Helix Coaching & Development – Helping individuals, Teams and Organisations to increase their performance by unlocking their potential.

Helix Coaching and Development are specialist in raising the performance of individuals, teams and organisations. We seek to unlock and release the potential in individuals, teams and organisations, to enable them to not only meet but to exceed their goals and objectives.
	Changes in individual, team and organisational capabilities as a result of development increase levels of: • Performance and profitability • Quality and customer service • Motivation, commitment and job satisfaction • Team working, collaboration and cross boundary working
		Each of our projects is unique to meet the specific requirements of our clients and as such this website can only give you a flavor of how Helix can help you, your team or organisation in achieving its potential. To see how Helix can help you resolve the issues that keep you awake at night call 07816 784261 or contact us.

the first 100 days for a new manager
The first 100 days is the time when new Managers are in need of, and most receptive to, management development. Operational pressures, coupled with scheduling and budgetary constraints, often mean that several months or even years, may pass before a new manager receives any focused management training. And by then it may be too late. This two-day workshop, with follow up actions, provides a productive,

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stimulating, positive and empowering experience for every new manager who attends it. The workshop covers 15 key areas: The Big Picture, Believe I'm a Manager, Your Team, Leadership, Providing a service, Networking, Finance and Budgets, Time Management, Motivation, Delegation, Coaching, Performance Management and Managing poor performance.

strategic leadership
There are many types of leadership - Team leadership, Operational Leadership. This programme focuses on Strategic Leadership. Strategic Leadership is much more than creating a strategy and planning how to implement it. Issues such as morale, sustainability, creating strategic networks and alliances,

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maintaining effective relationships and creating trust are all part of what strategic leadership is all about. This programme looks at a number of clearly identifiable issues: being visible, having technical and professional competence, sharing the risks and the hardship, encouraging staff in difficult times, and reminding people of the higher purpose of the organisation.

understanding emotional intelligence (ei)
In the words of EI guru Dr Daniel Goleman, Emotional Intelligence is: "the capacity for recognising our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships. A study of Harvard graduates showed that their entrance results (in other words their IQ) had a negative or zero correlation to their future success. What set them apart was their Emotional Intelligence. It's a growing phenomenon.

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So EI is becoming more and more important as a way of recognising tomorrow's leaders. A low level of EI can actually hold you back; think of the boss who loses his/her temper. Out of control emotions can render the smartest person stupid. The smart thing to do is to work on your EI and Helix can help you do this. We can test your EI and help you break old habits and establish new ones.

letting go
How do you let go when your whole career to date has been successful due to the fact that you hold on to everything so well, you oversee a large group of staff, monitor their output and quality and ensure every 'i' is dotted and 't' is crossed. But now this very activity is getting in the way and not allowing you to leverage the resources at your control.

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Working with a Senior Partner of a Barrister Chamber we identified that a key element holding the Chamber back was the Partner's inability to let go. They practically took each case on themselves. By working on their management styles, their trust in their teams, teaching empowerment skills and helping them to leader at a higher level, staff moral has improved, turnover is down and profitability is up.

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A brand new team consisting of varied roles and personalities, needed to hit the ground running. Helix provided the facilitation for active participation from all members to create a team identity, business plan and objectives for moving forwards.

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The session was motivational, elevated the team profile and was seen as an immediate success. In a busy schedule, it was time extremely well spent with full credit to Helix's skills in exploring the challenges ahead and consolidating the team.

storming
Following some issues between individuals in the team, Helix worked with us on helping us to understand our differences. Using the Myers Brigg Type Indicator in a very practical and visual way, which helped us all to quickly grasp the fundamentals of this personality assessment, it provoked a lot of thoughtful discussion and the impact on our team when we returned to the office was substantial in creating more understanding between individuals.

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A real eye opener was that behaviours often were not personal, but the way that a person worked. We now have fewer conflicts and the team is pulling together far better to achieve its goals. Now new team members are soon asked if they would like to do the MBTI and the team are interested in the outcome, which has made new starters feel very welcome and a key part of our team.

norming
As part of the continued development of the team, it was suggested that it might be valuable to assess the various leadership styles on the Management team and assess the impact of that on climate. The feedback from this exercise has been extremely valuable in providing a much clearer understanding of my own leadership style and the impact / climate it produces and that of the other leaders in the Management Team.

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The exercise was very enlightening and motivational in terms of seeing clearly where the issues were. It has made the Leadership Team stop and think about how we approach our work. As such, we have started to change our approach in working the Department and this is yielding some positive impact.

performing
We were a team that was achieving its targets, but this was taking a lot of effort on my behalf and as the team grows, I know I would be unable to sustain this level of input, however I wanted to ensure the long term success of the team. Following a discussion with Helix they developed a programme called "Empowerment is Key". The aim of this programme was to develop a group of self leaders, so allowing me to let go of my traditional command and control management style

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and empower my staff to take the initiative and get what they need to succeed - changing my role to one that responds to these needs. It would be impossible just to let go, so this programme focuses on giving staff the people skills and mental attitudes that foster empowerment: Challenge assumed constraints, celebrate your points of power and collaborate for success. The programme has been a great success with the group continuing to grow, targets being exceeded and staff enjoying the new role they have.

senior manager, global organisation
During a period of major change in my organisation the future of my role was unclear and I was feeling very vulnerable and unsettled. In discussions with Aaron he was a very helpful sounding-board and gave

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me some very useful advice during this difficult time. I valued Aaron's openness to hear my perspectives and considerations and it was very comforting to be able to express those to an independent person.

new leader, charitable organisation
Aaron has a way of asking those awkward questions, ones you have never thought of before or always avoided, and wish he hadn't asked. Somehow you come up with the ideas or answers, yet you know that was where he was always headed.

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Aaron always provides practical advice and suggests challenges you know you should pursue, whilst always being completely supportive, enabling you to see the positive points, even when you don't quite achieve your objectives.

manager, pharmaceutical company
At the start of a new role you acted a mentor for me. This developed into coaching me and helping me to increase my understanding of my own managerial style and emotional intelligence.
You acted as a confidential sounding board for me to vocalise my intentions and clarify my thoughts, results, frustrations and keep a better sense of reality when things get challenging.

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Rabbie Burns said "O what a gift would be to see ourselves as other see us" - you enabled me to "see myself" more clearly.
Your skills enabled you to challenge me without it feeling like a criticism and your enthusiasm rubbed off so that even when faced with disappointing situations / results you tapped in to my own drive and motivation and achieved what had seemed the impossible.

new manager, local government
Stepping into a new line manager's role was daunting, particularly stepping up from being a colleague within the team to being the overall line manager responsible for a team of 14. There were many issues and it was apparent that these issues needed to be addressed quickly to ensure the individuals and the team moved forwards in a positive way.
By having initial regular sessions with my mentor, they enabled me to quickly identify and prioritise the key areas that needed to be addressed within the

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team. Objectives were set for 3 main areas; addressing individual performance issues; building team dynamics and working on my own individual management styles to get the best out of the team.
Having a mentor has led me to gain a better understanding of individuals within the team and their expectations from me as their manager, I have been able to build foundations within the team to make it stronger and to develop relationships and efficiencies for the benefit of the wider business.

team strategy
In advance of a major organizational effectiveness project, I was eager to consolidate views from Managers on the major strategic issues facing teams and to understand how these issues may impact on them. In discussions with Helix we begin to examine how we could tackle this work. Helix established my key objectives through probing questions and helped me to identify what I was aiming to achieve. It was agreed we hold a workshop with the managers and developed an initial agenda for the day.
In discussing preparations for the workshop meeting, the facilitator gave freely of their advice and experience and suggested tactics to ensure the whole team was prepared to give their full attention and buy-in to the workshop.

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One of the key outputs from this workshop was a desire to have clearly defined roles and responsibilities for the team as this was to be included as a major consideration in the re-shaping of the department, during the Organisational effectiveness project. The new department structure has taken on board the key issue highlighted in the strategy workshop and we are moving forward with a more streamlined team. Helix's work helped us to see what the key obstacles were, what a new team might look like and that has been put in place with the revised structure. It has ultimately led to a more streamlined team with a clearer sense of purpose. In all, it was a very effective piece of work and Helix's role was pivotal in shaping, capturing and moving our thoughts forward.

creativity / innovation
Adapting ideas that have worked in one environment and using them in another is one of the most successful of innovation techniques. In 1916, a young American scientist and inventor called Clarence Birdseye went to Canada as a fur trader. He noticed that people in Labrador kept their food frozen in the snow for extended periods in the winter. When he returned to the U.S. he developed this idea and launched a line of quick-frozen foods and persuaded retailers to stock them in freezers. He created the frozen food industry.

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In 1941 George de Mestral went for a walk with his dog in the Jura mountains in Switzerland. On their return he noticed that many plant burrs were attached to his trousers and to the dog's coat. They were hard to remove. He examined them under the microscope and saw that they contained tiny hooks that caught in the loops of his clothes and in the dog's hair. He developed an artificial material to mimic nature and in doing so he invented Velcro. How do you adapt your products or develop new ones for an ever changing environment? Helix can give you the space, framework and achieve this.

case study three
In advance of a major effectiveness project I was eager to consolidate views from Managers on the major strategic issues facing teams and to understand how these issues may impact the team. In discussions with Helix we begin to examine how we could tackle this work. Helix established my key objectives through probing questions and helped me to identify what I was aiming to achieve. It was agreed we hold a workshop with the managers and developed an initial agenda for the day.

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In discussions with Aaron he was a very helpful sounding board and gave me some very useful advice during this difficult time. I valued Aaron’s openness to hear my perspectives & considerations and it was very comforting to be able to express those. This is just dummy text until Aaron has written the text. During a period of major change in my organisation the future of my role was unclear and I was feeling very vulnerable and unsettled.

case study four
In advance of a major effectiveness project I was eager to consolidate views from Managers on the major strategic issues facing teams and to understand how these issues may impact the team. In discussions with Helix we begin to examine how we could tackle this work. Helix established my key objectives through probing questions and helped me to identify what I was aiming to achieve. It was agreed we hold a workshop with the managers and developed an initial agenda for the day.