Today¹s marketplace is in a state of constant change, and successful
companies are those that can also respond and quickly adapt to the changes
around them. That requires leaders who are able to lead with the head
focusing on the big-picture goal and business objectives; the heart
knowing how to engage, coach and motivate people; and with your hands
providing the tactical tools and skills necessary like a project manager,²
she says.
³People tend to be stronger in one or two of those areas and weaker in the
others. We need to identify our weak areas and work on strengthening them.²
To do that, you must ask yourself: ³Are you a head, heart or hands leader?²
Trautlein identifies three of the seven CQ leader styles, their strengths,
weaknesses, and a coaching suggestion for each:
The Coach (heart-dominant):
Strengths:
€ Encourages people to join in discussions, decisions
€ Steps in to resolve process problems, such as conflict
€ Listens to all viewpoints
€ Recognizes and praises others for their efforts
€ Helps reduce stress by lightening the mood
Weaknesses:
€ Sees team process and organizational climate as ends in themselves
€ Fails to challenge or contradict others
€ Does not recognize the importance of accomplishing tasks
€ Overuses humor and other conflict-mitigation techniques
€ Does not emphasize long-range planning
Coaching: Make connections with people but also connect them with the
mission. Don¹t allow engagement to take precedence over performance.
The Visionary (head-dominant)
Strengths:
€ Stays focused on goals
€ Engages in long-range thinking and planning
€ Takes a big-picture view
€ Enjoys seeing new possibilities
€ Scans the horizon for the next big opportunity
Weaknesses:
€ Doesn¹t fully consider the effects a change will have on organizational
culture
€ May be less apt to focus on team members¹ individual needs
€ Complains about lack of progress toward goals
€ Does not give sufficient attention to the process by which goals are met
€ Neglects to ensure that the tactical details of the change process are
handled
Coaching: It¹s vital that the vision be shared by all those working to make
it happen. Remember to share your vision with others (heart) and lay out a
path to that vision that incorporates visible milestones along the way
(hands).
The Executor (hands-dominant)
Strengths:
€ Excels at project planning and execution
€ Accomplishes tasks in a timely and efficient manner
€ Can be depended upon to do what¹s asked
€ Freely shares information and materials so other have the training, tools
and resources they need
€ Pushes the team to set high performance standards
Weaknesses:
€ 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 don¹t live up to standards
€ Goes into data overload, providing too much detailed information.
Coaching: Expand your definition ³execution.² Engage people by making a
compelling case for the change so you¹ll have their support, and take
time-outs periodically to evaluate your goals and strategy.
³Most leaders are not all head, hands or heart most are some combination,
which is why there are seven Change Leader styles,² Trautlein says. ³And
even leaders who have all three in seemingly equal measures have some
pitfalls to watch out for.²
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.
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