‘eNgaging Change’ Leading Change Effectively

1. ‘eNgaging Change’Leading Change Effectively Ngagementworks believes that success is achieved through transformational leadership combined with engaged and motivated staff . It partners with organisations to provide cutting-edge, experiential learning that supports long-lasting positive organisational change. Nick Fewings, Director

2. Fact: 70% of business change fails to achieve desired goals – Know yourself, warts and all • Lack of strong leadership • Lack of team skills and proven approach to change – Know your team & have a plan • Lack of effective engagement with stakeholders – Know your audience & communicate effectively Source: NAO/OGC

3. Extract Of Research Data

4. 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 • 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

5. Behaviour

6. The Four Humours Melancholic like orderly lives prone to mood changes Choleric appear as natural leaders seen as tough-minded Hippocrates 500 BC observe from the sidelines and tend to comply to others' demands Phlegmatic outgoing, optimistic fun-loving Sanguine

7. 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 Jung1875-1961

8. The Insights - Colour Energies 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

9. The Insights 4 Colour Energies On a bad day… Stuffy Indecisive Suspicious Cold Reserved Aggressive Controlling Driving Overbearing Intolerant Docile Bland Plodding Reliant Stubborn Excitable Frantic Indiscreet Flamboyant Hasty

10. Complementary Styles Sunshine Yellow Cool Blue 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 Strengths Knowledgeable and detailed Has an air of competence Asks lots of questions Very thorough right to the end Weaknesses May lack detail and focus Too casual for some Poor planner Can lose interest

11. Complementary Styles Fiery Red Earth Green 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 Love challenges Want to get things done Confident of their ability Influence others Weaknesses Slow to adapt to change Seem to lack enthusiasm Unsure of themselves Reliant on others

12. 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

13. Profiles Nick Fewings 27th January 2014 Personal Profile Foundation Chapter Management Chapter Effective Selling Chapter Personal Achievement Chapter Interview Chapter

14. Measuring our preferences Persona (Conscious) Preference Flow Persona (Less conscious) BLUE GREEN YELLOW RED BLUE GREEN YELLOW RED 6 100 6 50 3 0 3 50 0 100 0 1.04 17% 3.24 54% 4.88 81% 4.72 79% 1.12 19% 1.28 21% 4.96 83% 2.76 46% 37.2%

15. Insights 72-type wheel

16. Remember your card order? 8-Type Colour Mix Descriptors

17. 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

18. eNgage! Action Planning Risk assessment Processes Monitoring Checking Evaluation Detail Defining Task Clear Vision Goal Setting Timescales Driving Responsibilities N Impact: - People - Teams Consultation Inclusion Bringing people along Innovation “How Can We..?” Motivation Ideas Optimism Inspiration People Values

19. Team Dynamics

21. Team Average Scores Blue Green Yellow Red 6 3 0 4.74 2.52 2.86 5.32

22. Sample Project Team Wheel Determination Monitors Performance Product Knowledge 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

23. ENGAGING STAKEHOLDERS

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

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

26. Do Unto Others as you THEY would be done unto The Golden Rule

27. Effective Change Management The Transition Curve

28. Leading Complex Change 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. ‘The Famous Five’ Clarify The Change – The Vision Involve Staff – Right Skills Manage Resistance - Incentives Communicate - Feedback Track Progress – Action Plan

30. 4. Communicate - Feedback Regular reviews Newsletters Website Blogs Consistent with Vision Validity Timely Formal & Informal F2F with Senior Execs Engage surveys and forums Q&A sessions/working lunches Regular communication available for all instantly Regular updates Pertinent information to me Not concerned about detail Proximity to change (timeline) Number of support options post change Acknowledgement of feedback/comments Face 2 Face As an adult Regular comms/updates Opportunities for feedback/discussion Q&A sessions Open-door policy (genuine) Positive but realistic

31. Team Performance Audit

32. Team Effectiveness Diagnostic

33. A High-Performing Team?

34. A Team with Issues?

36. nick@ngagementworks.com07966 306903LinkedIn: Nick FewingsTwitter: NgageingNickFacebook: Ngagementworks gagementworks N Keep Ngaged Engaging Individuals, Motivating Teams