The document discusses a client briefing for a project team consulting engagement. The team had 30 multi-cultural members experiencing cultural issues, no clear leadership, siloed work, poor communication, and low morale. Through a team development process using personality assessments and team audits, the consulting helped the team break down barriers, establish clear leadership, improve communication, clarify goals, and boost morale. A follow up found the cultural issues resolved and the project back on track.
Leading change effectively - right people right result
1. Inspiring People,
Delivering Results
‘Right People, Right Result’
Leading Change Effectively
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.
5. Inspiring People,
Delivering Results
Fact: 70% of business change fails to
achieve desired goals
2. Lack of team skills and proven approach
to change
1. Lack of strong leadership
Source: NAO/OGC
– Know yourself,
warts and all
– Know your team & have a plan
6. 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
23. 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 informationCarl Gustav Jung
1875-1961
25. 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
26. 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
27. 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
46. 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
50. 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
62. 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
63. 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 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"
1 Month Later – Client Feedback
64. Inspiring People,
Delivering Results
What You Can Do Next
• Consider a Personal Impact workshop for you and
your team
• Visit The Colour Works Community page at
www.thecolourworks.com for free tips, hints,
articles, blogs on leadership, communication and
team-work
• Sign-up to receive our regular Colour Working
newsletter with lots of interesting articles and
learning
<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???
All through the Insights colour model Day is time for you – some inward looking – some outward
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.
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.
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
Read Value to the Team – page 10 Lists the attributes you bring to any team or organisation Are these being used to the full?
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.
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
Remember the communication needs
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.
All through the Insights colour model Day is time for you – some inward looking – some outward
All through the Insights colour model Day is time for you – some inward looking – some outward