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Arabian Nights - turning a project team around in the desert
The document highlights the importance of effective leadership and team dynamics in successful project management, emphasizing that 70% of business changes fail due to poor leadership, team skills, and stakeholder engagement. It discusses using personality profiling and the 'colour energies' framework to enhance communication and collaboration among diverse team members, leading to improved morale and performance. Ultimately, the project team's transformation resulted in a clearer vision, better relationships, and delivery of client needs.
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Arabian Nights - turning a project team around in the desert
- 1. Inspiring People, Delivering Results „ArabianNights’ Turning A Project Team Around In The Desert 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. Nick Fewings, Director
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- 3. Fact: 70% ofbusiness change fails to achieve desired goals Inspiring People, Delivering Results 1. Lack of strong leadership – Know yourself, warts and all 2. Lack of team skills and proven approach to change – Know your team & have a plan 3. Lack of effective engagement with stakeholders – Know your audience & communicate effectively Source: NAO/OGC
- 4. Client Briefing Inspiring People, DeliveringResults • 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
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- 21. Psychological Preferences Inspiring People, DeliveringResults There are 3 pairs of preferences: Introversion – Extraversion how we react to inner & outer experiences Thinking – Feeling how we make decisions Sensation – Intuition Carl Gustav Jung 1875-1961 how we take in & process information
- 22. The Insights -Colour Energies Inspiring People, Delivering Results Cautious Precise Deliberate Questioning Formal Analytical Competitive Demanding Determined Strong-willed Purposeful Driver Caring Encouraging Sharing Patient Relaxed Amiable Sociable Dynamic Demonstrative Enthusiastic Persuasive Expressive
- 23. The Insights 4Colour Energies Inspiring People, Delivering Results On a bad day… Stuffy Indecisive Suspicious Cold Reserved Aggressive Controlling Driving Overbearing Intolerant Docile Bland Plodding Reliant Stubborn Excitable Frantic Indiscreet Flamboyant Hasty
- 24. Complementary Styles Inspiring People, DeliveringResults Sunshine Yellow Strengths Quick to build relationships Friendly and sociable Adaptable, imaginative Can see the big picture Weaknesses May lack detail and focus Too casual for some Poor planner Can lose interest Cool Blue Weaknesses A bit reserved at first Overlook others‟ feelings May be rigid & unimaginative Can focus on unimportant details Strengths Knowledgeable and detailed Has an air of competence Asks lots of questions Very thorough right to the end
- 25. Complementary Styles Inspiring People, DeliveringResults Earth Green 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 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
- 26. Profiles Inspiring People, Delivering Results NickFewings 06/01/12 Personal Profile Foundation Chapter Management Chapter Effective Selling Chapter Personal Achievement Chapter Interview Chapter
- 27. Measuring our preferences InspiringPeople, Delivering Results Persona (Conscious) BLUE Preference Flow Persona (Less conscious) GREEN YELLOW RED 6 BLUE 100 GREEN YELLOW RED 6 50 3 0 3 50 0 100 1.04 17% 3.24 54% 4.88 81% 4.72 79% 0 37.2% 1.12 19% 1.28 21% 4.96 83% 2.76 46%
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- 29. Remember your cardorder? 8-Type Colour Mix Descriptors Inspiring People, Delivering Results MOST LEAST TYPE Inspirer Helper Motivator Reformer Motivator Director Observer Coordinator Reformer Supporter Coordinator Helper
- 30. Insights 72-type wheel InspiringPeople, Delivering Results
- 31. Team Wheel Determination Monitors Performance ProductKnowledge Inspiring People, Delivering Results Sets Standards Product Knowledge Analysis Results Focus Decisive Assertive Drive Enthusiasm Positive Thinking Planning Organisation Time Management Persuasive Creative People Skills Supportive Listens, Loyal Team Approach Helps Others Flexible Shares Ideas
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- 33. Team Average Scores InspiringPeople, Delivering Results 6 Blue Green Yellow Red 3.45 2.81 4.00 3 0 3.47
- 34. eNgage! Inspiring People, Delivering Results Planning People Values Risk assessment Processes Monitoring Checking Evaluation Detail Impact: -People - Teams Consultation Inclusion Bringing people along Defining Task Clear Vision Goal Setting Timescales Driving Responsibilities Action Innovation “How Can We..?” Motivation Ideas Optimism Inspiration
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- 42. Who is myAudience? Inspiring People, Delivering Results
- 43. The Golden Rule InspiringPeople, Delivering Results
- 44. Inspiring People, Delivering Results “Peopledo not resist change – people change all the time. What people resist is having others impose change on them” Margaret Wheatley Harvard University
- 45. Leading Complex Change InspiringPeople, Delivering Results Skills + Incentives + Feedback + Action Plan = Confusion + Incentives + Feedback + Action Plan = Anxiety + Feedback + Action Plan = Resistance + Action Plan = Frustration Vision + Vision + Skills + Vision + Skills + Incentives + Vision + Skills + Incentives + Feedback + Vision + Skills + Incentives + Feedback + = Treadmill Action Plan Thousand (2000) adapted from Knoster, T. (1991) = CHANGE
- 46. Effective Change Management InspiringPeople, Delivering Results The Transition Curve
- 47. ‘The Famous Five’ InspiringPeople, Delivering Results Clarify The Change Involve Staff Manage Resistance Communicate Track Progress
- 48. 4. Communicate -Feedback Inspiring People, Delivering Results Detailed written Goal directed information Action orientated Measures of success Time focussed Clear unambiguous messages One point of contact Logical not emotive Small task force What is expected of Opportunities to individuals share ideas Small groups Face to face Ability to give Visual feedback Q & A sessions Involvement
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- 55. Team Effectiveness Diagnostic Inspiring People, DeliveringResults Objectives Approach to Tasks 6.00 5.00 Problem-Solving 4.00 Decision-Making Accountability & Commitment 3.00 Roles & Responsibilities Vision 2.00 1.00 Review of Process Communication 0.00 Meetings Involvement Valuing Differences Creativity Trust Atmosphere Feelings
- 56. A High-Performing Team? Inspiring People,Delivering Results Objectives Approach to Tasks 6.00 5.00 Problem-Solving 4.00 Decision-Making Accountability & Commitment 3.00 Roles & Responsibilities Vision 2.00 1.00 Review of Process Communication 0.00 Meetings Involvement Valuing Differences Creativity Trust Atmosphere Feelings
- 57. A Team withIssues? Inspiring People, Delivering Results Objectives Approach to Tasks 6.00 5.00 Problem-Solving 4.00 Decision-Making Accountability & Commitment 3.00 Roles & Responsibilities Vision 2.00 1.00 Review of Process Communication 0.00 Meetings Involvement Valuing Differences Creativity Trust Atmosphere Feelings
- 58. Inspiring People, Delivering Results Areas Participation Acceptance Objectives Accountability &Commitment Roles & Responsibilities Atmosphere Diversity Direction Review Communication Trust Innovation Decisions Meetings Process Planning & Follow-through Run 1 4.56 4.67 4.87 4.25 4.01 4.76 4.30 5.00 4.20 4.68 4.43 4.20 4.10 3.68 3.95 3.87 Run 2 5.06 5.22 5.33 4.83 4.83 5.11 4.67 5.11 4.56 5.00 5.00 4.44 4.83 4.28 4.39 4.44 Run 3 5.53 5.47 5.40 5.33 5.33 5.20 5.20 5.20 5.07 5.07 5.00 4.87 4.87 4.73 4.73 4.60 % diff 9% 5% 1% 10% 10% 2% 11% 2% 11% 1% 0% 10% 1% 11% 8% 4%
- 59. Sub-team Results Inspiring People, Delivering Objectives Results Team1 Team 2 Team 3 Team 4 5.43 Participation 5.53 Participation 5.11 Participation 5.43 Roles & Responsibilities 5.33 Acceptance 5.47 Objectives 5.07 5.38 Participation 5.19 5.40 5.14 Meetings 5.10 5.33 Roles & Responsibilities Accountability & Commitment 5.04 Trust Objectives Accountability & Commitment Diversity Accountability & Commitment 4.93 Atmosphere 5.29 Direction Accountability & Commitment 5.05 Roles & Responsibilities 5.33 Diversity 4.89 Acceptance 5.29 Atmosphere 5.20 Acceptance 4.85 Trust 5.19 5.05 Diversity 5.20 Direction 4.85 Review 5.14 Review 5.05 Direction 5.20 Process 4.74 Roles & Responsibilities 5.14 Diversity 4.95 Review 5.07 Trust 4.67 Direction 5.10 Communication 4.95 Communication 5.07 Decisions 4.67 Objectives 4.95 Atmosphere 4.90 Trust 5.00 Atmosphere 4.63 Decisions 4.81 Acceptance 4.90 Innovation 4.87 Communication 4.59 Communication 4.76 Process 4.81 Decisions 4.87 Planning & Follow-through 4.56 Innovation 4.71 Planning & Follow-through 4.76 Meetings 4.73 Meetings 4.48 Meetings 4.71 Decisions 4.71 Process 4.73 Review 4.41 Planning & Follow-through 4.48 Innovation 4.43 Planning & Follow-through 4.60 Innovation 4.26 Process 4.33 5.38
- 60. The Result Inspiring People, Delivering Results • • • • • • • • • • • • Multi-culturalproject 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
- 61. 12 Months Later– Client Feedback 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"
- 62. What You CanDo Next Inspiring People, Delivering Results • Obtain a free sample Discovery Profile and Team Performance Report • Visit The Colour Works Community page at www.thecolourworks.com for free tips, hints, articles, blogs on leadership, communication and team-work • Connect on LinkedIn
- 63. Inspiring People, Delivering Results nick@thecolourworks.com 07966 306903 0845045 0933 LinkedIn: Nick Fewings Twitter: ColourfulNick
Editor's Notes
- #4 <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???
- #5 All through the Insights colour model Day is time for you – some inward looking – some outward
- #23 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.
- #24 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.
- #28 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
- #31 Read Value to the Team – page 10 Lists the attributes you bring to any team or organisation Are these being used to the full?
- #34 www.thecolourworks.com 0845 045 0933 Inspiring People, Delivering Results
- #35 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.
- #42 Use Profiles – Communication Do’s & Don’t’s – Page
- #44 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
- #47 Remember the communication needs
- #48 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.
- #61 All through the Insights colour model Day is time for you – some inward looking – some outward
- #63 All through the Insights colour model Day is time for you – some inward looking – some outward