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
This is a briefing to prepare Leaders who will be the subject of 360 Degree Assessment to participate effectively.
A Leadership Coach, Executive Coach, or Human Resources leader can use this presentation to orient leaders to the process and begin the 360 Degree Assessment planning process.
Leading with Heart is an approach to leadership that uses consistent encouragement, positive feedback, and celebration of successes to energize employees in doing their day-to-day work and to embrace change. This tool is based on the book: "Encouraging the Heart" by Kouzes and Posner.
This is a briefing to prepare Leaders who will be the subject of 360 Degree Assessment to participate effectively.
A Leadership Coach, Executive Coach, or Human Resources leader can use this presentation to orient leaders to the process and begin the 360 Degree Assessment planning process.
Leading with Heart is an approach to leadership that uses consistent encouragement, positive feedback, and celebration of successes to energize employees in doing their day-to-day work and to embrace change. This tool is based on the book: "Encouraging the Heart" by Kouzes and Posner.
Reflective account by Jim Dale (ProgM Secretary)
Okay - let me be up-front and confess - this was my first ever webinar! Candidly the idea of passively sitting in front of a computer screen for an hour watching, PowerPoint slides and listening to a speaker drone on did not appeal to me. If it is unenticing for the listener what must it be like for the poor speaker with just a screen to interact with!
Heresy - I hear you shout – this is the age of social media, webinars are accessible to hundreds, indeed thousands, they don’t involve the cost and time of travelling, they allow busy people to get on with their days jobs blah blah. ‘Yes’ I know this but I was still not a webinar fan; that is until earlier today.
Firstly, I want to say a big thank you on behalf of the Committee to Nick Fewings, the Co-Director of TheColourWorks for delivering an interesting, interactive presentation, with passion and flare. Secondly, well done to the APM for hosting this event. Nick’s presentation was about conflict and dysfunction amongst a team of project professionals working in Saudi Arabia. From my experience you don’t have to go very far to find conflict in project teams, but I guess a Bedouin tent in the Arabian Desert is more glamorous than an office in a London Borough Local Authority!
Nick’s presentation was anything but a passive experience. He introduced a series of on-line voting experiences, which were simply brilliant. We were asked, for example, about the typical issues in projects and then asked to ‘vote’ electronically. At the same time a constant stream of useful suggestions, questions and comments were being logged and displayed on the ‘twitter’ stream.
Nick spelt out three common causes of project failure as weak leadership, inadequate resourcing and poor stakeholder engagement. The link is, of course, people. People will ultimately determine project success or failure. This may sound obvious but it is frequently forgotten as we strive to deliver projects focusing on PPM, methodology, systems and processes.
Another fact that Nick emphasized was that we all have different personalities that condition the way we learn and respond to change. Nick’s simple and visual colour-coding system, used in-conjunction with a further poll, reinforced this point.
Now the really neat thing about webinars is that they can easily be recorded and made available to all:
So what learning can I take from Nick’s thought provoking presentation?
1) We must invest time getting to know our teams and what makes them tick;
2) We need to understand why change is resisted and help people progress quickly through the change curve;
3) We need to invest in a range of different communication styles to engage effectively without stakeholders;
4) Take a hat with a built-in fan when visiting the Arabian Desert!
Nick’s presentation slides are made available below to assist sharing and for those with green / yellow tendencies can be further shared with others.
70% of projects fail to achieve their desired goals and 3 of the top reasons relate to people. In this interactive, colourful and memorable presentation find out why this occurs.
Project Controls Expo Oct 2012 - ‘Implementing The Key Aspects Of Change Mana...Project Controls Expo
The Colour Works believes that everyone in an organisation can make a positive unique contribution to it. We believe with our facilitation style, passion and cutting- edge learning, we unlock that potential to the benefit of the individual, team and organisation.
Project Controls Expo 09/10 Nov London 2011 - ‘Implementing The Key Aspects O...Project Controls Expo
The Colour Works believes that everyone in an organisation can make a positive unique contribution to it. We believe with our facilitation style, passion and cutting-edge learning, we unlock that potential to the benefit of the individual, team and organisation.
Nick Fewings, Director
Studies ubiquitously show that Leadership and Culture are among the top factors for a successful Lean Agile transformation. What specific actions should leaders take to structure Lean Agile transformations? How does leader style enable cultural change? This session provides 1) a practical set of actions to start or improve your transformation and 2) a specific list of behaviors to do and NOT to do in setting the right culture as a leader.
Better Decision Making: How Fast-Growing Companies Avoid Slowing Down NOBL Collective
Your customers (and competitors) are changing faster than ever. If your team is going to keep pace with today's markets, you need to improve your decision making skills so you can execute ideas faster and more effectively.
In this hour-long webinar, Bud Caddell, founder of NOBL, and Paula Cizek, Chief Research Officer, discuss the social pressures involved in team decision making, how to overcome those pressure, and finally, share the different ways teams can decide how to decide. Try out NOBL's free decision-making tool at http://thedecider.app or visit nobl.io for more information.
Studies ubiquitously show that Leadership and Culture are among the top factors for a successful Lean Agile transformation. What specific actions should leaders take to structure Lean Agile transformations? How does leader style enable cultural change? This session provides 1) a practical set of actions to start or improve your transformation and 2) a specific list of behaviors to do and NOT to do in setting the right culture as a leader.
Delivering high performance through inclusive leadership.Gary Coulton
We live in times of Volatility, Uncertainty, Complexity and Ambiguity (VUCA). In this webinar, internationally recognised expert in inclusion, Dr. Ian Dodds, demonstrates how to deliver high performance in these VUCA times through Inclusive Leadership. He describes what Inclusive Leadership is and how to develop Inclusive Leaders to deliver high performance, great customer service, high levels of employee engagement and complex change. Ian is a founder partner of the Adaptive Intelligence Group (AdaptiveIG) contributing his expertise to create adaptive cultures and an environment of excellence.
Transforming the quality of development conversations at scaleHuman Capital Media
Companies everywhere are searching for ways to improve employee performance. Many look towards employee ratings and bonuses for the solution, but find this simply isn’t moving the needle as desired. Perhaps the problem is we’ve been tinkering around the edges rather than tackling the issue where it’s hardest: improving the quality of managerial conversations.
National Grids Project Controls Journey – past, present and futureProject Controls Expo
National Grids Project Controls Journey – past, present and future By, Tim Fenemore - Head of Project Controls for National Grid, UK
Sanjay Lodhia - Head of Governance & Assurance for National Grid, UK
Tony Abiad - Head of Estimating & Cost for National Grid, UK
Reflective account by Jim Dale (ProgM Secretary)
Okay - let me be up-front and confess - this was my first ever webinar! Candidly the idea of passively sitting in front of a computer screen for an hour watching, PowerPoint slides and listening to a speaker drone on did not appeal to me. If it is unenticing for the listener what must it be like for the poor speaker with just a screen to interact with!
Heresy - I hear you shout – this is the age of social media, webinars are accessible to hundreds, indeed thousands, they don’t involve the cost and time of travelling, they allow busy people to get on with their days jobs blah blah. ‘Yes’ I know this but I was still not a webinar fan; that is until earlier today.
Firstly, I want to say a big thank you on behalf of the Committee to Nick Fewings, the Co-Director of TheColourWorks for delivering an interesting, interactive presentation, with passion and flare. Secondly, well done to the APM for hosting this event. Nick’s presentation was about conflict and dysfunction amongst a team of project professionals working in Saudi Arabia. From my experience you don’t have to go very far to find conflict in project teams, but I guess a Bedouin tent in the Arabian Desert is more glamorous than an office in a London Borough Local Authority!
Nick’s presentation was anything but a passive experience. He introduced a series of on-line voting experiences, which were simply brilliant. We were asked, for example, about the typical issues in projects and then asked to ‘vote’ electronically. At the same time a constant stream of useful suggestions, questions and comments were being logged and displayed on the ‘twitter’ stream.
Nick spelt out three common causes of project failure as weak leadership, inadequate resourcing and poor stakeholder engagement. The link is, of course, people. People will ultimately determine project success or failure. This may sound obvious but it is frequently forgotten as we strive to deliver projects focusing on PPM, methodology, systems and processes.
Another fact that Nick emphasized was that we all have different personalities that condition the way we learn and respond to change. Nick’s simple and visual colour-coding system, used in-conjunction with a further poll, reinforced this point.
Now the really neat thing about webinars is that they can easily be recorded and made available to all:
So what learning can I take from Nick’s thought provoking presentation?
1) We must invest time getting to know our teams and what makes them tick;
2) We need to understand why change is resisted and help people progress quickly through the change curve;
3) We need to invest in a range of different communication styles to engage effectively without stakeholders;
4) Take a hat with a built-in fan when visiting the Arabian Desert!
Nick’s presentation slides are made available below to assist sharing and for those with green / yellow tendencies can be further shared with others.
70% of projects fail to achieve their desired goals and 3 of the top reasons relate to people. In this interactive, colourful and memorable presentation find out why this occurs.
Project Controls Expo Oct 2012 - ‘Implementing The Key Aspects Of Change Mana...Project Controls Expo
The Colour Works believes that everyone in an organisation can make a positive unique contribution to it. We believe with our facilitation style, passion and cutting- edge learning, we unlock that potential to the benefit of the individual, team and organisation.
Project Controls Expo 09/10 Nov London 2011 - ‘Implementing The Key Aspects O...Project Controls Expo
The Colour Works believes that everyone in an organisation can make a positive unique contribution to it. We believe with our facilitation style, passion and cutting-edge learning, we unlock that potential to the benefit of the individual, team and organisation.
Nick Fewings, Director
Studies ubiquitously show that Leadership and Culture are among the top factors for a successful Lean Agile transformation. What specific actions should leaders take to structure Lean Agile transformations? How does leader style enable cultural change? This session provides 1) a practical set of actions to start or improve your transformation and 2) a specific list of behaviors to do and NOT to do in setting the right culture as a leader.
Better Decision Making: How Fast-Growing Companies Avoid Slowing Down NOBL Collective
Your customers (and competitors) are changing faster than ever. If your team is going to keep pace with today's markets, you need to improve your decision making skills so you can execute ideas faster and more effectively.
In this hour-long webinar, Bud Caddell, founder of NOBL, and Paula Cizek, Chief Research Officer, discuss the social pressures involved in team decision making, how to overcome those pressure, and finally, share the different ways teams can decide how to decide. Try out NOBL's free decision-making tool at http://thedecider.app or visit nobl.io for more information.
Studies ubiquitously show that Leadership and Culture are among the top factors for a successful Lean Agile transformation. What specific actions should leaders take to structure Lean Agile transformations? How does leader style enable cultural change? This session provides 1) a practical set of actions to start or improve your transformation and 2) a specific list of behaviors to do and NOT to do in setting the right culture as a leader.
Delivering high performance through inclusive leadership.Gary Coulton
We live in times of Volatility, Uncertainty, Complexity and Ambiguity (VUCA). In this webinar, internationally recognised expert in inclusion, Dr. Ian Dodds, demonstrates how to deliver high performance in these VUCA times through Inclusive Leadership. He describes what Inclusive Leadership is and how to develop Inclusive Leaders to deliver high performance, great customer service, high levels of employee engagement and complex change. Ian is a founder partner of the Adaptive Intelligence Group (AdaptiveIG) contributing his expertise to create adaptive cultures and an environment of excellence.
Transforming the quality of development conversations at scaleHuman Capital Media
Companies everywhere are searching for ways to improve employee performance. Many look towards employee ratings and bonuses for the solution, but find this simply isn’t moving the needle as desired. Perhaps the problem is we’ve been tinkering around the edges rather than tackling the issue where it’s hardest: improving the quality of managerial conversations.
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Project Controls expo - 31st Oct 2012 - Arabian Nights ‘Turning a project team around in the desert!’ By Nick Fewings
1. Inspiring People,
Delivering Results
Arabian Nights
Nick Fewings, Director
31st October 2012
‘Turning a project team around in the desert!’
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.
2. Inspiring People,
Delivering Results
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
– Know yourself,
warts and all
– Know your team & have a plan
– Know your audience &
communicate effectively
4. 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
5. Inspiring People,
Delivering Results
The Colour Works Solution
To introduce a colourful model of human behaviours
that would allow the project team to:
• Understand their individual strengths and challenges
• Value and respect those whose needs were different
• Recognise the need to adapt to connect
To develop individual and team action plans to manage
the change programme more effectively
22. 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 information
Carl Gustav Jung
1875-1961
24. 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
25. 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
26. 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
45. 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
49. Inspiring People,
Delivering Results
1. Clarify The Change - Vision
Clearly articulated
strategic vision
Timeframes
Bottom-line impact
Action orientated
Compelling and
positive picture of the
future
Shared vision
Understanding of
involvement of
people
Detailed analysis
of how and why
Written information
Focus groups
Training Plans
Affirmation of values
that support the
vision
Consultation
Belief in the reason
for change
50. Inspiring People,
Delivering Results
2. Involve Staff - Skills
Drive things
forward
Delegate to the right
people
Action orientated
Brainstorm new
ways of working
Ideas from
stakeholders
Flexible agenda
Support the
planning and
detailed
implementation
Check success
Value contribution
and experience
Be given tasks
51. Inspiring People,
Delivering Results
3. Manage Resistance -
Incentives
Celebrate success
Restate objectives
Build on quick wins
Reinforce working as
a team
Be flexible
Provide verbal
feedback
Apply disciplined
processes and
monitoring
Analyse to come up with
solutions
Ensure everyone is
valued for their
contribution
Lead by example
Persuade that the
change is of value
52. 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
53. Inspiring People,
Delivering Results
5. Track Progress – Action Plan
Learn from
mistakes
Share success,
quick wins and
feed back
slippage
Define level of
reporting
Ensure there are
opportunities to give
feedback, before,
during and after
Gauge morale of staff
Provide
statistical
information on
progress
on a regular and
ongoing basis
Update using
small focus
groups
Focus on the
affect on people
59. 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
60. 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 have helped us to
build better relationships and work more
effectively as a 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"
1 Month Later – Client Feedback