The Art of Change Leadership demystifies the psychology behind our reactions to change and offers a powerful collection of tools to inspire individual and collective transformation quickly and more effectively, explains author of the new book, Cheryl Cran.
The book teaches you how to:
- Leverage your current technical knowledge to increase the rate of innovation.
- Use the cycle of change to foresee and handle change-related issues affecting yourself, others, and business.
- Raise your emotional intelligence to match your IQ.
- Guide “change” initiatives with repeatable success by using the reliable three-step change model.
Cran also explains the differences between a Change Manager and a Change Leader.
For example:
- A Change Manager creates a plan, directs projects and people to achieve a goal. In contrast, a Change Leader sets the compelling vision; tells a story that includes the hero's journey for each person involved.
In addition, a Change Leader does the following:
- Provides a project timeline while creating celebration milestones.
- Connects personally with individuals to “onboard” them to the changes and provides the framework for how the changes will happen.
- Courageously leads the changes without falter while being open and honest about his or her own fears and challenges along the change journey.
- Constantly looks to provide added value to the team members by customizing feedback, providing resources and support.
- Welcomes disruptions and leverages them into new creative solution opportunities for self and for the team.
- Willingly shares power with others with a depth of confidence and without having the need to protect ego or CYA.
- Sees the role of a change leader as a facilitator of intelligence and not as the keeper of all knowledge and power.
