participant, and one that I’ve heard many times from many others.  The definition of CQ is the awareness of one’s change leader style, and the ability to adapt one’s style to be optimally effective across people and situations.  As a person builds awareness of their own style, they naturally become aware of other styles of leading change.  The Heart-oriented change leader gets exposed to Head-oriented change leaders, increasing their awareness of the need to make progress toward the goal while taking care of the people. Head-oriented change leaders get exposed to Hands-oriented change leaders, increasing awareness of process and tactics in addition to vision and strategy.

At times, due to how we are hard-wired as humans, “different” can be perceived as “bad” – in the same way that “change” can be perceived as “threat” when we first encounter it – no matter how pro-diversity or change-friendly we might be deep down inside.  What I’ve often observed, in myself and others, is that once we become aware of other styles, we can initially judge them negatively.  For example, I am a high-Heart-and-Head change leader – the Champion change leader style.  Early in my career, I looked down on high-Hands Executors, criticizing them as “plodding” and “pessimistic.”

However, over time, particularly once I realized that some of my early change projects were veering off-track because of a lack of focus on the details, I began to see the value of efficient planning.  What I once perceived as plodding I began to appreciate as keeping a firm handle on activities, deliverables, issues and risks, so nothing got dropped out.  What I once perceived as pessimistic I began to appreciate as a realistic appraisal of resource requirements and timing targets.

I’ve seen such a realization occur time and again in the change leaders I coach – no matter their industry, functional expertise, or hierarchical level.  I refer to this as the “judging to valuing ladder” as we transition from being an “aware” to an “evolved” change leader:

What happens when people step up the ladder is that they begin to empathize with a much wider array of people than they may have in the past.  They begin to understand the journeys others have been on, and appreciate that they are honestly trying to do the best they can capitalizing on their strengths.  That is a huge mental shift, because so often, to the “unenlightened change leader,” the strengths of other styles can seem very frustrating and even detrimental – like my initial judgment of planning as plodding and realism as pessimism.

When we are able to “get out of our heads” (or “hearts” or “hands” or whatever our dominant style may be), magic happens.  As the old saying goes, “it’s amazing how when we change, others change too.”  When we look at people with new eyes – with respect and gratitude – it’s a palpable gift to them.  We “show up” very differently to them as well.  At the top of the judging to valuing ladder, the door to new possibilities for partnership opens.

To put these insights into practice right now, I invite you to ask yourself:

Is there someone you are working with who you find frustrating? Looking at them through the lens of empathy, could they be honestly trying to do the right thing, but just in a very different way than you would?  Might they possibly be leveraging strengths that they genuinely believe will lead to successful outcomes, but those strengths may not be ones you value?

Is there someone you are working with who you are trying to influence in a positive direction, but not getting traction?  Consider that perhaps you have been communicating with them in a way that works for you, but not in a way that they can truly “hear.”  For example, as a high-Heart-and-Head Champion change leader, I tend to get excited by the “what” and “who” of change – that is, the exciting new vision and engaging with people to get there with urgency.  To connect with high-Hand Executer change leaders, I need to incorporate “how” messages.  If I don’t, then they will be stuck ruminating about “how are we going to make this work,” and often view me as a “cheerleader” not a “champion,” because I have not helped them see the path from current to future state, which is what they need to know to connect with my message.

Is there a change initiative you are leading in which you are stuck and not achieving the results you aspire to?  Study the strengths of change leader styles that are not your own, ones that are less typical or even uncomfortable for you.  Can you try out one or more of these strengths, flexing some new muscles in areas you have traditionally been weak, or under-valued?  Is there a colleague you can reach-out to who is strong in critical aspects of the change process that you are not as skilled at, or just do not enjoy?

Daniel Goleman, who popularized “Emotional Intelligence” or “EQ” (which encourages us to hone our capacity to understand and manage our own emotions) has in more recent times developed the concept of “Social Intelligence,” to empower us to forge effective relationships with others.  In his words, “self-absorption in all its forms kills empathy, let alone compassion. When we focus on ourselves, our world contracts as our problems and preoccupations loom large. But when we focus on others, our world expands. Our own problems drift to the periphery of the mind and so seem smaller, and we increase our capacity for connection – or compassionate action.”

The first step in building Change Intelligence, or CQ, is in fact to look within, and become aware of own change leader style.  However, the true gold is when we can then build on this understanding to empathize with others, and adapt our style accordingly.  Thinking about all the tumult in our workplaces and our world, it can seem “scary out there.”  So many people are living and working in fear.  By developing and displaying empathy, we can not only help others and ourselves rise above that fear, but we also vastly increase the probability of successful partnerships and sustainable change.

Ready to create powerful and lasting results for your team or organization? Discover your Change Intelligence here. 

What’s YOUR Style of Leading Change?

What’s YOUR style of leading change?

Knowing your CQ (Change Intelligence) style can make all the difference for your ability to influence others and overcome resistance to change!

Just as each of us communicates, collaborates and handles conflict in our own unique ways, so do we each have our own style of leading change.  And, just as we are much more effective in working with others when we understand ourselves and how we are similar and different than others – and can adjust accordingly – so we are much more confident and competent in influencing and partnering with others towards challenging goals when we understand the various change leader styles.

Our Change Leader style is comprised of our tendencies to lead with our Heart versus our Head versus our Hands. Powerful Change Leaders “start with the heart,” “engage the brain,” and “help the hands” move in positive new directions.  Of course, none of us leads only, all the time, in every instance with the Head or Heart or Hands.  We are each a blend of all three.  It is this unique combination that represents our Change Leader Style.  

There are seven possible styles, depending on how strong you are on heart, head and hands.

  • If you’re a Coach, you’re all about Heart.  You love engaging your colleagues whenever you get a chance, and you find great reward in supporting people around you as you all move through a change process.
  • If you’re a Visionary, you are the one who’s always looking forward to an inspiring future.  Thanks to your Head focus, you have a gift for seeing opportunity and planning for new situations, and you tend to get excited about what lies on the other side of a change.
  • If you’re an Executer, you focus primarily on the Hands.  You like to get things done, and people know they can rely on you to not just talk but take action.  Often your execution is backed up by comprehensive, step-by-step plans.
  • If you’re a Champion, you use a combined strength in Head and Heart to get people pumped about a change.  Like a Visionary, you see abundant possibilities for the future and, adding the people skills of a Coach to the mix, you’re able to energize and excite your colleagues as you all work to bring about change.
  • If you’re a Driver, you’re strong on both Head and Hands.  You see an enticing vision before you, and you use your executional abilities to drive toward that vision, laying out clear strategies and tactics along the way.
  • If you’re a Facilitator, you focus on specific people and specific activities you need to support on a day-to-day basis to lead the change, thanks to your strong Heart and Hands capabilities.  You know the tasks that need to be accomplished to make measurable progress, and you succeed in motivating others to work together on those tasks.
  • If you’re an Adapter, you’re about even on Head, Heart, and Hands.   You can employ all three approaches as necessary, and you’re generally flexible, politically savvy, and willing to collaborate with others.   

The relationship between the seven styles can be represented as a triangle, which, incidentally, is also the Greek symbol for change:

We enhance our influence and impact when we learn how to shift our leadership strategy to more meaningfully connect with people of different styles.  We all know the Golden Rule, “do onto others as YOU want to be done unto.”  To optimally partner with others through change, follow the Platinum Rule, “do onto others at THEY want to be done unto.”  

Depending on the circumstances, sometimes we lead in one way and sometimes in another.  No style is better or worse, right or wrong.  However, at any given time one style may be more effective in leading change.  Awareness of our style can help us adapt to different people and situations and ultimately take action to become more powerful change leaders.

By building Change Intelligence, Change Leaders are able to overcome what looks like resistance, but is really either confusion over the goal (no “Head”), lack of connection to the goal (no “Heart”), or lack of tactics and training to partner together to work toward the goal (no “Hands”).  That’s CQ!

Empathy: How it Can Help You Become a Better Change Leader

“I thought I came here today to learn more about myself, in order to help me do my job to manage change. What I really learned was empathy for other people, which will help me partner with others to lead change.”

This revelation was shared by a Change Intelligence (CQ) workshop participant, and one that I’ve heard many times from many others.  The definition of CQ is the awareness of one’s change leader style, and the ability to adapt one’s style to be optimally effective across people and situations.  As a person builds awareness of their own style, they naturally become aware of other styles of leading change.  The Heart-oriented change leader gets exposed to Head-oriented change leaders, increasing their awareness of the need to make progress toward the goal while taking care of the people. Head-oriented change leaders get exposed to Hands-oriented change leaders, increasing awareness of process and tactics in addition to vision and strategy.

At times, due to how we are hard-wired as humans, “different” can be perceived as “bad” – in the same way that “change” can be perceived as “threat” when we first encounter it – no matter how pro-diversity or change-friendly we might be deep down inside.  What I’ve often observed, in myself and others, is that once we become aware of other styles, we can initially judge them negatively.  For example, I am a high-Heart-and-Head change leader – the Champion change leader style.  Early in my career, I looked down on high-Hands Executors, criticizing them as “plodding” and “pessimistic.”

However, over time, particularly once I realized that some of my early change projects were veering off-track because of a lack of focus on the details, I began to see the value of efficient planning.  What I once perceived as plodding I began to appreciate as keeping a firm handle on activities, deliverables, issues and risks, so nothing got dropped out.  What I once perceived as pessimistic I began to appreciate as a realistic appraisal of resource requirements and timing targets.

I’ve seen such a realization occur time and again in the change leaders I coach – no matter their industry, functional expertise, or hierarchical level.  I refer to this as the “judging to valuing ladder” as we transition from being an “aware” to an “evolved” change leader:

What happens when people step up the ladder is that they begin to empathize with a much wider array of people than they may have in the past.  They begin to understand the journeys others have been on, and appreciate that they are honestly trying to do the best they can capitalizing on their strengths.  That is a huge mental shift, because so often, to the “unenlightened change leader,” the strengths of other styles can seem very frustrating and even detrimental – like my initial judgment of planning as plodding and realism as pessimism.

When we are able to “get out of our heads” (or “hearts” or “hands” or whatever our dominant style may be), magic happens.  As the old saying goes, “it’s amazing how when we change, others change too.”  When we look at people with new eyes – with respect and gratitude – it’s a palpable gift to them.  We “show up” very differently to them as well.  At the top of the judging to valuing ladder, the door to new possibilities for partnership opens.

To put these insights into practice right now, I invite you to ask yourself:

Is there someone you are working with who you find frustrating?  Looking at them through the lens of empathy, could they be honestly trying to do the right thing, but just in a very different way than you would?  Might they possibly be leveraging strengths that they genuinely believe will lead to successful outcomes, but those strengths may not be ones you value?

Is there someone you are working with who you are trying to influence in a positive direction, but not getting traction?  Consider that perhaps you have been communicating with them in a way that works for you, but not in a way that they can truly “hear.”  For example, as a high-Heart-and-Head Champion change leader, I tend to get excited by the “what” and “who” of change – that is, the exciting new vision and engaging with people to get there with urgency.  To connect with high-Hand Executer change leaders, I need to incorporate “how” messages.  If I don’t, then they will be stuck ruminating about “how are we going to make this work,” and often view me as a “cheerleader” not a “champion,” because I have not helped them see the path from current to future state, which is what they need to know to connect with my message.

Is there a change initiative you are leading in which you are stuck and not achieving the results you aspire to?  Study the strengths of change leader styles that are not your own, ones that are less typical or even uncomfortable for you.  Can you try out one or more of these strengths, flexing some new muscles in areas you have traditionally been weak, or under-valued?  Is there a colleague you can reach-out to who is strong in critical aspects of the change process that you are not as skilled at, or just do not enjoy?

Daniel Goleman, who popularized “Emotional Intelligence” or “EQ” (which encourages us to hone our capacity to understand and manage our own emotions) has in more recent times developed the concept of “Social Intelligence,” to empower us to forge effective relationships with others.  In his words, “self-absorption in all its forms kills empathy, let alone compassion. When we focus on ourselves, our world contracts as our problems and preoccupations loom large. But when we focus on others, our world expands. Our own problems drift to the periphery of the mind and so seem smaller, and we increase our capacity for connection – or compassionate action.”

The first step in building Change Intelligence, or CQ, is in fact to look within, and become aware of own change leader style.  However, the true gold is when we can then build on this understanding to empathize with others, and adapt our style accordingly.  Thinking about all the tumult in our workplaces and our world, it can seem “scary out there.”  So many people are living and working in fear.  By developing and displaying empathy, we can not only help others and ourselves rise above that fear, but we also vastly increase the probability of successful partnerships and sustainable change.