cameron and green making-sense-of-change-management

Leading changea leader, the chance of that person being competent in the other threecategories is much reduced.THE IMPORTANCE OF SELF-MANAGEMENTThe managers that we work with often have high drive levels and are also veryintelligent. When this combination of characteristics is present in an individual,that individual often experiences a lot of frustration. Other people are eithertoo slow, or too relaxed, or simply ‘not getting it’.This was crystallized by a very dynamic and successful IT manager whom Iworked with recently. When I went through her emotional intelligence feedbackwith her using HayGroup’s Emotional Competence Inventory, her selfmanagementscores were low, especially in the area of self-control. I asked herhow often she felt frustrated in her work. She paused for a moment and thenwith a sudden realization she said, ‘All the time.’ Up until that point, she hadnot realized that there was an issue. This had just become a way of life. Otherswere experiencing her as bad tempered, moody and occasionally bullying.Then we started to talk about strategies for dealing with this.Esther Cameron, 2003A brief scan of the competence set will confirm that self-awareness,self-management and social awareness are all competencies that arenot necessarily observable. We call this inner leadership. Only the socialskills category contains obvious observable behaviours. We call thisouter leadership.In our experience those involved in leading change have to developespecially strong inner leadership because of the emotions arising fromtheir own drive to achieve, coupled with potential resistance from manylevels, and the discomfort involved with letting go of old habits. It is avery emotional landscape!Daniel Goleman says that it is vital that leaders develop emotionalcompetencies. He says:In the new stripped-down, every-job-counts business climate, these humanrealities will matter more than ever. Massive change is constant; technicalinnovations, global competition, and the pressures of institutional investors are165