Leading change effectively - right people right result
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The document discusses a client briefing for a project team consulting engagement. The team had 30 multi-cultural members experiencing cultural issues, no clear leadership, siloed work, poor communication, and low morale. Through a team development process using personality assessments and team audits, the consulting helped the team break down barriers, establish clear leadership, improve communication, clarify goals, and boost morale. A follow up found the cultural issues resolved and the project back on track.
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Leading change effectively - right people right result
- 1. Inspiring People, Delivering Results ‘Right People, Right Result’ Leading Change Effectively Nick Fewings, Director The Colour Works exists to unleash potential, ignite transformational leadership and coaching capability to transform the way people work and the results they, their team and their organisation achieve.
- 5. Inspiring People, Delivering Results Fact: 70% of business change fails to achieve desired goals 2. Lack of team skills and proven approach to change 1. Lack of strong leadership Source: NAO/OGC – Know yourself, warts and all – Know your team & have a plan
- 6. Inspiring People, Delivering Results Client Briefing • Multi-cultural project team of 30 with cultural issues • No clear leadership • Silo mentality and poor communication • Poor understanding of common vision/goals • Challenging work/life balance • Low morale
- 23. Inspiring People, Delivering Results Psychological Preferences There are 3 pairs of preferences: Introversion – Extraversion how we react to inner & outer experiences Thinking – Feeling how we make decisions Sensation – Intuition how we take in & process informationCarl Gustav Jung 1875-1961
- 24. Inspiring People, Delivering Results The Insights - Colour Energies Competitive Demanding Determined Strong-willed Purposeful Driver Sociable Dynamic Demonstrative Enthusiastic Persuasive Expressive Caring Encouraging Sharing Patient Relaxed Amiable Cautious Precise Deliberate Questioning Formal Analytical
- 25. Inspiring People, Delivering Results The Insights 4 Colour Energies On a bad day… Aggressive Controlling Driving Overbearing Intolerant Excitable Frantic Indiscreet Flamboyant Hasty Docile Bland Plodding Reliant Stubborn Stuffy Indecisive Suspicious Cold Reserved
- 26. Inspiring People, Delivering Results Weaknesses May lack detail and focus Too casual for some Poor planner Can lose interest Strengths Knowledgeable and detailed Has an air of competence Asks lots of questions Very thorough right to the end Complementary Styles Strengths Quick to build relationships Friendly and sociable Adaptable, imaginative Can see the big picture Weaknesses A bit reserved at first Overlook others’ feelings May be rigid & unimaginative Can focus on unimportant details Sunshine Yellow Cool Blue
- 27. Inspiring People, Delivering Results Weaknesses Slow to adapt to change Seem to lack enthusiasm Unsure of themselves Reliant on others Strengths Love challenges Want to get things done Confident of their ability Influence others Fiery Red Strengths Builds deep relationships Natural listener Sincere and warm Patient Weaknesses Can be seen as arrogant Poor listener Can be too cold and pushy May not let others finish speaking Earth Green Complementary Styles
- 28. Inspiring People, Delivering Results Profiles Personal Profile Foundation Chapter Management Chapter Effective Selling Chapter Personal Achievement Chapter Interview Chapter Nick Fewings 06/01/12
- 29. Inspiring People, Delivering Results Measuring our preferences BLUE GREEN YELLOW RED Persona (Conscious) 1.04 17% 3.24 54% 4.88 81% 4.72 79% 37.2% 6 3 0 BLUE GREEN YELLOW RED Persona (Less conscious) 1.12 19% 1.28 21% 4.96 83% 2.76 46% 6 3 0 Preference Flow 100 0 100 50 50
- 31. Inspiring People, Delivering Results Remember your card order? 8-Type Colour Mix Descriptors MOST LEAST TYPE Inspirer Helper Motivator Reformer Motivator Director Observer Coordinator Reformer Supporter Coordinator Helper
- 32. Inspiring People, Delivering Results Insights 72-type wheel
- 33. Inspiring People, Delivering Results Team Wheel Determination Monitors Performance Product Knowledge Results Focus Decisive Assertive Drive Enthusiasm Positive Thinking Persuasive Creative People Skills Helps Others Flexible Shares Ideas Supportive Listens, Loyal Team Approach Planning Organisation Time Management Sets Standards Product Knowledge Analysis
- 34. Inspiring People, Delivering Results Wheel Pos'n Blue Green Yellow Red 21 4.40 2.64 2.52 4.60 41 4.36 3.28 2.20 4.48 22 3.64 2.12 2.88 5.68 22 4.20 2.52 2.60 4.52 42 4.20 1.20 3.08 5.28 42 3.80 2.96 3.08 4.36 42 3.84 2.60 3.16 4.88 23 1.56 0.56 4.40 5.68 43 3.40 2.44 3.80 5.28 43 3.44 1.68 4.12 5.60 141 3.12 3.44 2.44 3.76 144 2.80 3.60 3.28 4.48 25 2.00 1.56 5.00 4.92 26 2.44 2.76 4.00 3.36 46 1.56 3.76 5.24 4.04 46 1.88 3.32 5.16 4.12 27 2.56 3.20 4.12 2.96 27 1.92 4.12 4.72 2.32 50 3.36 5.12 4.32 1.88 33 5.56 4.48 1.36 0.92 15 4.72 2.88 1.96 2.96 36 4.12 2.36 2.80 3.92 56 4.12 2.44 3.20 3.36 56 4.52 2.20 3.40 4.16 153 4.64 3.04 3.80 2.56
- 35. Inspiring People, Delivering Results Team Average Scores 3.45 2.81 4.00 6 3 0 Blue Green Yellow Red 3.47
- 36. Inspiring People, Delivering Results eNgage! Defining Task Clear Vision Goal Setting Timescales Driving Responsibilities Innovation “How Can We..?” Motivation Ideas Optimism Impact: - People - Teams Consultation Inclusion Bringing people along Risk assessment Processes Monitoring Checking Evaluation Detail Action InspirationPeople Values Planning
- 44. Inspiring People, Delivering Results Who is my Audience?
- 45. Inspiring People, Delivering Results The Golden Rule
- 46. Inspiring People, Delivering Results “People do not resist change – people change all the time. What people resist is having others impose change on them” Margaret Wheatley Harvard University
- 47. Inspiring People, Delivering Results 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 + + + +
- 48. Inspiring People, Delivering Results Effective Change Management The Transition Curve
- 49. Inspiring People, Delivering Results ‘The Famous Five’ Clarify The Change Communicate Involve Staff Manage Resistance Track Progress
- 50. Inspiring People, Delivering Results 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
- 57. Inspiring People, Delivering Results Team Effectiveness Diagnostic
- 58. Inspiring People, Delivering Results A High-Performing Team?
- 59. Inspiring People, Delivering Results A Team with Issues?
- 60. Inspiring People, Delivering Results Areas Run 1 Run 2 Run 3 % diff Participation 4.56 5.06 5.53 9% Acceptance 4.67 5.22 5.47 5% Objectives 4.87 5.33 5.40 1% Accountability & Commitment 4.25 4.83 5.33 10% Roles & Responsibilities 4.01 4.83 5.33 10% Atmosphere 4.76 5.11 5.20 2% Diversity 4.30 4.67 5.20 11% Direction 5.00 5.11 5.20 2% Review 4.20 4.56 5.07 11% Communication 4.68 5.00 5.07 1% Trust 4.43 5.00 5.00 0% Innovation 4.20 4.44 4.87 10% Decisions 4.10 4.83 4.87 1% Meetings 3.68 4.28 4.73 11% Process 3.95 4.39 4.73 8% Planning & Follow-through 3.87 4.44 4.60 4%
- 61. Inspiring People, Delivering Results Team 1 Objectives 5.43 Roles & Responsibilities 5.33 Participation 5.19 Trust 5.14 Meetings 5.10 Direction 5.05 Accountability & Commitment 5.05 Review 5.05 Diversity 4.95 Communication 4.95 Atmosphere 4.90 Acceptance 4.90 Process 4.81 Planning & Follow-through 4.76 Decisions 4.71 Innovation 4.43 Team 2 Participation 5.53 Acceptance 5.47 Objectives 5.40 Accountability & Commitment 5.33 Roles & Responsibilities 5.33 Atmosphere 5.20 Diversity 5.20 Direction 5.20 Review 5.07 Communication 5.07 Trust 5.00 Innovation 4.87 Decisions 4.87 Meetings 4.73 Process 4.73 Planning & Follow-through 4.60 Team 3 Participation 5.11 Objectives 5.07 Roles & Responsibilities 5.04 Accountability & Commitment 4.93 Diversity 4.89 Acceptance 4.85 Direction 4.85 Process 4.74 Trust 4.67 Decisions 4.67 Atmosphere 4.63 Communication 4.59 Planning & Follow-through 4.56 Meetings 4.48 Review 4.41 Innovation 4.26 Team 4 Participation 5.43 Diversity 5.38 Accountability & Commitment 5.38 Atmosphere 5.29 Acceptance 5.29 Trust 5.19 Review 5.14 Roles & Responsibilities 5.14 Direction 5.10 Objectives 4.95 Decisions 4.81 Communication 4.76 Innovation 4.71 Meetings 4.71 Planning & Follow-through 4.48 Process 4.33 Sub-team Results
- 62. Inspiring People, Delivering Results The Result • Multi-cultural project team of 30 with cultural issues • Broke down the cultural barriers • No clear leadership • Leader identified and agreed • Silo mentality and poor communication • Barriers removed and lines of communication established • Poor understanding of common vision/goals • Vision agreed and goals clarified • Challenging work/life balance • Social events put in place and weekend activities • Low morale • Improved morale, self-esteem and buzz
- 63. Inspiring People, Delivering Results "Through Colour Works, we have learnt a lot about ourselves and the dynamics of the team. By sharing our individual profiles with each other and focusing on our 'team wheel' we have been able to develop a much better understanding of our different styles and strengths and how they can be used to complement each other. The team development days and Team Audits have helped us to build better relationships and work more effectively as a whole project team - our communication is more open , collaborative working is more focused and we have a greater appreciation of the contribution each member makes to the team resulting in our project being back on track and delivering against client needs" 1 Month Later – Client Feedback
- 64. Inspiring People, Delivering Results What You Can Do Next • Consider a Personal Impact workshop for you and your team • Visit The Colour Works Community page at www.thecolourworks.com for free tips, hints, articles, blogs on leadership, communication and team-work • Sign-up to receive our regular Colour Working newsletter with lots of interesting articles and learning
- 65. Inspiring People, Delivering Results nick@thecolourworks.com 07966 306903 0845 045 0933 LinkedIn: Nick Fewings Twitter: ColourfulNick
Notas do Editor
- <Put up first level answers only> As you can see, it seems to be the people issues <Second level wordings> There are simple solutions/rules to assist successful change - how do you score so far???
- All through the Insights colour model Day is time for you – some inward looking – some outward
- Hippocrates was born around 460BC Known as the father of modern medicine – was the first to dismiss the belief that illness was caused by curses, evil spirits or the will of the gods – but by physical problems with the body itself He was also the first to theorise that thoughts and feelings came from the brain and not the heart He also was the first to notice that people had different behavioural traits – which he believed were caused by excesses of bodily fluids. Nothing of Hippocrates writings survive but his work was taken and expanded on by Aristotle and Plato and eventually by a Roman physician called Galen, (AD 190) who came up with the ‘choleric’, ‘sanguine’ etc labels. The Four Humours theories were still believed up until the 1840’s (1865 in America) and blood letting, emetics, blistering, purges etc were used to treat illnesses by attempting to address imbalances in the humours. Human Behaviour Hippocrates saw a basic four behaviours which were adopted and described as Choleric, Sanguine, Phlegmatic and Melancholic. He also grouped together the types of behaviour that these types of people could be predicted to show. Jung the psychologist picked up on these behavioural types and studied them carefully and it is his work on which the colour model is based. Which type are you? Fiery Red? Sunshine Yellow? Earth Green? Cool Blue? Or perhaps you see yourself as a combination? Whichever you are – recognise that your clients may be another type altogether – making their behaviour and reactions very different to your own.
- Hippocrates was born around 460BC Known as the father of modern medicine – was the first to dismiss the belief that illness was caused by curses, evil spirits or the will of the gods – but by physical problems with the body itself He was also the first to theorise that thoughts and feelings came from the brain and not the heart He also was the first to notice that people had different behavioural traits – which he believed were caused by excesses of bodily fluids. Nothing of Hippocrates writings survive but his work was taken and expanded on by Aristotle and Plato and eventually by a Roman physician called Galen, (AD 190) who came up with the ‘choleric’, ‘sanguine’ etc labels. The Four Humours theories were still believed up until the 1840’s (1865 in America) and blood letting, emetics, blistering, purges etc were used to treat illnesses by attempting to address imbalances in the humours. Human Behaviour Hippocrates saw a basic four behaviours which were adopted and described as Choleric, Sanguine, Phlegmatic and Melancholic. He also grouped together the types of behaviour that these types of people could be predicted to show. Jung the psychologist picked up on these behavioural types and studied them carefully and it is his work on which the colour model is based. Which type are you? Fiery Red? Sunshine Yellow? Earth Green? Cool Blue? Or perhaps you see yourself as a combination? Whichever you are – recognise that your clients may be another type altogether – making their behaviour and reactions very different to your own.
- Page 22 Cover…. Ipsative and Normative data Ipsative is self reporting – how you see yourself in relation to the statements Normative data is comparative to others The profiles are therefore self reported but compared to other types Conscious & Less conscious persona – read Blind Spots page - 13 Number of colours above the line Bi-Polar dynamics Preference flow
- Read Value to the Team – page 10 Lists the attributes you bring to any team or organisation Are these being used to the full?
- www.thecolourworks.com 0845 045 0933 Inspiring People, Delivering Results
- Handout on Colourful Planning You will have your own planning processes and preferred models Here is a colour model that maximises the skills of the team and your people.
- Use Profiles – Communication Do’s & Don’t’s – Page
- Issue Adapting & Connecting Template & relate back to Recognising Type Exercise What can we do more of to improve working relationships? Foot on the peddle – foot off
- Remember the communication needs
- Sounds simple doesn’t it. Not a new model – been around for ages However, the reason so many people get it wrong is that they do it in one particular way – THEIR WAY! Are we playing chess or snakes and ladders? Utilise the skills of the team and the staff. Do the above in a way that engages all 4 colour energies.
- All through the Insights colour model Day is time for you – some inward looking – some outward
- All through the Insights colour model Day is time for you – some inward looking – some outward