Arabian Nights - turning a project team around in the desert

Inspiring People, Delivering Results

‘Arabian Nights’Turning A Project Team Around In The Desert

Nick Fewings, Director

The Colour Works exists to unleash potential, ignite transformational leadership and coaching capability to transform the way people work and

the results they, their team and their organisation achieve.



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


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

















Day 1


Psychological Preferences

There are 3 pairs of preferences:

Introversion – Extraversionhow we react to inner & outer experiences

Thinking – Feelinghow we make decisions

Sensation – Intuitionhow we take in & process information

Carl Gustav Jung1875-1961


The Insights - Colour Energies

CompetitiveDemandingDeterminedStrong-willedPurposefulDriver

SociableDynamicDemonstrativeEnthusiasticPersuasiveExpressive

CaringEncouraging

SharingPatient

RelaxedAmiable

CautiousPrecise

DeliberateQuestioning

FormalAnalytical


The Insights 4 Colour Energies

On a bad day…

AggressiveControllingDrivingOverbearingIntolerant

ExcitableFranticIndiscreetFlamboyantHasty

DocileBland

PloddingReliant

Stubborn

StuffyIndecisiveSuspicious

ColdReserved


WeaknessesMay lack detail and focus

Too casual for somePoor planner

Can lose interest

StrengthsKnowledgeable and detailedHas an air of competenceAsks lots of questionsVery thorough right to the end

Complementary Styles

StrengthsQuick to build relationships

Friendly and sociableAdaptable, imaginativeCan see the big picture

WeaknessesA bit reserved at firstOverlook others’ feelings May be rigid & unimaginativeCan focus on unimportant details

Sunshine Yellow Cool Blue


WeaknessesSlow to adapt to change

Seem to lack enthusiasmUnsure of themselves

Reliant on others

StrengthsLove challengesWant to get things doneConfident of their abilityInfluence others

Fiery Red

StrengthsBuilds deep relationships

Natural listenerSincere and warm

Patient

WeaknessesCan be seen as arrogant Poor listenerCan be too cold and pushyMay not let others finish speaking

Earth Green

Complementary Styles


Profiles

Personal Profile

Foundation ChapterManagement Chapter

Effective Selling ChapterPersonal Achievement Chapter

Interview Chapter

Nick Fewings06/01/12


Measuring our preferences

BLUE GREENYELLOW RED

Persona(Conscious)

1.0417%

3.2454%

4.8881%

4.7279%

37.2%

6

3

0

BLUE GREENYELLOW RED

Persona(Less conscious)

1.1219%

1.2821%

4.9683%

2.7646%

6

3

0

Preference Flow

100

0

100

50

50



Remember your card order? 8-Type Colour Mix Descriptors

MOST LEAST TYPEInspirerHelper

MotivatorReformerMotivatorDirectorObserver

CoordinatorReformerSupporter

CoordinatorHelper


Insights 72-type wheel


Team WheelDetermination

Monitors PerformanceProduct Knowledge

Results FocusDecisiveAssertive

DriveEnthusiasm

Positive Thinking

PersuasiveCreative

People Skills

Helps OthersFlexible

Shares Ideas

SupportiveListens, Loyal

Team Approach

PlanningOrganisation

Time Management

Sets StandardsProduct Knowledge

Analysis


WheelPos'n Blue Green Yellow Red

21 4.40 2.64 2.52 4.60

41 4.36 3.28 2.20 4.48

22 3.64 2.12 2.88 5.68

22 4.20 2.52 2.60 4.52

42 4.20 1.20 3.08 5.28

42 3.80 2.96 3.08 4.36

42 3.84 2.60 3.16 4.88

23 1.56 0.56 4.40 5.68

43 3.40 2.44 3.80 5.28

43 3.44 1.68 4.12 5.60

141 3.12 3.44 2.44 3.76

144 2.80 3.60 3.28 4.48

25 2.00 1.56 5.00 4.92

26 2.44 2.76 4.00 3.36

46 1.56 3.76 5.24 4.04

46 1.88 3.32 5.16 4.12

27 2.56 3.20 4.12 2.96

27 1.92 4.12 4.72 2.32

50 3.36 5.12 4.32 1.88

33 5.56 4.48 1.36 0.92

15 4.72 2.88 1.96 2.96

36 4.12 2.36 2.80 3.92

56 4.12 2.44 3.20 3.36

56 4.52 2.20 3.40 4.16

153 4.64 3.04 3.80 2.56


Team Average Scores

3.45 2.81 4.00

6

3

0

Blue Green Yellow Red

3.47


eNgage!

Defining TaskClear VisionGoal SettingTimescales

DrivingResponsibilities

Innovation“How Can

We..?”Motivation

IdeasOptimism

Impact: - People- Teams

ConsultationInclusion

Bringing people along

Risk assessmentProcessesMonitoringChecking

EvaluationDetail

Action

InspirationPeopleValues

Planning






Day 2



ENGAGING STAKEHOLDERS


Who is my Audience?


The Golden Rule


“People do not resist change – people

change all the time. What people resist is having others impose

change on them”

Margaret WheatleyHarvard University


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

+

+

+

+


Effective Change Management

The Transition Curve


‘The Famous Five’

Clarify The Change

Communicate

Involve Staff

Manage Resistance

Track Progress


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

emotiveWhat is expected

of individuals

Small groups

Ability to give feedback

Q & A sessions







TeamPerforman

ce Audit


Team Effectiveness Diagnostic


A High-Performing Team?


A Team with Issues?


Areas Run 1 Run 2 Run 3 % diffParticipation 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%


Team 1

Objectives 5.43

Roles & Responsibilities 5.33

Participation 5.19

Trust 5.14

Meetings 5.10

Direction 5.05Accountability & Commitment 5.05

Review 5.05

Diversity 4.95

Communication 4.95

Atmosphere 4.90

Acceptance 4.90

Process 4.81

Planning & Follow-through 4.76

Decisions 4.71

Innovation 4.43

Team 2

Participation 5.53

Acceptance 5.47

Objectives 5.40Accountability & Commitment 5.33


Atmosphere 5.20

Diversity 5.20

Direction 5.20

Review 5.07

Communication 5.07

Trust 5.00

Innovation 4.87

Decisions 4.87

Meetings 4.73

Process 4.73


Team 3

Participation 5.11

Objectives 5.07

Roles & Responsibilities 5.04Accountability & Commitment 4.93

Diversity 4.89

Acceptance 4.85

Direction 4.85

Process 4.74

Trust 4.67

Decisions 4.67

Atmosphere 4.63

Communication 4.59


Meetings 4.48

Review 4.41

Innovation 4.26

Team 4

Participation 5.43

Diversity 5.38Accountability & Commitment 5.38

Atmosphere 5.29

Acceptance 5.29

Trust 5.19

Review 5.14


Direction 5.10

Objectives 4.95

Decisions 4.81

Communication 4.76

Innovation 4.71

Meetings 4.71


Process 4.33

Sub-team 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


"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 and Team Audits have helped us to build better relationships and work more effectively as a whole 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 and delivering against client needs"

12 Months Later – Client Feedback


What You Can Do Next

• Obtain a free sample Discovery Profile and Team Performance Report

• Visit The Colour Works Community page at www.thecolourworks.com for free tips, hints, articles, blogs on leadership, communication and team-work

• Connect on LinkedIn


[email protected] 3069030845 045 0933

LinkedIn: Nick FewingsTwitter: ColourfulNick

Date post:	05-Dec-2014
Category:	Business
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Arabian Nights - turning a project team around in the desert

Business