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Watch our webinar with Nick Fewings, where he delves into the practical insights from his book, “Team Lead Succeed.”Privacy
By participating in the webinar, you will uncover actionable lessons that can be readily applied to enhance your teamwork greatly. Nick will emphasise the significance of understanding your team composition and the effectiveness of your collaborative efforts.Terms
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Watch the video, listen to the audio[email protected], or read the full Join Our Teamtranscript below.[email protected]
About Nick Fewings Copyright © 2005-2026 Knowledge Train Limited.
Nick Fewings, Director of Ngagementworks, is dedicated to improving teamwork effectiveness. He has successfully developed teams globally, employing his expertise to make a positive impact. Registered in UK: 5566983.
Nick is renowned for creating the Team DyNAmics Model, a comprehensive framework measuring team effectiveness in 16 crucial areas vital for achieving high performance. As an accomplished keynote speaker, he has graced over 500 conferences worldwide and recently authored the bestselling book, “Team Lead Succeed.” Registered VAT: GB872413526.
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Here’s the full transcript of the video.
00:00:03 Sevcan Yasa : Hello, everyone, thank you so much for joining us today. And we’re just gonna give a few more minutes while people enter.
00:00:19 Sevcan Yasa : Hello, Natalie.
00:00:53 Sevcan Yasa : So, I think we can start now and so just to give everyone a short background. I’m Sevcan and I’m the Marketing Executive for Knowledge Train, Knowledge Train and agileKRC are in partnership. Today we have Nick with us. So, Nick, thank you so much for joining.
00:01:09 Nick FewingsManage Consent: Pleasure
00:01:10 Sevcan YasaTo provide the best experiences, we use technologies like cookies to store and/or access device information. Consenting to these technologies will allow us to process data such as browsing behavior or unique IDs on this site. Not consenting or withdrawing consent, may adversely affect certain features and functions.: And just before I do head over to Nick and right at the end, after Nick gives his presentation, there will be a Q&A session. So, while Nick gives his presentation, if you do have any questions, please write them down in the chat and right at the end we’ll go through them all. Thank you, everyone so, Nick, over to you.
00:01:29 Nick Fewings : OK, Good afternoon, everyone. It’s a absolute delight to be invited to present on this webinar on behalf of Knowledge Train and the just so you’re aware I can only see the slides on the screen at the moment. So, I can’t see any of the chat window. So, that’s why Sevcan suggested that at the end of the session I’ll take questions and answer.
00:01:57 Nick Fewings : So, today’s session is about giving you some thoughts and ideas and strategies for your individual, but also team success. And I thought we’d start because I think some of you have connected with me on LinkedIn already, but the for the majority of you, you probably haven’t. So, I thought best to give you a little bit of background as to who I am and why I call myself a teamworkologist. So, a teamworkologist is a word that a phrase that I came up with because I wanted to try and give people an understanding of what I do.Functional
00:02:43 Nick Fewings : So, a teamworkologist is a person who studies the dynamics of teamwork, and I use this knowledge to help teams become more effective and more efficient and achieve great success. And I do this through my company called Ngagement Works. And the for those of you like to know, I reside in Bournemouth, which is on the South Coast in Dorset, but originally my city of birth is Plymouth in Devon. So, a bit of background about me before we get into the to the meat of the webinar. I’m a behavioural psychology and I got my accreditation when I used to work for Barclays Bank. That’s where my career started I worked for Barclays for 20 years and during that 20 years when I became a Project Leader and an Operational Leader.
00:03:49 Nick Fewings : I got my accreditation in behavioural psychology to give me a better understanding of a who I was, but also who the people were in my team so that I can motivate and inspire them in the ways that met their needs. Over my career, after I left Barclays for the last 20 plus years, I’ve been working with teams around the globe to help them become more effective, more efficient and achieve greater success. So, these are some of the companies that I’ve worked with.
00:04:29 Nick FewingsFunctional: I’ve worked with hundreds of companies, and I’ve profiled thousands of individuals during my the last 20 plus years, and when I’m not working with teams. The other thing that I do is a I speak at conferences. So, I’ve spoken at conferences throughout the world I’ve spoken over 500 conferences about teamwork and achieving High – Performance. Predominantly in the UK, but I’ve also spoken at conferences in most of the capital cities of Europe and then further afield I’ve spoken in the US and the Far East and the Middle East. The furthest from the UK being Bali, I spoke in Bali just before a we hit the pandemic.
00:05:26 Nick Fewings Always active : And the last thing about me is that based on the work that I do with teams, I created a model called Team Dynamics and Team Dynamics measures 16 areas of teamwork and I’m going to give you a bit of an understanding of that model to get you to consider. How you might measure different aspects of your teamwork. The last project that I undertook was during COVID and the nobody wants a team, team development specialist or a conference speaker when we were all in lockdown. So, I’m not one to sit here twiddling my thumbs, so I thought, right, what I’ll do is write a book.
00:06:13 Nick Fewings : Based on my knowledge and experience, so I wrote a book that was published in March 2022 called Team Lead Succeed. And it’s become an Amazon bestseller, and it’s all about behaviours, teamwork and leadership, hence the title. I started off with team first of all, because there are more team members than leaders in the world, so I wanted to write a book that team members could actually utilise and make use of. And the this is one of the quotes that I use “Great teamwork, just doesn’t happen. It happens in teams that work at being great”, so team leads succeed is a resource for teams to use to help them achieve success. And as we’re in the world of Project Management, I was delighted that it appeared a review appeared in Project, which is the Association for Project Management Journal and the great review was completed by Richard Noble, who some of you may know. He held the world record land speed record in Thrust 2, so I’m going to share some snippets from.
00:07:42 Nick Fewings : My experience, but also from Team Lead Succeed. So, what are we gonna do in the webinar? A first of all, I’m going to give you an understanding of the reasons why projects fail. Then, we’re going to look at what underpins the success of KPIs, Key Performance Indicators. And then I’ll share some learning about the importance of knowing how effective and efficient your teamwork is. And finally give you suggestions from Team Lead Succeed to help you and your team achieve High – Performing and great success. So, I hope you enjoy the next 50 plus minutes of this webinar.
00:08:30 Nick Fewings : OK. So, a question, who wants their problem succeed and no need to answer this because I’m sure your answer is going to be yes; we all want our projects to succeed. However, unfortunately, not all of them do succeed, and based on research from white papers and research that you can easily find throughout the world wide web. A 70% of projects failed to achieve their desired goals, and when I’ve studied these white papers and the research about The technical storage or access is strictly necessary for the legitimate purpose of enabling the use of a specific service explicitly requested by the subscriber or user, or for the sole purpose of carrying out the transmission of a communication over an electronic communications network.projects , there’s a theme that occurs and the top three reasons why.
00:09:19 Nick Fewings : A lot of projects fail, either following one, a poor understanding of the skills of the team. Which is quite frightening you know, we sit with people sometimes, in offices and now with hybrid working a lot of the time we’re on conference calls et cetera with our team members. But a lot of team, don’t understand the skills that they’ve got. And when I talk about skills, I’m talking about two sorts of skills I’m talking about behavioural skills, so that’s how we communicate, how we make decisions. Our body language, so behavioural skills of the team.
00:10:04 Nick FewingsPreferences: But equally important is an understanding of the technical skills that your team members bring to the team. So, have they got the technical skills of being an accredited Project Manager ? Have they got some other technical skills such as, you know, they’re really good at Excel spreadsheets or they’re great at putting together presentations using PowerPoint or Canva or other such tools. So really good to understand both the behavioural skills and the technical skills of teams, because that is a certainly is a blocker in achieving project success.
00:10:50 Nick FewingsPreferences: Secondly, lack of common understanding of the team’s purpose, and I’ll explore that with you in a little more detail later on. But your team’s purpose is what does your team exist to do? What does that enable and what are the benefits? And then finally, little or no understanding of how effective or efficient teamwork is. So, these are the big items why projects fail to achieve their desired goals. And as I said, this was research that I undertook based on information that was readily available to me on the Internet, and I tested this out when I spoke at a conference in China in Beijing.
00:11:35 Nick Fewings : And I just asked the delegates, there were 170 delegates from around the world, and I asked them this question, you know, what is it that holds back your project from succeeding? And again, they reiterated a couple of things that I shared from that research. We don’t know the skills of our colleagues and our team. And secondly, we don’t have the tools to help us understand how good or bad our teamwork is.
00:12:05 Nick Fewings : So certainly, that research that I undertook was echoed by those people at that conference. So, I’ve done some research myself in terms of the model that I created and the project teams that have used it initially to understand their teamwork, and Sevcan is going to share a pole at this moment in time just to get you thinking about effectiveness and efficiency of teamwork. So, Sevcan, if you could share the poll that would be appreciated.
00:13:02 Nick Fewings : And at the moment I can’t see the poll results on my screen so Sevcan. If you could give me an indication of what people have said that would be appreciated.
00:13:12 Sevcan YasaThe technical storage or access is necessary for the legitimate purpose of storing preferences that are not requested by the subscriber or user.: Yeah, will do. Oh, we’ve got a tie, interesting.
00:13:24 Nick Fewings : Interesting ohh, do let me know haha.
00:13:34 Sevcan Yasa : OK. So, we’re 5% we have three people who selected 5% and then 10%, we have eight people. And then 20%, we have eight people again and then 25% we have 1 person and then 60% we have 0.Statistics
00:13:59 Nick Fewings : OK, great. OK, I’m gonna put you out of your misery, in terms of which groups of people were correcting this. In terms of which teams are high, performing, which percentage of teams are High – Performing, only 10% of teams are High – Performing, so those eight people who chose 10% well done to you. And average performance 50% of teams, which frighteningly leaves 40% of teams being actually dysfunctional, frightening statistics. But these are statistics from project teams that have used my team dynamics model to measure their effectiveness and efficiency for the first time of using it and quite frightening in terms of only 10% actually High – Performing for the first time.
00:15:04 Nick Fewings : And I think based on working with those teams, there are a number of problems that have caused this ineffectiveness, inefficiency in their teamwork and what they’ve shared with me is that. A lot of the problem is historic learning, historic learning that’s been given to leaders in how to lead their project teams and also to team members in terms of how to run project teams effectively and efficiently. Secondly, too much focus on task, we work in a very fast-paced world these days and quite often project teams have been forced down this route of making sure that tasks are completed on time and sometimes that causes big problems in itself.Statistics
00:16:05 Nick Fewings : And the third thing is again feedback from these teams that quite often there’s too much reliance on software. Software is excellent, you know in its right place and used it the appropriate time. However, some project teams there is an over reliance on using software as the engine to drive forward the project itself. So, these are the problems that people have said that they’ve faced. Again, I like to test out what people say to me, and I tested this out with the European Programme Directors conference that I spoke at and just simply said to the European Programme Directors, what are the things that you talk about when you get together with your project teams for your team meetings.
00:17:02 Nick Fewings : And these were the things that they came up with on the flipchart we recorded them, and they said they talked about risk. They talked about scope, schedules, progress, key performance indicators, costs, safety margins, profit, and PTP which forgive me, fails my memory as to what PTP stood for, however there was a common theme here is that they actually weren’t talking about people or relationships very much focused on task.
00:17:42 Nick Fewings : So, I think the solution is quite simply we’ve got to focus as project teams and individuals. We’ve got to spend more time on understanding who’s in our team and how we can enhance our teamwork, because that’s gonna drive your projects forward, however there is this caveat that I’ve found it far too often. Leaders and also teams they’re expected to deliver High – performance, yet they’re unaware of the tools that will help them to achieve it. And I don’t know if that brings true with you in your project, but a lot of the time understanding who’s in your team and how effective your teamwork is.
00:18:32 Nick Fewings : Teams aren’t given those tools or they don’t understand those tools in their organisations. And I think the key thing is what they tend to do is they focus on their KPI’s. So, a lot of projects are really focused on their key performance indicators and aren’t aware of other tools that will help and support their The technical storage or access that is used exclusively for statistical purposes.projects . I’m sure that you use KPIs on your projects, and invariably those key performance indicators will be similar to some of these on the screen you’re likely to have key performance indicators around your budget, your project spend, your deadlines, the workload that you’ve got coming up and the deadlines that have got to be achieved. So, I’m sure that all of you have some sort of key performance indicators that are similar to this.The technical storage or access that is used exclusively for anonymous statistical purposes. Without a subpoena, voluntary compliance on the part of your Internet Service Provider, or additional records from a third party, information stored or retrieved for this purpose alone cannot usually be used to identify you.
00:19:36 Nick Fewings : And most key performance indicators that project teams use come back to this model here. You may have seen this model you may have heard of it. It’s often called the Iron triangle or the cost time quality triangle. It was created in 1969 by a guy called Doctor Martin Barnes and basically, what this Iron triangle says is that if you have to change one of the apexes, it will have an impact on the other two apexes. So, for instance, if you need to increase the quality of your project. Invariably that will probably take longer in terms of time and certainly your costs will increase because you can have to pay people for a longer period of time. So that’s an example were increased quality has this impact on both time and cost.
00:20:53 Nick Fewings : And equally you can do the same with the other two apexes there of that triangle. However, keep performance indicators are only as good as your teamwork. So, if your teamwork is not effective and efficient, then it will have an impact on your key performance indicators and this is what a lot of project teams don’t think about, they don’t think about the effectiveness and efficiency of their teamwork, and wholly and solely are focused on their key performance indicators. And when I talk about effectiveness and efficiency, effectiveness is doing the right thing so that’s your purpose, what your team exists to do. And efficiency is about doing things right, so that’s using the skills, the knowledge and experience.
00:21:52 Nick Fewings : And of your team members in the best way possible and also making sure that you are resourceful with other things that you have to hand so resourceful in terms of your costs and maybe utilising software to help you achieve your goals. So, there is a marked difference between when we talk about effectiveness and efficiency, so effectiveness doing the right thing. Efficiency is doing things right and when I spoke at a conference in Singapore about High – Performance Teamwork, I just threw out the question to the 600 project managers that were at that conference and just asked them how many of you measure how effective and efficient your teamwork is?Marketing
00:22:47 Nick Fewings : And surprisingly, or maybe not, only 1% measured their teamwork, and again, that has a direct correlation to how well you perform against your key performance indicators. And we’ve gotta remember that it’s people that deliver projects and we achieve success through our teamwork. So actually, understanding how effective and efficient our teamwork is vital, because if you don’t understand how effective and efficient your teamwork is. How do you know how much better you could be as a team?
00:23:31 Nick Fewings : So, there’s two foundations upon which you achieve High – Performance Teamwork. The first is, as I mentioned earlier, knowing who is in your team and that is about knowing who’s in your team from a behavioural skills, perspective, but also from the technical skills as well. So, behavioural skills probably the easiest thing you can do to understand behavioural skills is to use personality profiles. I don’t know if some of you use them already there’s quite a few on in in the marketplace. The well-known ones are MBTI, Myers Briggs, Myers Bridge type indicator which is gives you 16 different aspects of your personality.Marketing
00:24:24 Nick Fewings : There’s disc is another one, I use a colourful 1 called clarity 4D which measures your personality based on the psychology of Carl Jung and uses 4 colours red, yellow, green, blue to give you an understanding of what your behavioural makeup is.
00:24:47 Nick Fewings : Behavioural skills we can get from personality profiling, technical skills we can get from various sources. We can get them from people CV’s, we can get them from HR records, we can get them from asking them, you know, going out and saying what technical skills do you bring to the team? So, that’s an important aspect and foundation. The other aspect is, as I mentioned, knowing how effectively and efficiently you work together as a team.
00:25:22 Nick Fewings : And this is why I created the Team Dynamics model which I’m going to just share with you in a moment. Because I understood that teams sometimes don’t understand what’s going wrong or what’s working well within their team and as a team leader, I was very inquisitive when I used to leave my teams, I’d ask them lots of different questions about teamwork. To understand and make sure we play to our strengths, but also if there were challenges that we discussed them as a team and we came up with practical ideas to overcome them and that for those questions that I asked my team, team members, they formed the basis of this model that I created to measure 16 areas of teamwork.
00:26:22 Nick Fewings : There are 16 what I believe elements of teamwork that we can measure, and we should understand if we are to achieve High – Performance and first of all, there are what I call the red elements and you can see them on screen now at the top it’s accountability. So, do we know who is accountable for what within our team. Decision making, which is who has the authority to make what decisions purpose, which I said will go into in a bit more depth in a moment, is about understanding what your team exists to do. And vision is more aspirational, it’s what do we want to achieve as a team in two years, three years’ time. So that’s aspirational vision of the future going back to purpose. Purpose is what they call operational that’s what we do here and now whereas vision is aspirational. So, I call these elements strategic actions.The technical storage or access is required to create user profiles to send advertising, or to track the user on a website or across several websites for similar marketing purposes.
00:27:29 Nick Fewings : Then we have what I call the blue, the blue areas. So, this underpins everything you do as a team. So, it’s about planning, do you have plans in place for your project team? Are those plans actually just written and then putting a draw or are they updated on a regular basis? so, planning really important. Do we have effective and efficient processes? You know if you were not in the office for maybe a month, you were off ill or off on your travel somewhere. Do you have processes that are written down that people can pick up and run with?
: To produce monthly accounts that are as accurate as possible as quickly after the month – end. I’m sure you’ll agree with me that’s not very motivational, that’s not inspirational, that’s not gonna get me out of bed enthused to go in and work with this team on a Monday morning each week. So we set about reflecting, taking time out from the day-to-day activities to actually create 18 Purpose Statement.
: OK, I’m going to come back online, so I’ve stopped sharing at the moment so that I can see the chat options.
00:47:22 Sevcan Yasa
00:53:19 Nick Fewings: Right, so if I could just share that as it. Let’s have a look.
00:53:36 Nick Fewings: Share a screen yeah. So, if people have enjoyed this and do want to connect with me. Can you see that now on screen?
00:53:49 Sevcan Yasa: Yes, we can.
00:53:49 Nick Fewings: So, if anybody’s got any of the questions after the session that they want to share with me, please do so. If any of you use LinkedIn, I use that actively, probably more so than Twitter I do a lot of articles on LinkedIn. So, if you want to continue the learning then feel free to invite me to connect. And I’m also on Instagram so you can see all the places around the world where people are reading, reading Team Lead Succeed. Fascinating so, if you’re into photos, I get people who have bought the book to take a photo of it where in the world they’re reading it. So, it’s been to Alaska, it’s been to deserted beach on the on the island of Fiji, it’s been to the USA, it’s there’s some quite creative photos that people have taken of it, where it’s been in the world.
00:54:53 Nick Fewings: So please feel free to do have a look at that. But yeah, any questions do consider connecting with me and I’ll quite happily answer any questions that spring to mind after this this webinar.
00:55:11 Nick Fewings: OK. Have we got any last questions while I was sharing that?
00:55:20 Nick Fewings: There we go, that’s not bad 5 minutes before time. Anything that you need to add Sevcan?
00:55:30 Sevcan Yasa: No, let’s just wait for a few more minutes I do think people are writing, yeah.
00:55:33 Nick Fewings: Yeah, no worries.
00:55:43 Sevcan Yasa: Cecilia, I do hope you were able to see the presentation, but just on a side note, it has been recorded and I do have the presentation slides so everyone will receive the recording and the slides in PDF.
00:56:05 Sevcan Yasa: We have a question.
00:56:09 Nick Fewings: OK, let’s see.
00:56:13 Nick Fewings: How do you measure the 16 elements from the model? Basically, Carolina people come to me and say, can we actually use the model. And what happens is there’s an online questionnaire, so there’s only 48 statements, 48 questions that are asked of team, team members, individuals. The 48 statement responses are anonymous.
00:56:50 Nick Fewings: So, you never get to see what an individual has scored a particular question, however their amalgamated results go to produce the overall report. So, I hope that answers your question, Carolina.
00:57:16 Nick Fewings: If it does, yeah, it does, great.
00:57:26 Nick Fewings: Any others?
00:57:39 Sevcan Yasa: Doesn’t seem like there’s any more questions.
00:57:50 Sevcan Yasa: And I think we can start ending it. So first of all, thank you so much Nick, for joining us today.
00:57:56 Nick Fewings: Pleasure, pleasure, thanks very much the opportunity.
00:58:00 Sevcan Yasa: And thank you everyone for joining. If you do have any questions, you can always e-mail myself or Nick. He did provide his contact details and it will also be on the slides that I do send out. And you will receive the recording and the slides, most probably next week. If you are interested in any courses, please feel free to e-mail me and thank you so much for joining everyone.
00:58:27 Nick Fewings: Yeah, thank you, thank you for your time. Good to meet you virtually, ok and thank you very much for your help Sevcan.
00:58:36 Sevcan Yasa: No worries, my pleasure.
00:58:37 Nick Fewings: Ok well, take care everyone.
00:58:40 Sevcan Yasa: Bye everyone.