Including mental health support in project delivery
Leading Change Effectively
1. Inspiring People,
Delivering Results
‘Leading Change Effectively’
Right People, Right Result
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, Director
5. Fact: 70% of business change fails to
achieve desired goals
Inspiring People,
Delivering Results
1. Lack of strong leadership – Know yourself,
warts and all
2. Lack of team skills and proven approach
to change – Know your team & have a plan
3. Lack of effective engagement with
stakeholders – Know your audience &
communicate effectively
Source: NAO/OGC
6. Objectives
Inspiring People,
Delivering Results
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
8. The Four Humours
Inspiring People,
Delivering Results
Melancholic Choleric
like orderly lives appear as
prone to mood natural leaders
changes seen as tough-
minded
observe from the
sidelines and tend outgoing,
to comply to optimistic
others' demands fun-loving
Phlegmatic Sanguine
Hippocrates 500 BC
9. Psychological Preferences
Inspiring People,
Delivering Results
There are 3 pairs of preferences:
Introversion – Extraversion
how we react to inner & outer experiences
Thinking – Feeling
how we make decisions
Sensation – Intuition
Carl Gustav Jung how we take in & process information
1875-1961
11. The Insights 4 Colour Energies
Inspiring People,
Delivering Results
On a bad day…
Stuffy Aggressive
Indecisive Controlling
Suspicious Driving
Cold Overbearing
Reserved Intolerant
Docile Excitable
Bland Frantic
Plodding Indiscreet
Reliant Flamboyant
Stubborn Hasty
12. Complementary Styles
Inspiring People,
Delivering Results
Sunshine Yellow Cool Blue
Strengths Weaknesses
Quick to build relationships A bit reserved at first
Friendly and sociable Overlook others’ feelings
Adaptable, imaginative May be rigid & unimaginative
Can see the big picture Can focus on unimportant details
Weaknesses Strengths
May lack detail and focus Knowledgeable and detailed
Too casual for some Has an air of competence
Poor planner Asks lots of questions
Can lose interest Very thorough right to the end
13. Complementary Styles
Inspiring People,
Delivering Results
Earth Green Fiery Red
Strengths Weaknesses
Builds deep relationships Can be seen as arrogant
Natural listener Poor listener
Sincere and warm Can be too cold and pushy
Patient May not let others
finish speaking
Weaknesses Strengths
Slow to adapt to change Love challenges
Seem to lack enthusiasm Want to get things done
Unsure of themselves Confident of their ability
Reliant on others Influence others
14. Four Colour Energies:
Key Learning Points
Inspiring People,
Delivering Results
• 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
15. Profiles
Inspiring People,
Delivering Results
Nick Fewings
27th June 2011
Personal Profile
Foundation Chapter
Management Chapter
Effective Selling Chapter
Personal Achievement Chapter
Interview Chapter
16. Measuring our preferences
Inspiring People,
Delivering Results
Persona Preference Persona
(Conscious) Flow (Less conscious)
BLUE GREEN YELLOW RED BLUE GREEN YELLOW RED
6 100 6
50
3 0 3
50
0 100 0
1.04 3.24 4.88 4.72 1.12 1.28 4.96 2.76
37.2%
17% 54% 81% 79% 19% 21% 83% 46%
27. 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
28. Leading Complex Change
Inspiring People,
Delivering Results 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)
30. ‘The Famous Five’
Inspiring People,
Delivering Results
Clarify The Change
Involve Staff
Manage Resistance
Communicate
Track Progress
31. 4. Communicate - Feedback
Inspiring People,
Delivering Results Detailed written Goal directed
information
Action orientated
Measures of success
Time focussed
Clear unambiguous
messages One point of contact
Logical not emotive Small task force
What is expected of Opportunities to share
individuals ideas
Small groups Face to face
Ability to give Visual
feedback
Q & A sessions Involvement
32. 1. Clarify The Change - Vision
Inspiring People,
Delivering Results
Detailed analysis Clearly articulated
of how and why strategic vision
Written information Timeframes
Focus groups Bottom-line impact
Training Plans Action orientated
Affirmation of values Compelling and
that support the vision positive picture of the
future
Consultation
Shared vision
Belief in the reason for
change Understanding of
involvement of people
33. 2. Involve Staff - Skills
Inspiring People,
Delivering Results
Support the
Drive things forward
planning and
detailed
Delegate to the right
implementation
people
Check success
Action orientated
Brainstorm new
Value contribution
ways of working
and experience
Ideas from
Be given tasks stakeholders
Flexible agenda
34. 3. Manage Resistance -
Incentives
Inspiring People,
Delivering Results
Celebrate success
Apply disciplined
processes and monitoring
Restate objectives
Analyse to come up with
Build on quick wins
solutions
Ensure everyone is Reinforce working as a
valued for their team
contribution
Lead by example Be flexible
Persuade that the Provide verbal
change is of value feedback
35. 5. Track Progress – Action Plan
Inspiring People, Learn from
Delivering Results
mistakes
Provide statistical
information on Share success,
progress quick wins and
on a regular and feed back slippage
ongoing basis
Define level of
reporting
Update using Ensure there are
small focus opportunities to give
groups feedback, before, during
and after
Focus on the
affect on people Gauge morale of staff
37. What You Can Do Next
Inspiring People,
Delivering Results
• 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.
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?
Read Value to the Team – page 10 Lists the attributes you bring to any team or organisation Are these being used to the full?
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
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.
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
All through the Insights colour model Day is time for you – some inward looking – some outward
