ngagementworks learning slides
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A presentation made by Nick Fewings to the APM South East branch and People SIG on 6th February 2014, in Swanley near KentTRANSCRIPT
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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
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Engaging Individuals, Transforming Teams 2
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
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Engaging Individuals, Transforming Teams 3
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
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Engaging Individuals, Transforming Teams 4
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
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Engaging Individuals, Transforming Teams 5
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
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Engaging Individuals, Transforming Teams 6
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
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Engaging Individuals, Transforming Teams 7
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
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Engaging Individuals, Transforming Teams 8
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
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Engaging Individuals, Transforming Teams 9
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
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Engaging Individuals, Transforming Teams 10
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
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Engaging Individuals, Transforming Teams 11
Understand OthersRecognising Type
formal
quick
relaxed
quiet
Verbal StyleWritten Style
Body Language Interactions
Work Environment
Recognising Type
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Engaging Individuals, Transforming Teams 12
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
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Engaging Individuals, Transforming Teams 13
Who Are My Audience?The Golden Rule
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Engaging Individuals, Transforming Teams 14
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
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Engaging Individuals, Transforming Teams 15
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
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Engaging Individuals, Transforming Teams 16
ENGAGING STAKEHOLDERS
CHANGE“It’s a short trip from riding the waves of change to being
ripped apart by the jaws of defeat”
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Engaging Individuals, Transforming Teams 17
“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
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Engaging Individuals, Transforming Teams 18
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
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Engaging Individuals, Transforming Teams 19
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
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Engaging Individuals, Transforming Teams 20
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
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Engaging Individuals, Transforming Teams 21
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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