Oct 12, 2015 | Blog

Leading Change Across Levels: Leverage Change Intelligence to Build Relationships and Get Results

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Change challenges that leaders face vary based on their level in the hierarchy.  Yet no matter what position you currently fill, you will be able to lead change much more effectively when you understand how Change Intelligence®, or CQ®, works at different levels of your organization. 

CQ is the awareness of one’s own change leadership style and the ability to adapt one’s style to be optimally effective in leading change across a variety of situations.  Everyone has a basic tendency to lead with the Heart, Head, Hands, or some combination of the three. Leaders who lead mainly from the Heart connect with people emotionally (I want it!). Those who lead from the Head connect with people cognitively (I get it!). And those who lead from the Hands connect with people behaviorally (I can do it!).  The powerful combination of all three is what CQ is all about. 

Research based on the CQ Assessment® indicates that executives tend to lead with the "Head," managers with the "Hands", and supervisors with the "Heart":

Said another way, almost half of executives surveyed lead change by focusing on vision, mission, and strategy (Head strengths).  Almost 40% of managers emphasize planning, tactics, and execution (Hands strengths).  And more than half of supervisors place a premium on connecting, communicating, and collaborating (Heart strengths).  Executives tend to have their radars tuned to purpose, managers on process, and supervisors on people.  

While all leaders have a natural tendency, and while certain roles may mandate a specific focus, the most effective change leaders at any level are able to flex their style when called for to manage successful and sustainable change.  Here are strengths of each style – and blind spots to guard against:

  • Executive change leaders at the helm of an organization "engage the Brain" to perform the critical function of scouting out new opportunities, discovering trends that could impact the business, and steering toward new horizons. However, at times they may neglect the map and the needs of the people whose help they need to realize their vision. 
  • Manager change leaders "help the Hands" get things done, and their execution is usually backed up by comprehensive, step-by-step plans.  While focusing on the details, such change leaders may neglect the big picture, and are prone to overlooking the need for positive team dynamics. 
  • Supervisor change leaders "inspire the Heart," engaging their team members and supporting the people around them as they all move through a change process.  However, such change leaders may not confront others who are not behaving consistently with the change or give enough emphasis to completing tasks and making progress toward challenging new goals. 

Change Intelligent leaders demonstrate the savvy to apply all three tools in their tool bags - to engage the Brain, help the Hands, and inspire the Heart - so people at all levels are empowered, equipped, and engaged to partner together toward mission-critical transformation. 

Want to learn more?  Visit www.changecatalysts.com to download two free chapters of the best-selling book Change Intelligence:  Use the Power of CQ to Lead Change that Sticks, watch video and listen to audio about CQ, and read compelling real-life case studies of leaders like yourself putting CQ into action.  Get certified in Change Intelligence via the CQ Certification Program and earn 18 HRCI credits!