• Loses sight of the big picture – the goal of the change process • Lacks patience with people and process issues • Pushes for unrealistic performance standards • Becomes impatient with other team members who don’t live up to standards • Goes into data overload, providing too much detailed information.
Coaching: Expand your definition “execution.” Engage people by making a compelling case for the change so you’ll have their support, and take time-outs periodically to evaluate your goals and strategy.
“Most leaders are not all head, hands or heart – most are some combination, which is why there are seven Change Leader styles,” Trautlein says. “And even leaders who have all three in seemingly equal measures have some pitfalls to watch out for.”
The point is not to change who we are fundamentally, but rather to embrace our strengths, shore up our blindspots, and adapt our styles to be more effective when leading across a variety of different people and situations. By building their CQ, leaders simultaneously become more powerful to help their teams and organizations—as well as less stressed and frustrated themselves. And, they more consistently role model the pivotal leadership qualities CEOs most admire.
Barbara Trautlein is author of Change Intelligence: Use the Power of CQ to Lead Change that Sticks, and a change leadership consultant, international speaker and researcher.
For more information, visit www.ChangeCatalysts.com.
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