Ngagementworks learning slides

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

‘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 .

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

Nick Fewings, Director

Engaging Individuals, Transforming Teams

1


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

Behaviour

• 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


2


Psychological Preferences
The Four Humours
Melancholic

Choleric

like orderly lives
prone to mood
changes

There are 3 pairs of preferences:

appear as
natural leaders
seen as toughminded

Introversion – Extraversion
how we react to inner & outer experiences

Thinking – Feeling
how we make decisions

Sensation – Intuition
observe from the
sidelines and tend
to comply to
others' demands

outgoing,
optimistic
fun-loving

Phlegmatic

Carl Gustav Jung
1875-1961

how we take in & process information

Sanguine

Hippocrates 500 BC


3


The Insights - Colour Energies

The Insights 4 Colour Energies
On a bad day…

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


Stuffy
Indecisive
Suspicious
Cold
Reserved

Aggressive
Controlling
Driving
Overbearing
Intolerant

Docile
Bland
Plodding
Reliant
Stubborn

Excitable
Frantic
Indiscreet
Flamboyant
Hasty

4


Complementary Styles
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

Complementary Styles
Earth Green

Fiery Red

Weaknesses
A bit reserved at first
Overlook others’ feelings
May be rigid & unimaginative
Can focus on unimportant details

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

Strengths
Knowledgeable and detailed
Has an air of competence
Asks lots of questions
Very thorough right to the end

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

5


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

Nick Fewings
27th June 2011
Personal Profile
Foundation Chapter
Management Chapter
Effective Selling Chapter
Personal Achievement Chapter
Interview Chapter

6


Remember your colour order?
8-Type Colour Mix Descriptors

Measuring our preferences

MOST LEAST
Persona
(Conscious)

6

BLUE

Preference
Flow

GREEN YELLOW RED

100

Persona
(Less conscious)

6

BLUE

GREEN YELLOW RED

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%

TYPE
Inspirer
Helper
Motivator
Reformer
Motivator
Director
Observer
Coordinator
Reformer
Supporter
Coordinator
Helper

7


eNgage!

Colourful Skills In Change
Determination
Monitors Performance
Product Knowledge
Sets Standards
Product Knowledge
Analysis

Results Focus
Decisive
Assertive

Planning
Organisation
Time Management

Drive
Enthusiasm
Positive Thinking

Supportive
Listens, Loyal
Team Approach

Persuasive
Creative
People Skills
Helps Others
Flexible
Shares Ideas


Planning

Risk
assessment
Processes
Monitoring
Checking
Evaluation
Detail
Impact:
- People
- Teams
Consultation
Inclusion
Bringing people
along

People
Values

Defining Task
Clear Vision
Goal Setting
Timescales
Driving
Responsibilities

Action

Innovation
“How Can
We..?”
Motivation
Ideas
Optimism

Inspiration

8


Team
Dynamics

Name

Red

23
23
23

2.60
2.84
2.64

1.92
0.68
1.72

3.01
4.96
3.76

5.36
5.44
5.20

Gus
Gary
Lucy
Marc

43
24
47
32

3.08
1.64
1.16
4.28

2.12
2.72
3.68
4.76

3.52
4.36
5.08
0.88

4.56
4.64
3.16
2.40

Hakkies
Joe


Blue Green Yellow

Jeremy
Danny
Chris

Pos'n

34
34

5.48
5.36

3.56
4.32

1.88
1.60

2.44
2.36

9


Sample Project Team Wheel

Team Average Scores
6

Blue

Green Yellow

Determination
Monitors Performance
Product Knowledge

Red
Sets Standards
Product Knowledge
Analysis

Results Focus
Decisive
Assertive

Drive
Enthusiasm
Positive Thinking

Planning
Organisation
Time Management

3

Persuasive
Creative
People Skills

Supportive
Listens, Loyal
Team Approach

0
4.74


2.52

2.86

5.32

Helps Others
Flexible
Shares Ideas

10


Recognising Type
formal

Understand Others
Recognising Type

quick

quiet

Written Style
Body
Language

Verbal Style

relaxed

Interactions

Work
Environment


11


Recognising Type
fact
closed
precise
technical
measured
deliberate
relaxed
meeting needs
approachable
reassuring
people
soft


fast
confident
results
direct
purposeful
success
themselves
expressive
effervescent

ADAPTING
STRATEGIES

engaging
positivity
energetic

12


Who Are My Audience?

The Golden Rule


13


Fiery Red: Communicating

Earth Green: Communicating

Do…

Don’t…

be direct & to the point
focus on results and objectives
keep it pacey
BE BRIEF, BE BRIGHT AND
BE GONE

take advantage of my good
nature
push me to make quick
decisions
spring last minute surprises

Don’t…
hesitate or waffle
focus on feelings
try to take over


Do…
be patient & supportive
slow down & work at my pace
ask my opinion & give me time
to answer
SHOW ME YOU CARE

14


Sunshine Yellow: Communicating
Don’t…

Cool Blue: Communicating
Do…

bore me with details
tie me down with routine
ask me to work alone

be well prepared & thorough
put things in writing
let me consider all the details
GIVE ME THE DETAILS

Do…


Don’t…

be friendly & sociable
be entertaining & stimulating
be open & flexible
INVOLVE ME

get too close or hug me
be flippant on important issues
change my routine without notice

15


ENGAGING
STAKEHOLDERS

CHANGE
“It’s a short trip from riding the waves of change to being
ripped apart by the jaws of defeat”


16


Effective Change Management

“People do not resist
change – people change
all the time. What people
resist is having others
impose change on them”

The Transition Curve

Margaret Wheatley
Harvard University


17


Leading Complex Change

Skills

‘The Famous Five’

+

Incentives

+

Feedback

+

Action Plan

= Confusion

+

Incentives

+

Feedback

+

Action Plan

= Anxiety

+

Feedback

+

Action Plan

= Resistance

Involve Staff – Right Skills

+

Action Plan

= Frustration

Manage Resistance - Incentives

Vision

+

Vision

+

Skills

+

Vision

+

Skills

+

Incentives

+

Vision

+

Skills

+

Incentives

+

Feedback

+

Vision

+

Skills

+

Incentives

+

Feedback

+

= Treadmill

Action Plan

Clarify The Change – The Vision

Communicate - Feedback

= CHANGE

Track Progress – Action Plan
Thousand (2000) adapted from
Knoster, T. (1991)


18


1. Clarify The Change - Vision

Detailed analysis Clearly articulated
of how and why strategic vision
Written information Timeframes
Focus groups Bottom-line impact

2. Involve Staff - Skills

Support the
planning and
detailed
implementation

Drive things
forward
Delegate to the right
people

Check success
Action orientated

Training Plans Action orientated
Affirmation of values Compelling and
that support the positive picture of the
vision future
Consultation Shared vision
Belief in the reason Understanding of
for change involvement of
people


Value contribution
and experience
Be given tasks

Brainstorm new
ways of working
Ideas from
stakeholders
Flexible agenda

19


3. Manage Resistance Incentives

Apply disciplined
processes and
monitoring
Analyse to come up with
solutions

Celebrate success
Restate objectives
Build on quick wins

4. Communicate - Feedback

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

Ensure everyone is
valued for their
contribution

Reinforce working as
a team

What is expected of Opportunities to
individuals share ideas
Small groups Face to face

Lead by example
Persuade that the
change is of value

Be flexible
Provide verbal
feedback

Ability to give Visual
feedback
Q & A sessions Involvement


20


5. Track Progress – Action Plan

gagementworks
Learn from
mistakes
Provide
statistical
information on
progress
on a regular and
ongoing basis

Share success,
quick wins and
feed back
slippage
Define level of
reporting

Update using
small focus
groups
Focus on the
affect on people


Ensure there are
opportunities to give
feedback, before,
during and after
Gauge morale of staff


Keep Ngaged
nick@ngagementworks.com
07966 306903
LinkedIn: Nick Fewings
Twitter: NgageingNick
Facebook: Ngagementworks

21

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