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FORTY-SECOND EDITION
Change Catalysts Change Intelligence
   


 

Got Change?
Get CQ Certified!
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VIRTUAL (web-based) & IN-PERSON Options!


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by the ACMP, HRCI, ICF & PMI!



  


• Build skill using the CQ Assessment - the only tool to diagnose and develop Change Intelligence

• Learn how to build the CQ of leaders you coach, teams you facilitate, and organizations you serve to execute successful, sustainable change

• Receive the CQ Toolkit with dozens of reproducible action planning, coaching, training, and meeting facilitation materials

• Access to the CQ Assessment for your clients/company at discounted rates

• Become a member of the CQ Community of Practice to stay current and dialogue about intelligent best practices, case studies, and research

Contact Us about
CQ Certification!


"The real-life case studies, interactive exercises, individual coaching and group facilitation action plans provided me a ton of value - way beyond what's in the book, and way more than I expected!  I began using the new tools the very next day with my clients.  They 'got' the simple yet powerful process right away, and within a month we're seeing amazing results!"


Want to Experience
CQ
in action and
hear Barbara speak?

Here are some upcoming public opportunities: 

ASSOCIATION OF CHANGE MANAGEMENT PROFESSIONALS (ACMP) MIDWEST CHAPTER
October 6, 
Des Plaines, IL

ACT-W CONFERENCE
October 14-15, 
Chicago, IL

ASSOCIATION OF CHANGE MANAGEMENT PROFESSIONALS (ACMP) NORCAL CHAPTER
October 21,
San Francisco, CA

CHIEF EXECUTIVE NETWORK (CEN) LEADERSHIP FORUM
November 3-4,
Palm Beach, FL

HUMAN RESOURCE PROFESSIONAL DEVELOPMENT ASSOCIATION (HRPDA) / SHRM MEETING
December 14,
Indianapolis, IN


How can I start building my Change Intelligence today?
> Visit ChangeCatalysts.com
and download two free chapters of the book.  Check out our many case studies and client testimonials!

> Read the except of Change Intelligence published in
Training Magazine

What's my CQ?
How can my team /organization develop our collective CQ to lead successful and sustainable change?
Check out the CQ Certification Process, and email me at btrautlein@
changecatalysts.com to start your journey.


 
Interested in having Barbara speak for your company or organization? Visit ChangeCatalysts.com/
Speaking
to learn more.  



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Observing the current U.S. presidential campaign has me thinking about Steven Kerr’s classic article, On the Folly of Rewarding A, While Hoping for B, which many have summarized as “it’s the reward system, stupid!”  In the article Kerr provides examples of reward systems spanning from politics to sports to organizational life “that are fouled up in that the types of behavior rewarded are those which the rewarder is trying to discourage, while the behavior desired is not being rewarded at all.”  Although our organizations are hopefully not embroiled in the level of chaos we are witnessing in the current political system, we are nevertheless equally affected by misdirected reward programs created to achieve one outcome while producing another unintended outcome.

See if you can recognize any of these “common management reward follies” that Kerr identified at play in your organization:


Given the 70+% failure rate of major organizational change – a sobering statistic that hasn’t improved in the last 30 years - it makes sense to ask whether how we reward those in charge of change may be in part a root cause.  Assessing the impact of reward systems on leading change is often an instructive exercise for change agents in our quest to align goals, outcomes, contribution and consequences:  indeed, doing so is a mission-critical task for Change Intelligent leaders and organizations. 


Kerr points to two explanations for “why fouled-up reward systems are so prevalent”:

1.Fascination with an ‘Objective’ Criterion. Many managers seek to establish simple, quantifiable standards against which to measure and reward performance. Such efforts may be successful in highly predictable areas within an organization, but are likely to cause goal displacement when applied anywhere else.”

What’s more unpredictable than a journey through the unknown territory of organizational change?  Ask yourself:

  • When it comes to leading change, what are we rewarding in our organization?  Results?  Or results plus relationships that yield results? 

  • Do we truly reward innovative thinking and agile acting?  Or is that our rhetoric, but our reality is that we reward consistent performance measured by status quo criteria? 

  • Do our reward systems encourage making decisions that benefit the entire enterprise, or siloed subunits? 

  • Are leaders applying quick-fixes for short-term gain – or building transformational capacity for the long-term?”

2. “Overemphasis on Highly Visible Behaviors. Difficulties often stem from the fact that some parts of the task are highly visible while other parts are not. For example, [in sports] scoring baskets and hitting home runs are more readily observable than feeding teammates and advancing base runners.” 

What’s harder to observe than the political and emotional undercurrents surging in the sea of change?  Ask yourself: 

  • How are our leaders fostering a culture for change?  Do we reward intelligent risk-taking, or “only” bottom-line metrics?

  • What’s our employee experience of change within our organization?  Do people feel they have the resources and the empowerment to work in bold new ways? 

  • Are we building inclusive teams and soliciting diverse perspectives, to yield new and creative solutions?  Or do we revert to the tried-and-true during challenging times, closing ourselves off from dissimilar voices, staying locked in outmoded paradigms? 

By asking these questions, Change Intelligent leaders facilitate courageous conversations, challenging the organizations they serve to ensure their reward systems are aligned with their espoused values and mission, greatly enhancing the probability of individual and collective goal attainment – and successful and sustainable change. 

Reference:  Kerr, Steven, On the Folly of Rewarding A, While Hoping for BAcademy of Management Executive, 1995, Vol. 9, No. 1. 

Want to learn more?

Visit www.changecatalysts.com to obtain information and insight into how to build change leadership capacity for individuals, teams, and organizations.

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 ACMP, HRCI, ICF, and PMI credits!

 
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Change Catalysts www.ChangeCatalysts.com




Change Catalysts

1445 North Maidstone Drive
Vernon Hills, IL
60061
US

btrautlein@changecatalysts.com
(847) 549-6950