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Leading change effectively - right people right result
This document provides an overview of a workshop on leading change effectively. It discusses how most business change fails due to a lack of strong leadership, team skills, and stakeholder engagement. It then introduces a colour model for understanding human behaviors and preferences that can help manage change. The workshop aims to help participants understand their strengths and challenges during change, recognize differences in others, and consider how this knowledge can improve change management. It also discusses tools for clarifying vision, involving staff, managing resistance, communicating, and tracking progress to lead complex change successfully.
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Leading change effectively - right people right result
- 1. Inspiring People, Delivering Results ‘Leading Change Effectively’ Right People, Right Result The Colour Works believes that there is huge unrealised potential in every individual, team and organisation. We believe with that with our diagnostic tools, unique facilitation style, our passion and cutting-edge coaching methodology, we unlock that potential, tangibly improving performance. Nick Fewings, Director
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- 4. Inspiring People, Delivering Results CHANGE “It’s a short trip from riding the waves of change to being ripped apart by the jaws of defeat”
- 5. 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
- 6. Objectives Inspiring People, Delivering Results 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
- 7. Inspiring People, Delivering Results Behaviour
- 8. The Four Humours InspiringPeople, Delivering Results Melancholic Choleric like orderly lives appear as prone to mood natural leaders changes seen as tough- minded observe from the sidelines and tend outgoing, to comply to optimistic others' demands fun-loving Phlegmatic Sanguine Hippocrates 500 BC
- 9. 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 how we take in & process information 1875-1961
- 10. The Insights -Colour Energies Inspiring People, Delivering Results Cautious Competitive Precise Demanding Deliberate Determined Questioning Strong-willed Formal Purposeful Analytical Driver Caring Sociable Encouraging Dynamic Sharing Demonstrative Patient Enthusiastic Relaxed Persuasive Amiable Expressive
- 11. The Insights 4Colour Energies Inspiring People, Delivering Results On a bad day… Stuffy Aggressive Indecisive Controlling Suspicious Driving Cold Overbearing Reserved Intolerant Docile Excitable Bland Frantic Plodding Indiscreet Reliant Flamboyant Stubborn Hasty
- 12. Complementary Styles Inspiring People, DeliveringResults Sunshine Yellow Cool Blue Strengths Weaknesses Quick to build relationships A bit reserved at first Friendly and sociable Overlook others’ feelings Adaptable, imaginative May be rigid & unimaginative Can see the big picture Can focus on unimportant details Weaknesses Strengths May lack detail and focus Knowledgeable and detailed Too casual for some Has an air of competence Poor planner Asks lots of questions Can lose interest Very thorough right to the end
- 13. Complementary Styles Inspiring People, DeliveringResults Earth Green Fiery Red Strengths Weaknesses Builds deep relationships Can be seen as arrogant Natural listener Poor listener Sincere and warm Can be too cold and pushy Patient May not let others finish speaking Weaknesses Strengths Slow to adapt to change Love challenges Seem to lack enthusiasm Want to get things done Unsure of themselves Confident of their ability Reliant on others Influence others
- 14. Four Colour Energies: Key Learning Points Inspiring People, Delivering Results • 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
- 15. Profiles Inspiring People, Delivering Results Nick Fewings 27th June 2011 Personal Profile Foundation Chapter Management Chapter Effective Selling Chapter Personal Achievement Chapter Interview Chapter
- 16. Measuring our preferences InspiringPeople, Delivering Results Persona Preference Persona (Conscious) Flow (Less conscious) BLUE GREEN YELLOW RED BLUE GREEN YELLOW RED 6 100 6 50 3 0 3 50 0 100 0 1.04 3.24 4.88 4.72 1.12 1.28 4.96 2.76 37.2% 17% 54% 81% 79% 19% 21% 83% 46%
- 17. Insights 72-type wheel InspiringPeople, Delivering Results
- 18. 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
- 19. Insights 8-type wheel InspiringPeople, Delivering Results
- 20. Colourful Skills InChange Inspiring People, Delivering Results Determination Monitors Performance Product Knowledge Sets Standards Results Focus Product Knowledge Decisive Analysis Assertive Planning Drive Organisation Enthusiasm Time Management Positive Thinking Supportive Persuasive Listens, Loyal Creative Team Approach People Skills Helps Others Flexible Shares Ideas
- 21. Inspiring People, eNgage! Delivering Results Planning Risk Defining Task Action assessment Clear Vision Processes Goal Setting Monitoring Timescales Checking Driving Evaluation Responsibilities Detail Impact: - People Innovation - Teams “How Can Consultation We..?” Inclusion Motivation Bringing people Ideas along Optimism People Inspiration Values
- 22. Inspiring People, Delivering Results Team Dynamics
- 23. Sample Project TeamWheel Determination Monitors Performance Product Knowledge Inspiring People, Delivering Results Sets Standards Results Focus Product Knowledge Decisive Analysis Assertive Planning Drive Organisation Enthusiasm Time Management Positive Thinking Supportive Persuasive Listens, Loyal Creative Team Approach People Skills Helps Others Flexible Shares Ideas
- 24. Team Average Scores InspiringPeople, Blue Green Yellow Red Delivering Results 6 3 0 2.92 2.52 3.36 5.32
- 25. Inspiring People, Delivering Results 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
- 26. Inspiring People, Delivering Results ENGAGING STAKEHOLDERS
- 27. 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
- 28. Leading Complex Change Inspiring People, Delivering Results Skills Incentives Feedback Action Plan + + + = Confusion Vision + + Incentives + Feedback + Action Plan = Anxiety Vision + Skills + + Feedback + Action Plan = Resistance Vision + Skills + Incentives + + Action Plan = Frustration Vision + Skills + Incentives + Feedback + = Treadmill Vision + Skills + Incentives + Feedback + Action Plan = CHANGE Thousand (2000) adapted from Knoster, T. (1991)
- 29. Effective Change Management InspiringPeople, The Transition Curve Delivering Results
- 30. ‘The Famous Five’ InspiringPeople, Delivering Results Clarify The Change Involve Staff Manage Resistance Communicate Track Progress
- 31. 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 share individuals ideas Small groups Face to face Ability to give Visual feedback Q & A sessions Involvement
- 32. 1. Clarify TheChange - Vision Inspiring People, Delivering Results Detailed analysis Clearly articulated of how and why strategic vision Written information Timeframes Focus groups Bottom-line impact Training Plans Action orientated Affirmation of values Compelling and that support the vision positive picture of the future Consultation Shared vision Belief in the reason for change Understanding of involvement of people
- 33. 2. Involve Staff- Skills Inspiring People, Delivering Results Support the Drive things forward planning and detailed Delegate to the right implementation people Check success Action orientated Brainstorm new Value contribution ways of working and experience Ideas from Be given tasks stakeholders Flexible agenda
- 34. 3. Manage Resistance- Incentives Inspiring People, Delivering Results Celebrate success Apply disciplined processes and monitoring Restate objectives Analyse to come up with Build on quick wins solutions Ensure everyone is Reinforce working as a valued for their team contribution Lead by example Be flexible Persuade that the Provide verbal change is of value feedback
- 35. 5. Track Progress– Action Plan Inspiring People, Learn from Delivering Results mistakes Provide statistical information on Share success, progress quick wins and on a regular and feed back slippage ongoing basis Define level of reporting Update using Ensure there are small focus opportunities to give groups feedback, before, during and after Focus on the affect on people Gauge morale of staff
- 36. The Golden Rule InspiringPeople, Delivering Results
- 37. What You CanDo Next Inspiring People, Delivering Results • 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
- 38. Inspiring People, Delivering Results nick@thecolourworks.com 07966 306903 0845 045 0933 LinkedIn: Nick Fewings Twitter: ColourfulNick
Editor's Notes
- #6 <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???
- #7 All through the Insights colour model Day is time for you – some inward looking – some outward
- #9 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.
- #11 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.
- #12 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.
- #17 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
- #18 Read Value to the Team – page 10 Lists the attributes you bring to any team or organisation Are these being used to the full?
- #20 Read Value to the Team – page 10 Lists the attributes you bring to any team or organisation Are these being used to the full?
- #21 Read Value to the Team – page 10 Lists the attributes you bring to any team or organisation Are these being used to the full?
- #22 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.
- #25 www.thecolourworks.com 0845 045 0933 Inspiring People, Delivering Results
- #27 Use Profiles – Communication Do’s & Don’t’s – Page
- #30 Remember the communication needs
- #31 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.
- #37 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
- #38 All through the Insights colour model Day is time for you – some inward looking – some outward