Ngaging your team for success
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London branch event with Nick Fewings and branch AGM
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Ngaging your team for success
- 1. Nick Fewings, Director ‘eNgaging Your Team For Success’ 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.
- 2. 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
- 3. 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
- 4. 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
- 5. 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
- 6. 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
- 7. 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
- 8. Profiles Personal Profile Foundation Chapter Management Chapter Effective Selling Chapter Personal Achievement Chapter Interview Chapter Nick Fewings 27th January 2014
- 9. 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
- 10. Team Dynamics
- 11. 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 Jane 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 Rachel 34 5.48 3.56 1.88 2.44 Joe 34 5.36 4.32 1.60 2.36
- 12. Project 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
- 13. Team Average Scores 4.74 2.52 5.32 6 3 0 Blue Green Yellow Red 2.86
- 15. “People do not resist change – people change all the time. What people resist is having others impose change on them” Margaret Wheatley Harvard University
- 16. The Golden Rule
- 17. 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 + + + +
- 18. ‘The Famous Five’ Clarify The Change – The Vision Communicate - Feedback Involve Staff – Right Skills Manage Resistance - Incentives Track Progress – Action Plan
- 19. 4. Communicate - Feedback Formal & Informal F2F with Senior Execs Engage surveys and forums Q&A sessions/working lunches Regular communication available for all instantly Face 2 Face As an adult Regular comms/updates Opportunities for feedback/discussion Q&A sessions Open-door policy (genuine) Positive but realistic Regular reviews Newsletters Website Blogs Consistent with Vision Validity Timely Regular updates Pertinent information to me Not concerned about detail Proximity to change (timeline) Number of support options post change Acknowledgement of feedback/comments
- 23. A Team with Issues?
- 24. 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%
- 25. nick@ngagementworks.com 07966 306903 LinkedIn: Nick Fewings Twitter: NgageingNick Facebook: Ngagementworks gagementworksgagementworks Engaging Individuals, Motivating Teams Keep Ngaged
- 27. My Introduction in COLOURS • 10 years of working with Nick • Ease of use • Clarity • Engagement from all levels • Motivates
- 28. What was I looking for • Team development • Personal development • Bring teams together • Help break down barriers • Create something • Working together, to create successful outcomes in the best way
- 29. What has it given me • Changed my approach • Taught and teaches me everyday • Fabulous unique • Rapport (understand your impact and influence on others) • Rapport how to understand others and have a positive impact
- 30. Who benefits and why • Everyone Benefits • Tangible and Non-Tangible • Exchanging ideas • Relate • Influence • Collaboration
- 31. How will it help • Unlock the potential of people (gain 10% more engagement, productivity, team) • People are wonderfully different • Help yourself (get the best out of yourself) • Common language • Effective communication • Adapt to connect, take responsibility for communication
Editor's Notes
- <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???
- 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.
- 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.
- 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
- 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
- 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.