The B2B Revenue Executive Experience
The B2B Revenue Executive Experience

Episode · 3 years ago

Barbara Trautlein on Improving Change Intelligence

ABOUT THIS EPISODE

The world is continually going through a great deal of transformations. Whether these are digital transformations or sales transformations, they all mean the same thing: change has become the norm whether you like it or not. 

While some organizations change to deliver great results, many of them fail and in worst case scenarios harm organizations and individuals involved. We sat down with Barbara Trautlein , author of Change Intelligence, to discuss why organizations struggle with change and the role that leadership plays.

Youre listening to the BTB revenueexecutive experience, a podcast, dedigated ew executives train theirsales and marketing teams to optimize growth, whether you're looking fortechniques and strategies wore tools and resources, you've come to the rightplace. Let's accelerate your growth in tree to one: Welcome everyone to the B to berevenue executive experience, I'm your host Chat Sanderson. So today we'regoing to get a little heavier than lately little deeper into a topic thatmany executives and sales leaders wrestle with consistently a lot ofsales professionals. I know hate this word, but the fact of the matter is theworld is full of change and we're all hearing about quote. Unquote and yes,I'm doing the air quotes transformation initiatives, their great deal of presslately great, do the focus, I know several organizations that are goingthrough them. However, if you look at all the types of transformation andchange from digital transformation to sales, transformasion organizationaltransformation, they all really mean the same thing. Changes become the norm,whether you like it or not, and while some organizations deliver greatresults, many of them fail and, in worse cases, actually harmorganizations and the individuals involved in these initiatives. So totackle the topic with us today, I'd like to welcome Dotr, Barbar Tralle anda twenty year veteran in the change or transformation space. Author of theBook Change, intelligence, a principle with change, catalys and creator of theCq Change Intelligence System. It's a mouthful but Barbara welcome to theshow- and thank you for taking the time thanks so much for having me Chad byeverybody all right. So lately it's all over the press. All the people aretalking about it day and and day out and we're hearing alot of you know. Two topics were going to focus on so there's these differenttypes of intelligence, and you- and I were talking before we Hav record aboutyou- know technical intelligence that Jib blor came up with to emotionalintelligence and, of course, I Q and now change, intelligence or Cq, and howtransformation initiatives or or large skillnesship should happen and why theyfail. So for some contaxt, let's get started with some background on. Howdid you decide to make change an area that most people fear the focus of your of your career, yeah,so great question and I actually started in this business almost thirtyyears ago now I started in the mid S and for those of your listeners as oldas I am. You might remember that in the mid S or I was living in working in theMidwest, the United States were actually called the rust belt and we'recalled the Rosbell because our lunch was getting eaten by foreigncompetition, Especiallyov Industry Yeah. So I was working in as part of aconsulting team Iwas Twenty five years old and I was working part of aconsulting team that was working with you know some automotiveplants and their suppliers to help them. You know change to remain competitive,a keep the doors open and so so I'll never forget my firstdhing on the job, as you know, twenty five year old woman in a steelmillsurrounded by all men- and they were all twenty or thirty years older thanme. Maybe forty they'd all worked in the mill, their whole careers and Istand up and I introduce myself- and I said you know we're going to partnertogether and we're going to transform you guys to high performance and totalquality and selfmanaged teams and theyre guy from the back of the roomstands up. He comes right to the front of the room and he says we're steelworkers and we don't listen to girls, so I guess just walking in the room. Iwas a change for them right, a paradime shift, as we used to say back in theday and and yeah we did partner together for two years and they returndto sovency and ten. You know, then so pretty much. My whole career has beenhelping. People, teams and organizations lead change, excellent.So we all know many of these change initiatives have a tendency to fail.Most of us wouldn't like to hear that or admit that, but I wouldn't besurprised if many of our listeners hadn't been part of, I know I have beenor affected by these types of inities,...

...but I'd love to get your perspectivewith your experience Om. Why is it that these initiaties fail yeah? Exactly andthat's the question? I asked myself about seven or eight years ago when Iwent down the path of developing the mouthful that is the CQ system, and, and so I sat back and I said Yeah,you know there was research that John Cotter and its colleagues of Harvarddid when I was first getting into the business and the s and early s hat.That came up with a statistic that seventy percent are more of majororganizational changes fail. So those are things like you know: Changing YourCompany sales approach, you're, implementing a new crm system orAmerger acquisition or new product launch your expansion, seventy percentfail and then about again, a decade ago, just before I was starting to write mybook and came up with Change Intelligence, they mekinzian consultingthe global consulting firm. Did a similar study and came out with asimilar statistic, so en the span of about twenty years we had it move theneedle in our ability to design and implement change that sticks. So I setback- and I said you know. Why is that? And at that point I had been, you know,working with many different organizations in different industriesto do pretty much to things to manage change and it's a develop leadershipcapability, and so considering this huge gap and failure ate that we had. Iset back- and I said well maybe it's a combination of managing change anddeveloping leaders, AKA leading change, developing the capacity to not justmanage change and that just develop our overall leadership skills, but reallybuild our skills and leading change. And so I decided that yeah. What weneed is to be smarter about Leadin, Shaae Change, intelligence, hence CQwas born, and so all right. So it sounds like you know, you sit back, youthink about it and it sounds like most of the failures or a lot of thefailures come from people's in ability to manage it rather than the process orapproach they choose to take. Now that may not necessarily be a a popularperspective for people that have led failed initiatives, but when did you start realizing thatpeople were causing the majority of failures instead of process? was therea light bulb moment, an epiphany yeah? Absolutely so, to your point, when, ifyou look at the literature or managing change, I the large bulk of it focuseson overcoming resistance to change, overcoming resistance to change. Sowhat is the focus of that? The focuses on doing something to other people oragainst them, or even in spite of them right? It's. You know we're not tryingto manage the change of lead, that Chage are trying to change the people,do something to the people, and so you know- and you know, what can we control,though? What can we control? We can control ourselves right only ourselves.We can't force change on others anymore than we could. You know you know force them to forcethem to change. We could influence them. We can partner with them, but we can'tforce them. So if the only thing we can control is ourselves, we can't controlother people. Then what can we do? Well, we can turn the mirror back onourselves, and my view is that so awful t looks Lik wesists out there in otherpeople is a lack of change leader. You know ability to really. You know,encourage people to get it to one and be able to do it in other words andopportunity to look at ourselves and do something differently as change leaders.So this is where CQ comes into play right so so help our audienceunderstand how CQ is different from Iqor Eq sure. Absolutely so you know IQis your raw emotional intelligence right and it's something you're bornwith, and it's actually pretty challenging to really impact a lotafter your early years. Right Eq, on the other hand, is your emotionalintelligence, and it's all about how awhere you are of your own emotions andwhat triggers you emotionally and how you were Ou, where you are of others,emotions and use that knowledge to build effective relationships. So it isa skill that Eq is a skill that we can...

...build right. We can increase ourawareness, we can increase our ability to. You, know, control ourselves manageour behaviors and we can also increase our ability to be more sensitive toother people's emotions and use that information of build relationships withthem. So very similarly change intelligence is the awareness of ourstyle of leading change, how wely change and then the ability to adaptour style. So we cun be more effective because again, what can we control onlyourselves? So that's how it's an intelligence, it's being moreintelligent about how we are how we are leading the change. So itsounds like an correct me: If im Aron, it sounds like definitely an increasedmindfulness right in he level of authenticity, of vulnerability at anexecutive, O leadership level that I mean I'vebeer around Beit around theblock to so we're in the same age bracket and I've had executives where,if you were to say those words authenticity, an vulnerability if theyweren't screaming at you to get out of the room, then the glance you got wastypically senting out of the room, but it has become increasingly moreimportant. So from your perspective, why has that ability to? And it's yourquote- engage the hearts and Equipp the hands become so critical today, yeah!Absolutely so you know it's interesting because so many of the you know I Iwork with leaders at all levels from the front line to the C suite andpeople think you know some people think. Oh, I'm nota change leader, because I don't have that you know c sweet title or directortitle or Vice President title in my in my description right my job. However,I know that even at the very top of the house there's a lot of fear out therethere's a lot of fear, there's a lot of impostor syndrome that wow yeah that I got here right and I'vebeen successful. My entire career, but I don't know what to do now. I don'tknow what to lead: How to lead my organization through this next bigthing, and so that can sometimes you know, mask as the kind of behavior thatyou're talking about right, and so I think that'll, you know, MarshallGoldsmith Roth is great book. What got you here won't get you there. You know and yeah, and it's all about the factthat we need to continue to build. Our capacity to you know, lead Chanes, leadpeople. You know l leadership in general to continue to deal withincreasing challenges, so so you're, absolutely right that it can. You knowsome people can take, take Omborage to that, and yet we know that the mosteffective leaders are the most reflective. You know the ones whoactually kind of you know, look at their successes andalso look at where they've stumbled and use them as fodder for continuallearning, so so yeah, so tha, and so anyway, that that's that's what Iwould say to that when you mentioned equipping the hands and engaging theheart. Well, maybe it's a good time to stepback and talk about what the Cha styles of leading change are, because I thinkthat it help what the conversation about focusing on senior leaders thathelp okay. So so what change intelligence is my definition? It's theawareness of your style weading, changing the ability to adapt it, soyou can be more effective across people and situations right. You can be moreauthentic, more transparent, a all that good stuff you talk about, so so what Isay- and this might be interesting for your listeners to think about- they cankind of selfdiagnose their style leading change. And so I distinguishedthat there are three styles: Some leaders lead from the heart so whenthey lead they focus on the people, they're impacted by the change, so theyspent a lot of time engaging with people, communicating, building teamsand building trust right. Then the other second style is leadingfrom the heat folcsably from the head. They focus on the vision, the strategy,the big picture, the future visionary and strategic leaders, then the thirdstyles leading from the hands o those folks like to figure out how to getfrom here to there thet are very planful, efficient, tactical detail,orented right, so all of just like all of us have a head.You know hard and most of us have two...

...hands. We all can an do, engage in allthose kind of behaviors, but most of us tend to have a preference and right, and so I have a researchdatabase that shows pretty clearly that folks, at the top of the organization,the higher up ye go the more likely it is that you lead change from the headright, which makes sense because that's kind of the executives job leading theorganization. However, that's a strength, but any strength. Overdone isnot so much a strength, anymore right and so sometimes executives or peoplewho lead primarily from the head. They can. They are very excited about thechange right, thank thinking about it, but and they're on the Bos and thebuses leaving the station, but they look around and they look behind themand nobody's on the bus right. So so that's why I say that it's very beneficial, for you knowexecutives for senior leaders to engage the heart. To remember that you need todeal with people that not everybody's going to be excited as you and that youneed to engage the heart. You need to connect the change with people'semotions, understand their fears and concerns. You need to customize yourcommunications to really connect with people instead of one size fit sof fitsall messaging and when I say Equippe, the hands is because that's the least prevalent style anyway,at any level, is handsoring to type of change leadership and that's one of t ereason. I think we have the high failure rate O change, because a leadermight be charismatic and get people on the Bos, but a lot of times the busderous, because people don't have the plan in the process and the tools orthere's berries in the organization preventing good people from behavingconsistantly with the change. So that's why I say that leaders, you know again,we might have a great vision, might ave a great mission. The change might makea heck of a lot of sense, but if we're not engaging the heart getting peopleon board and if we're not equipping the hands helping him get from here tothere, then we're not going to have successful change. Okay, and so inorder for people to increase their CQ right, you have to know where you arein order to know where you want to go so you've developed a CQ assessment.You tell me more about that, how it works and and what you've learnedanalyzing the data sure absolutely so. You know many of your listeners areprobably familiar with the disk or the miers brigs or the strength, findersand so, and a lot of people are assessment out and I'm anorganizational psychologist. So I use those those tools all the time myself,but why I created the CQ assessment is to laser focus on leading change right,as opposed to other aspects of your leadership style, your workstyp. Soit's an online assessment. It takes. You know, ust about fifteen minutes tocomplete it's about twenty items and it results in a report about you know howyou lead, from the head hand, hands Ar Hart and so to your point, I do have adatabase of seve several thousand change leaders, and it is veryinteresting. I mean what the data shows. I talk briefly about the differences byorganizational level, but the prevalence of the change leader style,I think, is very interesting. The data shows that slightly more people leavefrom the heart that from the heat, but it's very close about forty percent ineach category about forty two percent from the heart. That's the people side,O change about forty percent from the head tdivision the strategy, thesmallest percentage only about eighteen percent leave from the hands, and sopeople who leave from the hands. That's what's all about the implementation,the sustainability and, I think that's one of the big reasons for the highfailure. Ated change is that you know strategy AF, sexy right en strategistand we know so much about the bottom line: Benefits of t of engagement rightfor productivity, customer service retension. You Know Gallop and you knowwe know a lot of about research about engagement. So we know we need theheart. We know we need that head. However, what gets what's undervalued,right and downplayed and neglected and seen as tactical right is the leadingfrom the hands is the implementing and...

...the making change? Stick Ha. Everybodywants to think big thoughts. Nobody actually wants to do the work. Exactlythat's IGHTA, you're right and the people who are doors right are lookedat right. As you know, implementors not initiators right. You know, teamplayers, TNAT team leaders and so so yeah. I think, there's a lot of layersto that onion, but I do think that those preferences that people have inthose stereotypes is, you know, is part of the reason for our you know. Ourfailure is as change leaders sometimes, and so do you in that day, do you seedifferences in Cq by region or culture, geography, or maybe differences acrossthe silence of an organization, say sales versus OFFIC, wercus finance? Yes,definitely, and if people are interested in slicing and dicing thedate in different ways and the research results, you know they can feel free toget in touch with me, and I have lots of research reports, but just bigpicturewise in terms of around the world. That really surprised me, butone of the most interesting differences, I think, is that there are nosignificant differences that I found those thus far in the prevalence of thestyles in different regions of the world. Oway, so you mean people arepeople are people? That's right lie everything. We hearall the time in the media and yes, that people are people are people, and so Ithink, that's very edifying in some ways- and it's also consistent withsome research that people who study organizational culture come up withthat. Really what that organizational culture so kind of the norms insideyour organization, tromp, regional culture, which I think is veryinterestic to the workplace. That's right. People always find those resultshard to believe now. What I will say is that you know so. For example, one of I,after the you know all the plan closings and the economic challenges ofthe s and the s I started getting more and more involved in startuporganization, so new facility startup, so hen steelmill, I help start up, wasa Japanese US joint venture and the our management in the union wanted to startit up with a selfmanaged team approach, and I tell you that the perception ofwhat a team should be by the American owners, a versus by the Japanese oneror very, very different. So I think that, while the prevalence of leadingfrom the headhard hands focusing on the people, perfect purpose or processmight be similar in different regions around the world quo. Quantitatively,in terms of how they answer the assessment, I think the behaviorsqualitatively that they engage it right. What it means to lead from the heart inJapan versus in America, right versus in Europe versus in Africa might bedifferent. Wellso isn't t it like a cultural overlay, so I mean you've gotpeople or people, so you've got heartheads and hands and- and it soundslike that's pretty segiming, but the implementation- The realization of thatgoes through a cultural filter. WOUR that be fair to say, that's my guess.That's my guess, and I actually have one thing that the first thing peopleasked me when the assessment came out in my book was published with. Can weget certified in this? So we can, you know, use it on our organizations andwat tour clients, and so now I have there are CQ certified chainge agents,ind thirteen different countries and that's one of the things that we'reworking on is really looking at the answer to that question. So I'm excitedto see how things are Amerging, but yeah. Definitely that you know ' I' we're seeing someinteresting, interesting differences. So I like how you said that culturaloverlay yeah, I mean we see it a lot. I spent a lot of time doing you know CXcustomer experience design. So how do you create a frictionless experiencecombined physical and digital, for an optimized experience for consumers orbe to B, and we spent a lot of years doing it, and it was interesting to seethat, while much like you have found people are people? Are People th, therealization, ofd perception of reality as a result of the cultural overlaychanges their perception of different elements? In that experience ofsomething that American may find friction less, you know someone fromApack would just absolutely they would...

...stop them in their tracks, and so thatsensitivity is something that has always fascinated me. No, absolutely,and just to your point, you know one bit of coaching that I give a lot oftimes when I'm working with frontline leaders or middle management is that the most important changeleadership competency is leadership courge. Sometimes you have to give thatupward feedback that you know there are things that the executives are doingare not doing that standing in the way of a successful initiative right eitherit's being underresourced or the sponsorship. Isn't strong or peoplearen't seeing the senior leaders walking the talk whatever it? Is? It'simportant to give that feedback, because what you see depends on whenyou sit right and and and the United States and Europe those messages arewell received in Asia. That's a challenging message to hear right. It'sit's not considered appropriate in every organization. Right, you know. Take. You know Japan, forexample, to to provide that kind of feedback upward, and so that is acultural prescription that, to your point, would create friction. Shall weset, I different ways to be able to get thatjob done so so I like how you said that so, let's get specific in terms ofevolving one CQ and I'm not you know, I don't want you to give away all of theall of the magic, but if there were three things an executive or Changleaercould start doing today to improve their SK. What would they be and whyyeah so again? What's the definition of change intelligence, it's the awarenessof one stybe leading change in the ability to adapt it, so I woulddefinitely start with awareness. Obviously you could take the assessmentand yet oftin time you can look at your people that you're leading throughchange to get pretty good insights about what your style might be and whatsome of the gaps ar blind spots might be. So, for example, if you see thatyour people are, you know, kind of afraid, right or or you know that there's resistance thatseems like it comes from more the emotional space right, then that's the opportunity potentiallyfor you, as a change leader, to build some skill in engaging the heart tocommunicate and connect with people to try to unearth their fears and theirconcerns and try to address them. Sometimes what we sae instead is thatyou know people are working really card and they're. You know theyre, you know,they're attempting to you know, get on board, but they just their efforts, aremisplace they're, just not achieving the goal, and so maybe they need moreclarity about what the goal is. Maybe it's very clear to you where we'regoing, but maybe not so much your people, so you need more of that. Youknow working around h the vision and STRATIG and the admission and the youknow, objective alcomes for the change and maybe, though they're like they'reparalyzed, theyr deer in the headlifes, they just can't get unstuck in intoeffective action. Well, maybe they need more hands. Maybe they need a plan in aprocess. Maybe they need more tools or more training or maybe they've had aone off training, but they need more coaching and sometimes there's barriersstanding in the way of good people behaving consistently with the change.So, for example, there could be a compensation system or communicationsystem or an operation system. That is, you know, consistent with the old wayof doing things, but preventing people from working towards the new. So that'swhat I would say I would say is you know, attempt to become more awarethrough selfreflection and through other observation about your style andwhat your strengths might be and what your gaps might be and then work toclose those gaps. Okay, so when we look at change initiatives that youobviously have to have the awareness, awareness and a what you're good at,why you're? Not figure ut fill the gaps, as you were saying, but there's alsodifferent types of change initiatives, so there's ones that are completelyinternally focused and then there's kind of a hybrid where like, forexample, sales transformation. I have wholeheartedly believe you cannot dosales transformation in just the silo of sales right. You have to go crosssilo inside an organization, get alignment with marketing, but, moreimportantly, you also have to include...

...kind of outside influences. Socustomers, you could have vastly different people responding todifferent types of change: leadership internally for versus externallyworking with customers versus internl employees. So are there things that youhave seen or recommendations for how to manage that hybrid or how to betterdetermine how to mix those types of change leadership to make things likethat effective yeah? Absolutely so the most effective change leaders adapttheir style continuously right, so they can be optimally effective for theaudience that they're working with the type of change initiative. The stagethat you're in- and you know, basically what you're talking about isinfluencing without authority right, whether it's across organizationalSylod, whether it's outside your organization. So I think thet ever onething to do there is to build a relationship, as I always say, you knowstart with the heart and relationships get results. So, as we know in salesright, you know that the Opportuniti is to build that relationship. Putdeposits in your emotional bank account with other people right because when itcomes to change, changes, hard and You'e going to have to make upwithdrawl righ. So so, when you, you know so talk about a return on yourinvestment, the more you can invest in building relationships updown acrossinside and outside the organization. So people understand that what your intentis right, even though sometimes your impact on them might not be ultimatelypositive right. If they can understand that you have positive intent that youare simultaneously trying to optimize both their positive outcome as well asthe change goals, then they'll be a lot more likely to partner with you towardsthem excellent Excellelt, all right. Let's Change Direction! Just a littlebit here. I ask all of our guess kind of two stanard questions towards theend of each interview. The first is simply in sales parlence as a leader ofan organization yourself that makes you a target or in the politically correctworld o prospect, and so when sales people were anybody's trying to get infront of you, because I think they have something that you know they want tosell you or sow solution that will heve you. How does somebody best get yourattention and build credibility when there is no other existing relationship?Yeah absolutely well. I want to know that somebody you know cares about mehas done some research about me understands my world right and thatdoesn't have to be me personally. But that means the business that I'm inright, and so I want to understand that you have some clue about wait right andmy aspirations and that you have some thoughts right, you're, not going towaste my time so so I feel that I feel that in you right again that old dad isthat it doesn't. You know people aren't going to remember what you say, they'regoing to remember about how they made you feel right. So I want, I want tofeel some sense of that, and then I want to know that you're not awasting,my time that you have some tangible ideas about how you can help me servemy clients better, or at least you know, reduce my the pain of my administrativevurden within my. So so that's what I want to know. I want to feel thatconnection and that's that's another thing getting back to you know in a waypeople in my field, in the change management field, we're all salesman,it's all about selling right, it's all about selling the chaine trying to getpeople on board selling the change. And then, when we talk about that, we we talk about the fact that it's all about sales, and so the bottomline is that how can you again that not to overstate something t thatsounds trigt? But you know what is what is that Wen went right? You know thatrelationships, tha get results, and so how can we focus on again? Some peoplethink that how people change psychologically is that they learn a fact right. They learn a fact,or they see an analysis right or some data that helps them think differently.So therefore they change. So it's kind of like John cotter talks about this,that you think you analyze, you think, and then you change. In fact, whatmakes people changes that they see a...

...new possibility and that makes themfeel differently, and then they change right. So really, while facts andfigures and data and thinking is important- The iellectual aspect ofchange, the cogtive acpent. In fact, what really causes behavior changeright and that could be moving forward with a new change initiative. It couldbe moving forward with ha new sales partner, writin a sales process. It'sall about feeling. You know seeing something seeing a possibility, feelingit and then one changes. Yea We ceat it's funny. We teach in our classesthat you know people make emotional buying decisions and then justify itwith logic and there's all that research out there, I'm drawn a Blak,onwher did it but therew's. The study of people who had had, I think, was theEMIGNOLA damage and they no longer literally were registering emotions,and you couldn't tell until you askd them to make a decision as simple aswhich direction should we go or which you should you put on. First, they justhad no ability to make decisions so that emotional connection is he'scritical. So I'm glad to hear you say that so last question: We call it ouracceleration insight. If there was one thing you could tell a sales marketingprofessional services person, one piece of advice: You could give them that ifthey took it in actually listen to it to plad it tomorrow morning would makethem more successful. What would it be and why? Well again, I don't know that this isgoing to be brand new for your audience, but as a psychologist as a changeleadership professional, I can't say it enough start with the heartrelationships. Get results right. Investing in the relationship is goingto be an investment. That's going to make a return on your investment, muchmore so than most other activities that you might engage in perfect bark,Barbara, folistmis interested in talking more about the topics gettingaccess to the data. Looking at some of those reports, Yo got touching onanything we talked about today. What's the best way to get in contact with,you sure, just go to my website change catalysts with an Satthncom, and youcan find all kinds of resources you can download. There's a way to contact methere. You can check out to free chapters in my book, so lots of greatresources. Awesome, Barbara, can't think you eknow or taking the time days,been great having you on the show thanks so much chat appreciated by fornow all right, everyone that does it for this episode, please check us outof btob revizeccom share the episode with friends, Families Coworkers. Ifyou like, would you heare? Please shoot me an email. Send us a review online,do something on itumes or Andreid whatever. It is right us of you. We dopay attention of that stuff. So we know what type of guests to bring on untilnext time. We have value prime solutions with you all nothing, but thegreatest success you've been listening to the BTBrevenue executive experience to ensure that you never miss an episodesubscribe to the show in Itunes for your favorite podcast player. Thank youso much for listening until next time.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (226)