1. Nick Fewings, Director ‘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.

2. 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

3. Extract Of Research Data SectorProject Team Size TimescaleIssue 1Issue 2Issue 3 Oil & Gas1003 yearsTeam communication Many sub- sites Size of stakeholder community (5,000) Transportation50 with 500 contractors 1 yearStakeholder negotiations Strengths of project team Storage (Central London) Medical403-4 yearsTeam communication External vendor relationships Lack of resources for scope of project Telecoms25 - 2503-4 yearsLack of corporate leadership Project team member alignment Lack of planning and scope creep

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

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 Jung 1875-1961

8. The Insights - Colour Energies Competitive Demanding Determined Strong-willed Purposeful Driver Sociable Dynamic Demonstrative Enthusiastic Persuasive Expressive Caring Encouraging Sharing Patient Relaxed Amiable Cautious Precise Deliberate Questioning Formal Analytical

9. 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

10. 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 YellowCool Blue

11. 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

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

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

15. Insights 72-type wheel

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

17. Determination Monitors Performance Product Knowledge Results Focus Decisive Assertive Drive Enthusiasm Positive Thinking Persuasive Creative People Skills Helps Others Flexible Shares Ideas Supportive Listens, Loyal Team Approach Planning Organisation Time Management Sets Standards Product Knowledge Analysis Colourful Skills In Change

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

19. Team Dynamics

20. NamePos'nBlueGreenYellowRed Jeremy232.601.923.015.36 Danny232.840.684.965.44 Chris232.641.723.765.20 Gus433.082.123.524.56 Gary241.642.724.364.64 Lucy471.163.685.083.16 Marc324.284.760.882.40 Hakkies345.483.561.882.44 Joe345.364.321.602.36

21. Team Average Scores 4.742.525.32 6 3 0 BlueGreenYellowRed 2.86

22. Sample Project Team Wheel Determination Monitors Performance Product Knowledge Results Focus Decisive Assertive Drive Enthusiasm Positive Thinking Persuasive Creative People Skills Helps Others Flexible Shares Ideas Supportive Listens, Loyal Team Approach Planning Organisation Time Management Sets Standards Product Knowledge Analysis

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 Wheatley Harvard University

26. The Golden Rule

27. Effective Change Management The Transition Curve

28. VisionSkillsFeedbackIncentivesAction Plan ++++= CHANGE Thousand (2000) adapted from Knoster, T. (1991) Leading Complex Change SkillsFeedbackIncentivesAction Plan +++= Confusion VisionFeedbackIncentivesAction Plan +++= Anxiety VisionSkillsFeedbackAction Plan +++= Resistance VisionSkillsIncentivesAction Plan +++= Frustration VisionSkillsFeedbackIncentives +++= Treadmill + + + +

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

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

31. Team Performance Audit

32. Team Effectiveness Diagnostic

33. A High-Performing Team?

34. A Team with Issues?

35. AreasRun 1Run 2Run 3% diff Participation4.565.065.539% Acceptance4.675.225.475% Objectives4.875.335.401% Accountability & Commitment4.254.835.3310% Roles & Responsibilities4.014.835.3310% Atmosphere4.765.115.202% Diversity4.304.675.2011% Direction5.005.115.202% Review4.204.565.0711% Communication4.685.005.071% Trust4.435.00 0% Innovation4.204.444.8710% Decisions4.104.834.871% Meetings3.684.284.7311% Process3.954.394.738% Planning & Follow-through3.874.444.604%

36. nick@ngagementworks.com nick@ngagementworks.com 07966 306903 LinkedIn: Nick Fewings Twitter: NgageingNick Facebook: Ngagementworks gagementworks Engaging Individuals, Motivating Teams Keep Ngaged