Change-Management-Excellence-Using-the-Five-Intelligences-for-Successful-Organizational-Change.pdf

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Change Management Excellence
Using the five intelligences for successful
organizational change
Sarah Cook & Steve Macaulay
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Table of Contents
1
The change leadership compass
4
2
Introduction to business intelligence (BQ)
16
3
Developing BQ
27
4
Auditing the external and internal
environment
34
5
Strategic analysis
49
6
Implementing change
57
7
What is spiritual intelligence (SQ)?
72
8
How SQ can help in times of change
79
9
Identifying and developing SQ
84
10
Creating your personal vision
95
11
Creating your personal values
100
12
Creating organizational vision and values
and bringing them to life
105
13
An introduction to political intelligence (PQ) 117
14
Increasing your PQ
125
15
Influencing others during change
137
16
Influence strategies during change
146
17
What is EQ and how can it help during
change?
164
18
Assessing your EQ
177
19
How to increase your self-awareness
181
20
How to increase your self-confidence
186
21
How to increase your self-discipline
192
22
How to increase your empathy
198
23
How to take a positive stance on change
204
24
How to increase socially responsible change 210
25
Gearing up to change - final thoughts
215
Introduction
In recent years change in the business environment has become a way of
life. Advancements in technology, the pace of competition, globalization, the
need to control cost and increase efficiency coupled with increasing
customer expectations mean that organizations have to evolve and regener-
ate in order to survive. Gone are the days when individuals could expect to
work in the same business, under the same ownership, with the same
people, and the same customer base for the whole of their career.
Management guru Charles Handy, one of the first to predict the massive
downsizing of organizations and the emergence of self-employed profes-
sionals, believes that change now is a way of life. He also states something
many have experienced, that ‘change is always difficult’. Everyone is
impacted by change.
As the degree of change increases, people who manage others, no matter
what their title, are in a position to influence the process and outcomes of
change. What they do and say impacts on whether others move from the
comfort of the present towards a different future. Change leadership can no
longer be confined to a figurehead at the top of the organization who drives
change forward. In today’s changing environment anyone who influences
others has the capacity, through the active use of their intellects or types of
intelligence, to become transformational leaders.
Traditionally, managers have kept the wheels turning. They set objectives,
define procedures and monitor in order to get things done. Leaders take a
more active role in change. They focus on inspiring others, setting strategies
for the future, role modelling and coaching for enhanced performance. One
of the key differences is the focus on the here and now as managers. The
1
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Change management excellence
focus for leaders is on the future and looking for different ways of doing
things. This is a proactive approach as opposed to a reactive one. We believe
that managers must also move up to become change leaders. This view is
supported by many influential management thinkers. It is outlined in Figure
0.1, which shows a model developed from the work of John Kotter. To
survive in a world where the amount of change is high, and the complexity
of operation is also high, businesses need people who are both strong
leaders and managers.
The categories shown in Figure 0.1 can be put into context as follows:
•
Considerable leadership and little management would work for a small,
highly motivated group of people – perhaps doing research and devel-
opment or product innovation or working for a consultancy group.
•
Little leadership or management would work for a small business
owner or self-employed operator, such as a window cleaner.
•
Considerable management and little leadership would work in produc-
tion or manufacturing where there is a lot of emphasis on managing
processes or production lines and where there is little change, eg a
stationery supplier getting supplies from A to B.
•
Considerable leadership and management would work well in any
organization where there is a large amount of change and the complex-
ity of the operation is high, eg airlines, insurance companies, banks, the
car industry, leisure industry, retail, etc.
In most organizations today, people with responsibility for others need to
develop their ability to lead others towards future organizational goals. In
High
A
M
O
U
N
T
O
F
Considerable leadership
and little management
Considerable leadership
and management
C
H
A
N
G
E
Little leadership
or management
Considerable management
little leadership
Low
Low
Amount of different service offerings/business strands
High
Figure 0.1 Leadership versus managership
2
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