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FIFTY-THIRD EDITION
Change Catalysts Change Intelligence
 

 

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

Approved for credits
by the ACMP, HRCI, ICF, PMI and now SHRM! – and now the ATD!

 


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: 

The Chair Academy 
March 26 – Atlanta, GA

Association of Change Management Professionals (ACMP) Ohio Chapter 
April 2 – Columbus, OH

Association of Change Management Professionals (ACMP) Webinar 
April 9

Top Talent Summit 
April 10-11 – Vancouver, CA

Association of Change Management Professionals (ACMP) Global Conference 
April 28-May 1 – Orlando, FL 

ProjectCon 
May 10-11 – Indianapolis, IN

ASQ-Illiana Meeting
May 21 – Location TBD

Project Management Institute (PMI) Chicagoland Chapter
June 12 – Rolling Meadows, IL

Association for Talent Development (ATD) Webinar
September 6

Empowering Women in Industry Summit 
September 26 – Chicago, IL

If your organization is a member of the Institute for Management Studies, join me in Columbus on April 4 or Boston on April 25! 

Women and Manufacturing Talk Radio - serving as a guest host, listen to podcasts of Barbara interview amazing women make a difference in manufacturing and STEM fields 


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.  


Want to connect on social media? 
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*The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.



Welcome to part 3 in my series on COACHING and its pivotal impact on building individual and collective capability to lead change!  (The first article in the series shared actionable findings from the Building a Coaching Culture for Change Management Research  and the second explored how coaching positively impacts three top change challenges leadership commitment, employee resilience, and communications effectiveness.)  In this article we’ll dive deeper into what forms “coaching for change” can take within organizations, to prompt your thinking about how you can leverage coaching on-the-job.    

When you think of coaching inside an organization, is the image you get one of an external coach providing executive coaching for the CEO?  I invite you to consider a more expansive view of what coaching is, what it can look like in organizations, and the results it can achieve.  Indeed, coaching can be done for CEOs by external executive coaches.  And also by internal coach practitioners for all employees.  And for individuals and for groups.  And by leaders and managers every day on the job.  And the CEO can play a coaching role too!

As the research clearly showed, organizations tend to rely on traditional methods such as classroom training and elearning to build change capabilities, but coaching – although far less frequently deployed – is rated as more effective in achieving the goals of change management initiatives and building people’s change capabilities.  Unlike broader development activities like training or e-learning, coaching is tailored to the needs of the individual employee, team or work group, since the process is driven by the coachee(s) rather than the coach/trainer/other person. 

Here is a sampling of the forms that “coaching for change” can take in organizations and the real results that can be achieved by this powerful but under-utilized approach:

External coaching for
frontline and mid-level leaders
In the words of one manager, “I’m good at creating a plan and putting together resources…My ‘aha moment’ was that I realized that what I’m not good at is understanding people’s emotions, that this change effects someone’s life.  They cross their arms and say firmly, ‘I don’t want to do that.’”  This manager explains that coaching helped him find new strategies for leading people through change: "I’ve put it on my radar, now, to see how people are feeling, whether they’re compliant or committed or resistant.  I’m trying to ask the questions that can give me more information about people’s attitudes and perceptions about change."  This case study is also a great example of another form coaching can take, namely “managers and leaders using coaching skills” to support their employees and guide them towards their own self-discovery during changing times.    

Coaching by leaders
and managers for employees
Coaching can also “come from within,” and equipping leaders and managers with skills to coach their people goes far to help realize the vision of “leaders developing leaders.”  Such ongoing coaching is also critical as many organizations today transition from traditional performance management processes to cultures of continuous feedback.  Moreover, managers-as-coaches facilitate real-time conversations in-the-field when changes are actually happening, which is one of the biggest reasons why coaching is positively correlated with successful change management initiatives.  As one leader-and-coach reports, “when people are in the denial or resistance phase, I can help them.  I spend more time talking and listening to their issues…You don’t come out of [a coaching process] saying, ‘I need to change my life,’ but saying, ‘Here’s a strength I can build on.’ The process was eye-opening.”

Team coaching
In addition to one-on-one coaching, organizations reap huge benefits when they provide coaching to in-tact teams.  In the words of one senior director, “we go through a lot of change to keep relevant in the marketplace.  I wanted to understand how my people manage change and then make sure the change comes across as positive and not a threat.  I wanted to give my team what it needs to work to fullest capacity without being distracted.”  Team coaching helped her achieve that goal.

Work Group coaching
Work group coaching differs from team coaching in that the groups are comprised of people who formally report to different teams.  Work groups can take many forms.  For example, often change is led by project groups comprised of people who are members of different teams in terms of reporting relationships, but who are brought together as a “work group” to manage a change process.  Another example would be a cohort consisting of high potential or emerging leaders participating in a leadership development program.  One such HiPo program leader shared that work group coaching participants “better understood their approach to change and their ability to cope with change.  It showed them how they can be effective as individuals in various positions…I thought the entire process made sense and had incredible value.” In the words of one of the participants, commenting on the improved relationship she’s been able to foster with a key stakeholder in a change process: “since I’ve become a little more transparent and open, he doesn’t feel like he’s being pushed into a task without any reason. I used to say to myself, ‘it’s his job, he has to get it done.’ Now I realize I need to say why it needs to be done. Our rapport has definitely improved.” 

As demonstrated by these case studies, coaching AND training are mutually reinforcing.  It’s not either/or, it’s both/and.  Capitalizing on coaching helps maximize ROI for your learning and development investment AND for your organizational change initiatives. 

Here are some resources for you to learn more about how you can leverage coaching to engage for change:

  • Join me and the International Coach Federation’s Director of Research and Education for a Masterclass on Building a Coaching Culture to Develop Change Management Capabilities at the ACMP-Global Conference in Orlando next month!
  • Check out the case studies (hyperlinked above) quoted in this ezine.
  • Read the Building a Coaching Culture for Change Management Research Report, which identified what High Performance Organizations (HPOs) and those with Strong Coaching Cultures (SCCs) are doing to promote successful change and how coaching is part of the solution.
  • View a webinar recording taking a deeper dive into the research results and exploring case studies of how two organizations build a coaching culture for change and the results they achieved, featuring me plus two internal coach-leaders.  
  • Stay tuned for my next ezine in which I’ll dive deeper into how coaching empowers people, teams and organizations by cultivating insights that invent innovative and collaborative options for leading change – and the more options we have, the more power we have, individually and collectively.     
 
Speaking| Case Studies| Contact Us
Change Catalysts www.ChangeCatalysts.com




Change Catalysts

1445 North Maidstone Drive
Vernon Hills, IL
60061
US

btrautlein@changecatalysts.com
(847) 549-6950