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About Nick Heap From 1982 to today Building on my experience as a counsellor and coach, I became a self-employed facilitator of change and development in 1982. My work develops people, including senior managers and directors, by using one to one counselling and coaching. I also help people with their career development, profile key people, train change agents, build teams and teach influencing, creative problem solving and counselling skills. I build co-operation between teams, work with people to improve the systems they use and using coconsulting in companies to create co-operation and learning. I have run successful large group community building events. Current client organisations include, ACAS, Baker and McKenzie, Black and Veatch, Department of Health, Ofcom and Sealed Air. For further details see the attached "Highlights" pages. I have worked with, among others, IBM, ICL, Canada Life, Department of Education, Hewlett Packard, Nycomed Amersham and Marks and Spencer. I have also written extensively on training and development and published many articles both in journals and on my website (www.nickheap.co.uk). From 1981 to 82 I was a career counsellor with CEPEC and helped many senior people move confidently towards a new and more satisfying way of earning a living. I also developed a very successful marketing workshop for the organisation. From 1974 to 81 I was the Training and Personnel Development Adviser for ICI Plastics Division. There I used counselling and facilitating skills to help managers manage change. This built co-operation across organisational, political and status barriers. I also trained professional staff in influencing and counselling skills, set up an internal counselling service and helped the whole organisation manage time more effectively. From 1968 to 74 I was a senior research scientist with ICI Ltd. There, I worked on several research projects and helped to set up the first career counselling service in British Industry. I worked as a marriage guidance counsellor from this time for eight years. From 1960 to 68 First class honours degree and PhD in Chemistry at Birmingham University followed by postdoctoral work at University of Chicago. Two scientific papers published. Professional Training Counselling skills Eight two-day courses with the Marriage Guidance Council (now Relate) Life Skills Associates 'Counselling Skills' course CAPAC 'Work Counselling Skills' course Re-evaluation Counselling Fundamentals Course and other classes Consultancy skills Shell 'Organisation Development Specialists' Course (one month) Shell 'Process Consultation Course' (two weeks) Sheppard Moscow 'Influencing Skills for Advisers' (one week) Sheppard Moscow 'Positive Power and Influence Workshop' (one week) Management Skills 'Coverdale one and two' (one week each) ICI 'Group Achievement' course (one week) Personal Development Sheppard Moscow T-Group (one week) Encounter group (three days) Tailstock large group weekend ICI/ Sheppard Moscow 'Life Planning' course (four days) Participative conferences with the OD Network and the Group Relations Training Association Co-counselling for my support and development (actively for over twenty years). Technical Skills Two courses with HTS on Psychometric Testing. This included training to administer and interpret the Myers Briggs and 16PF and aptitude tests. Highlights of my Experience An Airline. Teaching young managers counselling skills through them counselling each other. A city firm of solicitors. Helping the Personnel Director develop himself and his team. A city firm of solicitors. Helping the learning and development director develop himself and his team. Designing and facilitating a conference session using Appreciative Enquiry to inspire team working, learning and customer service. A computer company. Developing Systems Engineers as Agents of Change in their customers. A computer company. Profiling their best salespeople to discover what they did that made their performance special. A computer company. Helping a team of internal career counsellors develop their counselling skills and themselves using cocounselling. A conglomerate. Counselling some Directors to help them think more clearly and act more powerfully in their own, and their Company's, interest. An engineering consultancy. Helping the IT department get closer to its customers. An engineering consultancy. Helping a newly appointed senior project manager confidently and skilfully handle a role that was less hands on and more managerial than his previous one. A food company. Empowering shop floor workers redundant following a factory closure to set up their own small businesses. A government agency. Developing Civil Servant Managers' ability and willingness to sell their Centre's services commercially. A government department. Facilitating a major office move by giving those involved knowledge and skill about managing change. This included work with couples and some individual work. A government department. Team building with teams of Civil Servants. This resulted in financial savings, improvements in efficiency and morale and more open communication. A life insurance company. Being an external mentor to three layers of hierarchy in a life office. A local authority. Facilitating an office reorganisation by involving the staff. This removes a major bottleneck and improved morale and efficiency. A local authority. Top team building with the Chief Executive and his Direct Reports. A manufacturing company. Developmental consultancy to a Personnel Manager and some wider work in the organisation. She then confronted difficult issues and senior staff in a positive and effective way. A manufacturing company. Helping a senior manager restart and re-energise a multimillion dollar European IT project where everyone was stuck and frustrated. A manufacturing company. Working with the European HR Director to design development events about people development, and team building that he later delivered to groups and teams across Europe, including eastern Europe and Russia. A new start up following a merger. Team building and individual development in this merged and Pan -European organisation. A partnership of Building Surveyors. Survey work and top team development over several years. A pharmaceutical company. Developing co-operation and mutual understanding between managers and secretaries. A primary care trust. Leading a workshop to help them develop a strategy and then get constructive feedback from a larger group of stakeholders. A retailer. Counselling individual managers and executives where their skills, attitudes, or behaviour, was holding back their progress. A retailer. Researching the way managers develop and initiating improvements. A person's first experience of being an employee is crucial. A shoe manufacturer and retailer. Influencing skills and team development for young managers. A special health authority. Team building, individual development, facilitating systems and process improvements. Building cooperation between groups in different departments. This was a major piece of work over five years. A university. Helping a manager who was intimidating his staff change his behaviour profoundly. A utility. Building eighteen teams of managers and others across the company. They identified business problems, solved them and people worked better together. |