Right People, Right Project

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Right People, Right Project
Nick Fewings, Director 20th September 2006
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Fact 70 of business change fails to achieve
desired goals

• Lack of strong leadership

Know Yourself

• Lack of team skills and proven approach to
  project management

Know Your Team

• Lack of effective engagement with stakeholders

Know Your Audience
Source NAO/OGC paper April 2005
3
Fact 70 of business change fails to achieve
desired goals

• Lack of strong leadership

Know Yourself

• Lack of team skills and proven approach to
  project management

Know Your Team

• Lack of effective engagement with stakeholders

Know Your Audience
Source NAO/OGC paper April 2005
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The Four Humours

• Hippocrates
• 500 BC

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Carl Gustav Jung1875-1961Psychological
Preferences
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The Insights 4 Colour Energies

• On a good day

Competitive Demanding Determined Strong-willed Pur
poseful Driver
Cautious Precise Deliberate Questioning Formal Ana
lytical
Caring Encouraging Sharing Patient Relaxed Amiable
Sociable Dynamic Demonstrative Enthusiastic Persua
sive Expressive
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The Insights 4 Colour Energies

• On a bad day

Unfriendly Indecisive Suspicious Nit-picking Reser
ved
Aggressive Controlling Scary Overbearing Intoleran
t
Docile Wishy-washy Slow Reliant Stubborn
Loud Frantic Indiscreet Flamboyant Rash
COLS 3.2
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Insights 8 Type Wheel
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Harness The Skills of The Team
Drive Enthusiasm Positive Thinking
Nick Fewings, Helping Inspirer
Persuasive Creative People Skills
Helps Others Flexible Shares Ideas
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Fact 70 of business change fails to achieve
desired goals

• Lack of strong leadership

Know Yourself

• Lack of team skills and proven approach to
  project management

Know Your Team

• Lack of effective engagement with stakeholders

Know Your Audience
Source NAO/OGC paper April 2005
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Right People A Variety Of Skills

• The good-to-great leaders begin the
  transformation by first getting the right people
  on the bus and then figuring out where to drive
  it

Jim Collins, Good To Great
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Harness The Skills of The Team
Determination Monitors Performance Product
Knowledge
Results Focus Decisive Assertive
Sets Standards Product Knowledge Analysis
?
?
Drive Enthusiasm Positive Thinking
Planning Organisation Time Management
?
?
Supportive Listens, Loyal Team Approach
Persuasive Creative People Skills
Helps Others Flexible Shares Ideas
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Senior Management Team
Determination Monitors Performance Product
Knowledge
Results Focus Decisive Assertive
Sets Standards Product Knowledge Analysis
Planning Organisation Time Management
Drive Enthusiasm Positive Thinking
Persuasive Creative People Skills
Supportive Listens, Loyal Team Approach
Helps Others Flexible Shares Ideas
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Middle Management Team
Determination Monitors Performance Product
Knowledge
Results Focus Decisive Assertive
Sets Standards Product Knowledge Analysis
Planning Organisation Time Management
Drive Enthusiasm Positive Thinking
Persuasive Creative People Skills
Supportive Listens, Loyal Team Approach
Helps Others Flexible Shares Ideas
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Change Client Quote

• Our organisation is going through significant
  change, driven by our SMT and delivered through
  our middle managers to our staff.
• Once we had understood the colour model and
  its application in change and reviewed our
  team-profile, it became immediately apparent why
  things werent going according to plan.
• Quite simply we had not been engaging
  effectively with those implementing the changes
  and as such were not getting their buy-in or
  commitment.
• We have reviewed our plans and how we share
  these with staff throughout the organisation and
  have seen an immediate positive impact

CEO, Public Sector, Shropshire 400 Staff
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eNgaging Change
Action
Planning
Risk assessment Processes Monitoring Checking Eva
luation Detail
Defining Task Clear Vision Goal
Setting Timescales Driving Responsibilities
N
Impact - People - Teams Consultation Inclusion B
ringing people along
Innovation How Can We..? Motivation Ideas Optimi
sm
Inspiration
People Values
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Right People A Variety Of Skills

• If we didn't spend 4 hours placing a man and
  placing him right, we'd spend 400 hours cleaning
  up our mistakes.

Alfred P. Sloan, General Motors creator
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Fact 70 of business change fails to achieve
desired goals

• Lack of strong leadership

Know Yourself

• Lack of team skills and proven approach to
  project management

Know Your Team

• Lack of effective engagement with stakeholders

Know Your Audience
Source NAO/OGC paper April 2005
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Who Are My Audience?
RECG 7
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Change Management Model
Communicate
Clarify The Change
Involve Staff
Manage Resistance
Track Progress
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Change Management A Definition

• Change Management is the process of
  communicating, coordinating, scheduling and
  monitoring change to the satisfaction of ALL
  those affected by the change.

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1. Communicate
Goal directed Action orientated Time
focussed One point of contact Small task force
Detailed written information Measures of
success Clear unambiguous messages Logical not
emotive
Opportunities to share ideas Face to
face Visual Involvement
What is expected of individuals Small
groups Ability to give feedback Q A sessions
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Fact 70 of business change fails to achieve
desired goals

• Lack of strong leadership

Know Yourself

• Lack of team skills and proven approach to
  project management

Know Your Team

• Lack of effective engagement with stakeholders

Know Your Audience
Source NAO/OGC paper April 2005
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The Insights Discovery Profile

• On-line evaluator to measure behavioural
  preferences
• Produces unique profile of individual including
• Personal Style
• Interacting with Others
• Decision Making
• Key Strengths Weaknesses
• Value to the Team
• Effective Communication
• Suggestions for Development
• How they manage others and like to be managed

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Insights Colour Dynamics
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Benefits

• Improved individual self-esteem
• Improved relationships
• Re-energised team spirit
• Colourful communication
• Better use of human resources
• More effective management of others
• Engaged and motivated staff
• Improved productivity

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