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Engaging Individuals, Transforming Teams 1

Nick Fewings, Director

‘eNgaging Change’

Leading Change Effectively

Ngagementworks exists to partner with organisations to deliver cutting-edge,

experiential learning programmes that engage individuals and motivate teams and

in doing so transform them and enable them to achieve greater success .

Fact: 70% of business change fails to achieve desired goals

2. Lack of team skills and proven approach to change

3. Lack of effective engagement with stakeholders

1. Lack of strong leadership

Source: NAO/OGC

– Know yourself,warts and all

– Know your team & have a plan

– Know your audience & communicate effectively



Objectives

To introduce a colourful model of human behaviours that will allow you to:

• Understand your own strengths and challenges in a period of change

• Understand those who’s needs are different to yours

• Recognise and value the differences

• Consider how this knowledge may be used to manage change more effectively

Behaviour



Hippocrates 500 BC

Melancholiclike orderly lives

prone to mood changes

Cholericappear as natural leadersseen as tough-minded

observe from the sidelines and tend

to comply to others' demands

Phlegmatic

outgoing, optimisticfun-loving

Sanguine

The Four Humours

Psychological Preferences

There are 3 pairs of preferences:

Introversion – Extraversionhow we react to inner & outer experiences

Thinking – Feelinghow we make decisions

Sensation – Intuitionhow we take in & process informationCarl Gustav Jung

1875-1961



The Insights - Colour Energies

CompetitiveDemandingDeterminedStrong-willedPurposefulDriver

SociableDynamicDemonstrativeEnthusiasticPersuasiveExpressive

CaringEncouraging

SharingPatient

RelaxedAmiable

CautiousPrecise

DeliberateQuestioning

FormalAnalytical

The Insights 4 Colour Energies

On a bad day…

AggressiveControllingDrivingOverbearingIntolerant

ExcitableFranticIndiscreetFlamboyantHasty

DocileBland

PloddingReliant

Stubborn

StuffyIndecisive

SuspiciousCold

Reserved



WeaknessesMay lack detail and focus

Too casual for some

Poor planner

Can lose interest

StrengthsKnowledgeable and detailed

Has an air of competence

Asks lots of questions

Very thorough right to the end

Complementary Styles

StrengthsQuick to build relationships

Friendly and sociable

Adaptable, imaginative

Can see the big picture

WeaknessesA bit reserved at first

Overlook others’ feelings

May be rigid & unimaginative

Can focus on unimportant details

Sunshine Yellow Cool Blue

WeaknessesSlow to adapt to change

Seem to lack enthusiasm

Unsure of themselves

Reliant on others

StrengthsLove challenges

Want to get things done

Confident of their ability

Influence others

Fiery Red

StrengthsBuilds deep relationships

Natural listener

Sincere and warm

Patient

WeaknessesCan be seen as arrogant

Poor listener

Can be too cold and pushy

May not let others

finish speaking

Earth Green

Complementary Styles



Four Colour Energies: Key Learning Points

• We are a mixture of ALL four colour energies

• We will have a preference for one

• Each energy has both strengths and weaknesses

• No one colour energy is better or worse than another

• We tend to find our opposites incredibly difficult

• We must value the differences to build more effective relationships

• The colours DESCRIBE our behaviour – they don’t DEFINE us

Profiles

Personal Profile

Foundation Chapter

Management Chapter

Effective Selling Chapter

Personal Achievement Chapter

Interview Chapter

Nick Fewings27th June 2011



Measuring our preferences

BLUE GREEN YELLOW RED

Persona(Conscious)

1.0417%

3.2454%

4.8881%

4.7279%

37.2%

6

3

0

BLUE GREEN YELLOW RED

Persona(Less conscious)

1.1219%

1.2821%

4.9683%

2.7646%

6

3

0

Preference Flow

100

0

100

50

50

Remember your colour order?

8-Type Colour Mix Descriptors

MOST LEAST TYPE

Inspirer

Helper

Motivator

Reformer

Motivator

Director

Observer

Coordinator

Reformer

Supporter

Coordinator

Helper



DeterminationMonitors Performance

Product Knowledge

Results FocusDecisiveAssertive

DriveEnthusiasm

Positive Thinking

PersuasiveCreative

People Skills

Helps OthersFlexible

Shares Ideas

SupportiveListens, Loyal

Team Approach

PlanningOrganisation

Time Management

Sets StandardsProduct Knowledge

Analysis

Colourful Skills In Change eNgage!

Defining TaskClear VisionGoal SettingTimescalesDriving

Responsibilities

Innovation“How Can We..?”

MotivationIdeas

Optimism

Impact:- People- Teams

ConsultationInclusion

Bringing people along

Risk assessmentProcessesMonitoringCheckingEvaluationDetail

Action

InspirationPeopleValues

Planning



Team Dynamics

Name Pos'n Blue Green Yellow Red

Jeremy 23 2.60 1.92 3.01 5.36

Danny 23 2.84 0.68 4.96 5.44

Chris 23 2.64 1.72 3.76 5.20

Gus 43 3.08 2.12 3.52 4.56

Gary 24 1.64 2.72 4.36 4.64

Lucy 47 1.16 3.68 5.08 3.16

Marc 32 4.28 4.76 0.88 2.40

Hakkies 34 5.48 3.56 1.88 2.44

Joe 34 5.36 4.32 1.60 2.36



Team Average Scores

4.74 2.52 5.32

6

3

0

Blue Green Yellow Red

2.86

Sample Project Team WheelDetermination

Monitors PerformanceProduct Knowledge

Results FocusDecisiveAssertive

DriveEnthusiasm

Positive Thinking

PersuasiveCreative

People Skills

Helps OthersFlexible

Shares Ideas

SupportiveListens, Loyal

Team Approach

PlanningOrganisation

Time Management

Sets StandardsProduct Knowledge

Analysis



Understand OthersRecognising Type

formal

quick

relaxed

quiet

Verbal StyleWritten Style

Body Language Interactions

Work Environment

Recognising Type



Recognising Type

purposeful

fast

results

direct

confident

success

engaging

themselves

positivity

effervescent

expressive

energeticsoft

reassuring

people

relaxed

approachable

meeting needs

closed

precise

deliberate

technical

fact

measuredADAPTING

STRATEGIES



Who Are My Audience?The Golden Rule



Fiery Red: Communicating

Do…be direct & to the point

focus on results and objectives

keep it pacey

BE BRIEF, BE BRIGHT AND BE GONE

Don’t…hesitate or waffle

focus on feelings

try to take over

Earth Green: Communicating

Do…be patient & supportive

slow down & work at my pace

ask my opinion & give me time

to answer

SHOW ME YOU CARE

Don’t…take advantage of my good

nature

push me to make quick

decisions

spring last minute surprises



Sunshine Yellow: Communicating

Do…be friendly & sociable

be entertaining & stimulating

be open & flexible

INVOLVE ME

Don’t…bore me with details

tie me down with routine

ask me to work alone

Cool Blue: Communicating

Do…be well prepared & thorough

put things in writing

let me consider all the details

GIVE ME THE DETAILS

Don’t…get too close or hug me

be flippant on important issues

change my routine without notice



ENGAGING STAKEHOLDERS

CHANGE“It’s a short trip from riding the waves of change to being

ripped apart by the jaws of defeat”



“People do not resist

change – people change

all the time. What people

resist is having others

impose change on them”

Margaret Wheatley

Harvard University

Effective Change Management

The Transition Curve



Vision Skills FeedbackIncentives Action Plan+ +++ = CHANGE

Thousand (2000) adapted from Knoster, T. (1991)

Leading Complex Change

Skills FeedbackIncentives Action Plan+++ = Confusion

Vision FeedbackIncentives Action Plan+ ++ = Anxiety

Vision Skills Feedback Action Plan+ ++ = Resistance

Vision Skills Incentives Action Plan+ ++ = Frustration

Vision Skills FeedbackIncentives+ ++ = Treadmill

+

+

+

+

‘The Famous Five’

Clarify The Change – The Vision

Communicate - Feedback

Involve Staff – Right Skills

Manage Resistance - Incentives

Track Progress – Action Plan



1. Clarify The Change - Vision

Clearly articulated

strategic vision

Timeframes

Bottom-line impact

Action orientated

Compelling and

positive picture of the

future

Shared vision

Understanding of

involvement of

people

Detailed analysis

of how and why

Written information

Focus groups

Training Plans

Affirmation of values

that support the

vision

Consultation

Belief in the reason

for change

2. Involve Staff - Skills

Drive things

forward

Delegate to the right

people

Action orientated

Brainstorm new

ways of working

Ideas from

stakeholders

Flexible agenda

Support the

planning and

detailed

implementation

Check success

Value contribution

and experience

Be given tasks



3. Manage Resistance -Incentives

Celebrate success

Restate objectives

Build on quick wins

Reinforce working as

a team

Be flexible

Provide verbal

feedback

Apply disciplined

processes and

monitoring

Analyse to come up with

solutions

Ensure everyone is

valued for their

contribution

Lead by example

Persuade that the

change is of value

4. Communicate - Feedback

Goal directed

Action orientated

Time focussed

One point of contact

Small task force

Opportunities to

share ideas

Face to face

Visual

Involvement

Detailed written

information

Measures of success

Clear unambiguous

messages

Logical not emotive

What is expected of

individuals

Small groups

Ability to give

feedback

Q & A sessions



5. Track Progress – Action Plan

Learn from

mistakes

Share success,

quick wins and

feed back

slippage

Define level of

reporting

Ensure there are

opportunities to give

feedback, before,

during and after

Gauge morale of staff

Provide

statistical

information on

progress

on a regular and

ongoing basis

Update using

small focus

groups

Focus on the

affect on people

[email protected] 306903

LinkedIn: Nick FewingsTwitter: NgageingNick

Facebook: Ngagementworks

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