Change Management Excellence: Using the Four Intelligences for Sucessful Organizational Change

In a constantly changing environment, businesses need to innovate and re-generate if they are to remain competitive. This book is intended to provide practical guidance on how to manage change successfully, be it large scale, such as cultural change, or slower, incremental change. Using the "compass of the intelligences", a unique device developed by the authors, Change Management Excellence shows the reader how to lead and navigate change by employing business, political, spiritual and emotional intelligence. Contents include: the business context for change the political environment and internal barriers to change developing a vision of the future recognizing and dealing with emotional reactions to change creating and implementing innovative ideas sustaining and embedding change Practical in approach, Change Management Excellence includes chapter-by-chapter checklists for the reader to use when implementing change. Written in an engaging style, it is also packed with international case studies illustrating how companies have successfully managed change.

Table of Contents:
1 The change leadership compass The change compass; Business intelligence (BQ); Emotional intelligence (EQ); Spiritual intelligence (SQ); Political intelligence (PQ); Developing the intellects needed to help lead change; How do you handle change?; Practising the development of potential; Conclusion; Assessing where you fit on the change leadership compass 2 Introduction to business intelligence (BQ) Defining BQ; Using BQ to inform change; A new way of doing business; Increased stakeholder demands; The psychological contract; Using BQ to introduce change; Types of change; The rate of failure of change; Pitfalls in change management and how these can be avoided; A cautionary word about BQ 3 Developing BQ Increasing your business awareness; Steps you can take to increase your BQ; A business framework for change; Where are we now?; Where do we want to be? How will we get there?; Terminology 4 Auditing the external and internal environment The macro and micro environment; PESTEL; The near environment; Supplier analysis; Emergent opportunities; Internal analysis; Resources; Culture audit; Things to do 5 Strategic analysis SWOT analysis; Developing a vision of the future; Identifying long-term goals; Values and behaviours; Developing strategies to achieve goals; Profitable growth; Scenario planning -- what if?; Structure; Getting there 6 Implementing change Planning for change implementation; Project managing change 7 What is spiritual intelligence (SQ)? Defining SQ; The pathway to creating SQ 8 How SQ can help in times of change The stages of change; When to display strong SQ; The need for meaning and purpose 9 Identifying and developing SQ Benefits of SQ in organizations; Reasons why SQ has become so important; SQ and creativity; The learning organization; Examples of SQ in organizations; Increasing your SQ; Aspects of SQ; Practical things to do to develop SQ; Purpose and values 1 Creating your personal vision Defining a personal vision; Why having a personal vision is important; Finding your purpose; Identifying your purpose 11 Creating your personal values Personal values and how they help during change; Identifying your personal values; Prioritizing values 12 Creating organizational vision and values and bringing them to life Why vision and values are helpful during change; A process for developing a vision for an organization; Identifying organizational values; Defining behaviours that drive our values; Translating values into behaviours; How values and behaviours create a sense of responsibility; Assess your organization's values 13 An introduction to political intelligence (PQ) Defining PQ; The importance of PQ during change; Typical reactions during change; A model of PQ 14 Increasing your PQ Identifying stakeholders; The stakeholders' stance; Recognizing driving forces and restraining forces; Individuals' drive to action and positivity; Recognizing your own and others' power bases; Assessing your own and others' power base 15 Influencing others during change Intention versus impact; Influencing styles; Dealing with change terrorists, victims and 'yes men'; Which style of influence do you use most? 16 Influence strategies during change Influence strategies; Assess your use of influencing strategies; Negotiation skills during change; Stages of negotiation; Critical mistakes in negotiating change; Dealing with conflict during change; Personality differences within the team; Lack of interpersonal skills; Role conflict, lack of clear objectives; Poor communication; Change and uncertainty; Lack of openness and shared values; Strategies to manage conflict effectively; Handling conflict in summary; Developing your PQ through mentoring and coaching 17 What is EQ and how can it help during change? Defining EQ; The difference between the emotional and rational brain; Tuning into emotional information; How EQ can help during change; EQ and transformational change; EQ and well-being; Varying effectiveness of leaders during change; Relationship between change leadership competencies and EQ 18 Assessing your EQ 19 How to increase your self-awareness Self-awareness; Practical activities for improving your self-awareness 2 How to increase your self-confidence Self-confidence; Practical activities for increasing your self-confidence 21 How to increase your self-discipline Self-discipline and managing your emotions; Self-discipline and managing your stress levels; Practical activities for increasing your self-discipline 22 How to increase your empathy Empathy; Practical activities for increasing your empathy 23 How to take a positive stance on change Optimism; Pessimists; Reckless optimists; Pragmatic optimists; Happiness; Practical activities for increasing your optimism 24 How to increase socially responsible change Social responsibility; How social responsibility helps during change; Activities involving social responsibility 25 Gearing up to change -- final thoughts Common blocks inhibiting change; Success factors supporting change; Conclusion

About the Author :
Sarah Cook is Managing Director of the Stairway Consultancy, customer service specialists. She is the author of The Essential Guide to Employee Engagement, Change Management Excellence, Customer Care Excellence and Practical Benchmarking, all published by Kogan Page. Steve Macaulay is a management development consultant at Cranfield School of Management. He has worked in telecommunications and IT where he has headed several successful change management programmes.

Review :
"Provides practical guidance on how to manage change successfully, be it large scale, such as cultural change, or a series of small, incremental changes Written in an engaging style, it is also packed with international case studies illustrating how companies have successfully managed change."