{"id":1578,"date":"2013-08-08T05:00:07","date_gmt":"2013-08-08T10:00:07","guid":{"rendered":"http:\/\/kbicblog.com\/blog\/health-information-management\/?p=1578"},"modified":"2013-08-05T13:29:23","modified_gmt":"2013-08-05T18:29:23","slug":"are-you-a-head-heart-or-hands-leader","status":"publish","type":"post","link":"https:\/\/kbicblog.com\/health-information-management\/blog\/are-you-a-head-heart-or-hands-leader\/","title":{"rendered":"Are You a Head, Heart or Hands Leader?"},"content":{"rendered":"<p><a href=\"http:\/\/kbicblog.com\/blog\/wp-content\/uploads\/heart-hands.jpg\"><img loading=\"lazy\" decoding=\"async\" class=\"alignleft\" alt=\"heart hands\" src=\"http:\/\/kbicblog.com\/blog\/wp-content\/uploads\/heart-hands-300x200.jpg\" width=\"300\" height=\"200\" \/><\/a>The top five leaders most admired by the world\u2019s business executives are Winston Churchill, Steve Jobs, Mahatma Gandhi, Nelson Mandela and Jack Welch \u2013 in that order, according to the 2013 Global CEO Survey conducted by PwC.<\/p>\n<p>The qualities the surveyed CEOs most admired? Strong vision, motivational, caring, innovative, persistent and ethical.<\/p>\n<p>\u201cThese results tell us a lot about what it takes to be a strong business leader in today\u2019s rapidly changing global marketplace,\u201d says Barbara Trautlein, author of \u201cChange Intelligence: Use the Power of CQ to Lead Change that Sticks.\u201d<\/p>\n<p>\u201cThe respondents cited a broad range of qualities to describe the same individual leaders, which tells us they recognize today\u2019s leaders need a combination of strengths.\u201d<\/p>\n<p>Trautlein, who has a Ph.D. in organizational psychology and more than 25 years\u2019 experience helping businesses lead change, says contemporary leaders must have a high CQ \u2013 Change Intelligence.<\/p>\n<p>\u201cToday\u2019s 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 \u2013 focusing on the big-picture goal and business objectives; the heart \u2013 knowing how to engage, coach and motivate people; and with your hands \u2013 providing the tactical tools and skills necessary like a project manager,\u201d she says.<\/p>\n<p>\u201cPeople 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.\u201d<\/p>\n<p>To do that, you must ask yourself: \u201cAre you a head, heart or hands leader?\u201d Trautlein identifies three of the seven CQ leader styles, their strengths, weaknesses, and a coaching suggestion for each:<\/p>\n<p><strong>The Coach (heart-dominant):<\/strong><\/p>\n<p>Strengths:<\/p>\n<p>\u2022 Encourages people to join in discussions, decisions \u2022 Steps in to resolve process problems, such as conflict \u2022 Listens to all viewpoints \u2022 Recognizes and praises others for their efforts \u2022 Helps reduce stress by lightening the mood<\/p>\n<p>Weaknesses:<\/p>\n<p>\u2022 Sees team process and organizational climate as ends in themselves \u2022 Fails to challenge or contradict others \u2022 Does not recognize the importance of accomplishing tasks \u2022 Overuses humor and other conflict-mitigation techniques \u2022 Does not emphasize long-range planning<\/p>\n<p>Coaching: Make connections with people but also connect them with the mission. Don\u2019t allow engagement to take precedence over performance.<\/p>\n<p><strong>The Visionary (head-dominant)<\/strong><\/p>\n<p>Strengths:<\/p>\n<p>\u2022 Stays focused on goals \u2022 Engages in long-range thinking and planning \u2022 Takes a big-picture view \u2022 Enjoys seeing new possibilities \u2022 Scans the horizon for the next big opportunity<\/p>\n<p>Weaknesses:<\/p>\n<p>\u2022 Doesn\u2019t fully consider the effects a change will have on organizational culture \u2022 May be less apt to focus on team members\u2019 individual needs \u2022 Complains about lack of progress toward goals \u2022 Does not give sufficient attention to the process by which goals are met \u2022 Neglects to ensure that the tactical details of the change process are handled<\/p>\n<p>Coaching: It\u2019s 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).<\/p>\n<p><strong>The Executor (hands-dominant)<\/strong><\/p>\n<p>Strengths:<\/p>\n<p>\u2022 Excels at project planning and execution \u2022 Accomplishes tasks in a timely and efficient manner \u2022 Can be depended upon to do what\u2019s asked \u2022 Freely shares information and materials so other have the training, tools and resources they need \u2022 Pushes the team to set high performance standards<\/p>\n<p>Weaknesses:<\/p>\n<p>\u2022 Loses sight of the big picture \u2013 the goal of the change process \u2022 Lacks patience with people and process issues \u2022 Pushes for unrealistic performance standards \u2022 Becomes impatient with other team members who don\u2019t live up to standards \u2022 Goes into data overload, providing too much detailed information.<\/p>\n<p>Coaching: Expand your definition \u201cexecution.\u201d Engage people by making a compelling case for the change so you\u2019ll have their support, and take time-outs periodically to evaluate your goals and strategy.<\/p>\n<p>\u201cMost leaders are not all head, hands or heart \u2013 most are some combination, which is why there are seven Change Leader styles,\u201d Trautlein says. \u201cAnd even leaders who have all three in seemingly equal measures have some pitfalls to watch out for.\u201d<\/p>\n<p>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\u2014as well as less stressed and frustrated themselves. And, they more consistently role model the pivotal leadership qualities CEOs most admire.<\/p>\n<p>Source: <a href=\"http:\/\/www.changecatalysts.com\/\">www.ChangeCatalysts.com<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>The top five leaders most admired by the world\u2019s business executives are Winston Churchill, Steve Jobs, Mahatma Gandhi, Nelson Mandela and Jack Welch \u2013 in that order, according to the 2013 Global CEO Survey conducted by PwC. The qualities the surveyed CEOs most admired? Strong vision, motivational, caring, innovative, persistent &#8230;<\/p>\n","protected":false},"author":1,"featured_media":1580,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"ngg_post_thumbnail":0,"footnotes":""},"categories":[1],"tags":[83,165,166,102,85,84,163,164],"class_list":["post-1578","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","tag-business","tag-ceo","tag-ceo-leadership-survey","tag-health-information-management","tag-kayebassman","tag-kbic","tag-leadership","tag-what-kind-of-leader-are-you","column","twocol","has-thumbnail"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Are You a Head, Heart or Hands Leader?<\/title>\n<meta name=\"description\" content=\"Are You a Head, Heart or Hands Leader? Qualities the surveyed CEOs most admired? 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