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CHANGE INTELLIGENCE Use the Power of CQ to Lead Change that Sticks | 847.549.6950 | changecatalysts.com | © ChangeCatalysts
CHAPTER 9 The Facilitator Additional coaching hints on how Facilitators can leverage their strengths and shore up their blind spots: First, start with the CQ/Change Intelligence Assessment you took in Chapter 3. In that report, you have an entire page devoted to your Change Leader Style. Prior to reviewing the ideas below, it is often helpful to take a few minutes of self-reflection and answer the questions on page 11 of your customized CQ/Change Intelligence Report. Second, remember the definition of Change Intelligence: CQ is the awareness of one’s own Change Leader Style, and the ability to adapt one’s style to be optimally effective in leading change across a variety of people and situations. Here are more suggestions to help you A.D.A.P.T.: Acknowledge Build confidence by understanding and appreciating your style and uniqueness. List the key attributes of the Facilitator that are true of you as a change leader (involved, helpful, resourceful, etc.). Reflect on times that you moved the change forward by engaging in behaviors unique to you. _________________________________________________________________________________
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CHANGE INTELLIGENCE Use the Power of CQ to Lead Change that Sticks | 847.549.6950 | changecatalysts.com | © ChangeCatalysts
Deploy Seek situations which bring out the best in you, which allow you to use your strengths to the fullest. What are opportunities right now that would allow you to capitalize on your gifts? Where in your organization could a stronger facilitator-focus make a significant impact? What possibilities can you invent looking toward the future that would enable you to utilize your talents to the fullest? ________________________________________________________________________________
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Avoid Be mindful to moderate your most preferred strengths so you don't overdo them causing wasted time or energy or a negative impact on others. As a Facilitator are you taking on too much yourself, spending too much on the tactical here-and-now, or overlooking the benefits of making time to connect with senior, strategic stakeholders? _________________________________________________________________________________
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_________________________________________________________________________________ Plan Learn to be more versatile in your approach to people and problems by using more of the strengths of styles that are opposite or very different than your own. How can you enhance your ability to promote visionary change? To drive strategy? To motivate and inspire more broadly? ________________________________________________________________________________
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CHANGE INTELLIGENCE Use the Power of CQ to Lead Change that Sticks | 847.549.6950 | changecatalysts.com | © ChangeCatalysts
Team Partner with others who are strong in areas you are weaker and have a passion for aspects of the change leader role you do not. Supplement your talents with those of other change leaders to give you a wider reach and broader perspective. Connect with Visionaries to remind you to scan for new trends on the horizon. Leverage Drivers to spur you on to move forward with greater velocity and encourage accountability in others. Reach out to Champions to help you spread the message and light many fires. _________________________________________________________________________________
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Finally, here are some selected readings of particular value for Facilitators:
• To leverage your Heart - Crucial Conversations by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler is a wonderful resource for Facilitators who would benefit from building muscle in their ability to be more direct and confident in managing difficult interactions with other people, particularly around accountability to changing goals and behavioral expectations.
• To engage the Head - Part of being perceived as a strategic business leader is showcasing one's accomplishments! Brag by Peggy Klaus is a very practical book that coaches readers toward the mindset that positive self-promotion is not only good for one's own career, but also promotes team wins, clarifies elevated expectations for others, and lets senior leaders know the great resources they can count on. And, moreover, the book provides very specific, easy to use techniques to try.
• To help the Hands - The Four Disciplines of Execution by Chris McChesney, Sean Covey, and Jim Huling should resonate with Facilitators in that it focuses on implementation. What Facilitators can learn from the approach is to start with the big picture future goal, thereby elevating their thinking from the tactical to the strategic.
