Index

All the contents of the site are in this Index in alphabetical order.

  • A gentle introduction to cocounselling

    This short event gives a gentle introduction to the profound theory and practice of cocounselling.

  • A gentle introduction to cocounselling

    Cocounselling is a simple and powerful way for people to give and receive help. It helps you think more clearly and act more effectively.

  • A gentle introduction to cocounselling

    This short event gives a gentle introduction to the profound theory and practice of cocounselling.

  • A simple planning template for events

    Here is a simple planning template for the design of events. it helps you think how to run them and is very useful if more than one person is doing this.

  • Accelerating Learning

    Infants learn much faster than adults do. What can we do to recover these abilities and help others do the same?

  • Accelerating Learning

    Children learn so fast. Here are some thoughts about how we can keep doing this. The implications for people and organisations are staggering.

  • Accelerating Learning – Ezine October 2004

    This issue is about accelerating learning. I have wondered for a long time how infants learn so fast and what we could do to keep learning as fast as they do.

  • Action learning based support group

    This describes the process and outcomes of small support groups for Directors from different organisations.

  • Appraisal

    This suggests several alternative ways to appraise staff and a process for managing this.

  • Appreciation

    Appreciation costs nothing and can be transform organisations.

  • Appreciation

    Genuine appreciation is a simple and powerful way to develop and motivate staff

  • Appreciation – Ezine September/October 2003

    This talks about the value of appreciation and gives some ideas and exercises for increasing the amount of in the organisation.

  • Appreciation in Practice

    It is odd that everyone likes to be and feel appreciated and that it is so rewarding to give, yet there is not much about in organisations and families. I give some thoughts on why this happens and some practical things we can do about it.

  • Appreciation of the value of Core Process

    "I feel completely liberated and ready to tackle anything."

  • Appreciations Exercise

    This is a simple way for you to end a workshop. Everyone leaves feeling positive about themselves and has something to treasure, including you.

  • Appreciations Exercise

    This is a simple way to end a workshop. Everyone leaves feeling positive about themselves and has something to treasure.

  • Appreciations Exercise

    This is a positive and energising way to end a workshop. It gives everybody a lift and something to treasure.

  • Appreciative Conference Session

    This conference session used appreciative inquiry to help people develop their team working, learning and customer service.

  • Appreciative Conference Session

    This helped people powerfully develop their team working, learning and customer service.

  • Appreciative Inquiry – Overview by Kendy Rossi

    This gives an overview of the key ideas and sources for this positive and effective way of enabling change. Thank you, Kendy.

  • Appreciative Inquiry by Kendi Rossy

    This describes a very positive and energising way to manage change that starts from what is working well to help people build their future together.

  • Appreciative Inquiry Commons

    The Appreciative Inquiry Commons web portal at Case Western Reserve University where Ai was first researched.

  • Appropriate and inappropriate help

    This exercise will help you think about how to help other people. This is not always easy as not all "Help" is helpful. You can use it in a small group or one to one.

  • Appropriate and inappropriate help – Comments

    This talks about five ways of helping people and when they are helpful. Read this after doing the "Appropriate and Inappropriate Help", exercise.

  • Attention- Ezine August 2005

    Attention is wonderful to receive and rewarding to give, but there is not much of it around in our busy lives. This ezine gives a few ideas about how to give and have more.

  • Attention!

    Every interaction in organisations, and life, works better when people pay attention to each other.

  • Attention!

    Attention is wonderful to receive and rewarding to give, but there is not much of it around in our busy lives and work. This gives a few ideas about how to give and have more.

  • Authenticity

    This article is about the power of being authentic and the impact we can have just by being ourselves.

  • Being and Doing

    We spend our time doing, but are happiest and most effective being. What can we do about this?

  • Best Practice in Facilitating Groups

    This gives a simple process to help professionals share their best practice and learn from each other. It uses facilitating skills as an example but is applicable much more widely.

  • Bliss

    Four overlapping circles that point to the ideal work for you.

  • Building Effective Relationships that Work

    This describes what we can do that will build relationships that work and what to avoid. These principles are universal and apply in and out of work.

  • Building Effective Relationships that Work

    This describes what we can do that will build relationships that work and what to avoid. These principles are universal and apply in and out of work.

  • Building Peace

    This is an edited version of an older article that gives some ideas on how to build peace in the world around youand in yourself. This may be helpful now.

  • Building the Organisation Team

    How to build teamwork in an organisation within and between teams.

  • Building understanding between groups

    This design helped three interest groups in Education understand each other better and have an open discussion.

  • Building understanding between groups

    This design helped three different groups working in education understand and appreciate each other better.

  • Business Highlights

    This lists some of my most successful pieces of work. It may help you see how I could help you.

  • Business Services

    This lists some of the services I offer with links to more information

  • Career Crisis Counselling

    A person needs to fully express any negative feelings about their situation and story and be heard. Then she or he can work on practical things.

  • Career Crisis Counselling

    Individual and/or small group work to help people express their feelings about the crisis, decide what they want to do and work powerfully and effectively to achieve it.

  • Career Development Workshop

    This helps people help each other think about what they want to do and go about looking for a new job. It is backed by a series of handouts.

  • Career Development Workshop – Handouts

    This lists the handouts and other resources that support the Career Development workshops

  • Change course for Couples

    This course helps couples, affected by an office relocation, cope positively with the change.

  • Change management questions and answers

    This answers some questions on managing change raised by a change manager.

  • Cheeky questions: An enjoyable way to get to know each other better

    This is a very simple and enjoyable way to build or deepen a relationship.

  • Cheeky questions: An enjoyable way to get to know each other better

    This is a very simple and enjoyable way to build or deepen a relationship.

  • Chief Operating Officer – Utility Company

    "It's been a real breakthrough to work with Nick"

  • Chinese Puzzle

    This is a very simple, quick and enjoyable exercise that can help people in a group get closer and take a few more risks.

  • Chinese Puzzle

    This is a very simple, quick and enjoyable exercise that can help people in a group get closer and take a few more risks.

  • Choosing work

    This simple tool can help people decide what sort of work is right for them.

  • Civility at Work by Tom Terez

    This contains twenty simple things anyone can do to make work more enjoyable and more effective.

  • Coaching

    Brief note on the how and why of coaching.

  • Coconsulting

    This is a very simple, quick and effective way for people to help each other. It will improve effectiveness and morale and stop problems escalating.

  • Coconsulting – a basic structure

    One simple structured way to do cooconsulting

  • Coconsulting – a basic structure

    Basic guidance for people starting to use coconsulting (a peer process for mutual helping).

  • Coconsulting – a neat way to become a better consultant and get and give some help!

    Coconsulting is the simplest process for two people to exchange help with each other effectively. The article shows you how to use it to develop yourself and others.

  • Coconsulting – a neat way to become a better consultant and get and give some help!

    Coconsulting is the simplest process for two people to exchange help with each other effectively. The article shows you how to use it to develop yourself and others.

  • Coconsulting – introduction

    This introduces people quickly to the practice of "coconsulting". Two people take equal turns listening to and supporting each other. The introductory session can be both rewarding and great fun.

  • Coconsulting – introductory session

    This introduces people quickly to the practice of "coconsulting". Two people take equal turns listening to and supporting each other. The introductory session can be both rewarding and great fun.

  • Coconsulting – summary

    What co consulting is, a simple way for people to help each other, and how to do it,

  • Coconsulting – summary

    Coconsulting is the simplest process for two people to exchange help with each other effectively. This article is a brief description of how to do it.

  • Cocounselling

    This describes the simplest and most profound approach to improving human functioning that I know.

  • Community – Ezine February 2007

    We live in a world of intense threat and great opportunity. This is also true at the smaller scale of an organisation. We will only make progress by working together. So building community is vital.

  • Conference Design

    How to design and facilitate a rewarding conference

  • Conference using Appreciative Inquiry

    This conference used appreciative inquiry to help people develop their team working, learning and customer service. It was positive and successful.

  • Conflict – Ezine August 2004

    This issue is about how to handle and resolve conflict. We often see conflict as destructive and it can be if mishandled. When you handle conflict well it can lead to magnificent creativity and growth.

  • Consultancy to a Director

    A Director had less than a day to turn around an IT project that was going horribly wrong. We talked about it for an afternoon and decided what to do. He did it, and it worked.

  • Coping with change

    Brief notes on how to cope with and manage change.

  • Core Process

    You tell your story to an interested listener and think about your peak experiences using a simple tool. As a result you learn about your unique talent and what you are on the planet to do. The experience is profound.

  • Core Process – Appreciating who you are

    You tell your story to an interested listener and think about your peak experiences using a simple tool. As a result you learn about your unique talent and what you are on the planet to do. The experience is profound.

  • Core Process Explorers on LinkedIn

    There is a LinkedIn group "Core Process Explorers" for people who are interested in knowing more about Core Process. Just visit "Core Process Explorers on LinkedIn" on my site and click the LinkedIn URL.

  • Core Process for Business

    This article shows how you might use core process at a business level to improve engagement, develop a purpose and establish your brand.

  • Core Process Testimonials

    Here are some testimonials people have left after they discovered their core process working with me.

  • Core Process- Appreciating who you are

    You tell your story to an interested listener and think about your peak experiences using a simple tool. As a result you learn about your unique talent and what you are on the planet to do. The experience is profound.

  • Could these simple ideas make the world a happier place?

    This contains a few radical but positive ideas. The most radical may be that we could love politicians and help them rather than criticising and blaming.

  • Could these simple ideas make the world a happier place? – Ezine April 2008

    Here are a few simple but challenging ideas. I hope they may inspire you to action. These are potential programmes or projects.

  • Counselling skills

    The article describes the skills required to help the other person, the client, help him/her self. It also explains how counselling works.

  • Counselling Skills Workshop

    A small multidisciplinary group of managers learned counselling skills to help their subordinates develop and build their team. They also built their own team.

  • Creative Organisation

    This gives some ideas on what makes an organisation creative and how personal and organisation development can help.

  • Creativity – Ezine September 2004

    This issue is about how releasing creativity. I don't agree with the conventional view that only a few "special" people can be creative. There is a lot we can do to help release creativity from everyone, including ourselves.

  • Creativity, thinking and listening

    Listening to others is often the most effective thing you can do to develop their thinking and creativity.

  • Crisis Counselling

    A man was being intimidating and verbally abusive. His job was on the line if he did not change his behaviour. I helped him understand himself better and he changed permanently.

  • Cultural Awareness Exercise

    This simple exercise helps people understand and value their own and others' cultures. They also appreciate that they can learn from each other.

  • Cultural Awareness Exercise

    This simple activity helps people understand and value their own and others' cultures. They also appreciate that they can learn from each other.

  • Customer Care Workshop

    This workshop helped a team in Local Government develop their strategy for improving customer care in their Council. They also learned to value each other and how to work well together.

  • Customer Care Workshop

    This workshop helped a team in Local Government develop their strategy for improving customer care in their Council. They also learned to value each other and how to work well together.

  • Design of Learning Events

    This describes the principles that lead to effective learning events such as away days or courses. It also gives two designs that how these principles were applied in practice.

  • Design of Learning Events – Ezine November 2004

    This issue is about the design of learning events. There are some principles and methods that can make learning events enjoyable and productive. When they work, learning events can make a big difference to an organisation. When they don't, they create cynicism that is very hard to shift.

  • Design of Learning Events – Principles

    This describes the principles that lead to effective learning events such as away days or courses.

  • Designing developmental workshops for a client

    A European Employee Development Director wanted to develop people and teams across Europe, including Eastern Europe and Russia. I helped him design, develop and test workshops which he ran successfully across Europe, with excellent results.

  • Developing everybody

    Everybody has more untapped talent. This article gives some ways to develop everybody.

  • Developing Everybody – Ezine August 2003

    This gives some thoughts and methods for developing everybody in an organisation rather than the critical few.

  • Developing People

    Click the red "Developing People" title above to get to the download link.

  • Developing the plateauxed manager

    This gives some ideas on how to develop the older manager who may feel or be stuck in her/his career. It also discusses alternative career paths to the conventional "vertical" one.

  • Developmental books – fiction

    These novels have had the biggest inpact on my work and me. You may find some of them useful too.

  • Developmental books – nonfiction

    This lists the non fiction books that have had the biggest impact on my developmental work and me

  • Developmental Culture

    This describes some of the features of an ideal culture to support development and some things you can do to create one.

  • Developmental Culture -Ezine December 2004

    This issue has some ideas on what a developmental culture is and how we can develop one. In a developmental culture, learning happens easily without you having to drive it.

  • Developmental Meetings

    A developmental meeting is a meeting to think about how to do things better. This describes how to run one effectively.

  • Developmental Meetings

    A developmental meeting is a meeting to think about how to do things better. This describes how to run one effectively.

  • Director, HR and Operations -Government Department

    "His unique approach as coach, guide and consultant suits me well."

  • Director, Regulatory Body

    "For senior managers in any organisation the opportunities for a really unbiased and supportive discussion about management issues are very few. "

  • Early work

    An article by Chris Bull and Janet Mills about pioneering work using open systems, core process and counselling in ICI

  • Eliminating work

    Much of the work people do in organisations is unnecessary. This gives a few practical ways to reduce this waste.

  • Eliminating Work – Ezine December 2003

    This gives some ideas about how to eliminate work so you can release time for development.

  • Emotional Blocks -Ezine June/July 2004

    This is about the causes of emotional blocks that can affect any area of a person's work or life. It gives some ways to remove them, illustrated with examples.

  • Employee Involvement – Ezine March 2005

    This issue is about ways to involve employees. People who work for organisations often have ideas and thoughts that could make all the difference but they don't express them. This note gives some practical ways to release them.

  • European Employee Development Director

    Nick Heap- A man with the talent to help you achieve

  • Evaluation of Training

    This discusses several ways to evaluate the business benefits of developmental training. All will give valuable insights but none give rigorous proof.

  • Experience transfer

    The transfer process involves the learner integrating into their experience 'missing' pieces from the teacher's experience (mental map) which make sense to the learner.

  • Extending Team Building

    Have you considered building team work between pairs of people or within systems. Both can produce good results.

  • Extending team working – Ezine April 2003

    This is about extending team working to look at teams of two, e.g. managers and secretaries and team working across systems.

  • Eye-Opening Conversations

    Words create worlds. We can have better lives and make a better world by having different conversations.

  • Facing Personal Change

    How change affects people and how to cope with its personal effects. This uses dealing with redundancy as an example, but the ideas are universal.

  • Feelings at work

    People's feelings can stop them doing effective work. Sharing feelings effectively can transform blocked situations quickly and dramatically.

  • Fun and learning

    We are very good at learning and, if the circumstances are right find, it both fun and rewarding. This gives some simple ideas about how to make learning fun.

  • Fun and Learning – Ezine May 2005

    This is about fun and learning. It has some ideas about how to make learning events and the organisation more fun and more creative.

  • Gearing – Ezine April/May 2004

    This is about how we can increase the gearing and impact of the development work we do.

  • Getting good information by interview

    How to use interviews with staff to get useful ideas for improvement.

  • Guide for managers – Practical ways for managers to develop their people.

    This guide describes simple practical activities, in bullet points, that managers can use to develop their people.

  • Guide to team working-Practical ways to help your teams work better

    This guide describes simple practical activities that managers can use to help their teams develop.

  • Happiness Exercise

    This is so simple and really does make you happier.

  • Happiness Exercise

    This describes a very simple way to be happier and to make other people happier.

  • How to do Core Process

    Step by step instructions about how to do a core process. Core Process is two words that express a person's unique purpose and talent.

  • How to do Core Process

    Step by step instructions about how to do a core process. Core Process is two words that express a person's unique purpose and talent.

  • How to have more effective meetings?

    Simple, practical methods you can use immediately

  • How to have more effective meetings?

    This gives some simple ideas you can use straightaway to make your regular meetings more effective.

  • How to help your group work better

    Describes what happens in groups and what anybody can do to help.

  • How’s your love life? by Jackie Kelm

    These simple questions are enjoyable to answer together and will help you feel and be closer. Try them, you will be surprised and glad.

  • How’s your love life? by Jackie Kelm

    Appreciative questions to explore with your partner. They will help you feel and get closer.

  • Idea Ping Pong – a simple way to get ideas to flow

    This is a very simple way and effective way to generate good ideas. It works well in pairs or very small groups

  • Idea Ping Pong – a simple way to get ideas to flow

    You simply take turns producing ideas. You encourage and model building on ideas, not criticising them. The article has a worked example on improving a meeting.

  • Improving a complex system

    An organisation had a complex system for testing a potentially hazardous raw material. The manager and I helped the operators of the system simplify and improve it themselves.

  • Improving Systems

    Helping the people who operate and use systems to improve them. This usually involves making systems much simpler. People work hard to carry out their own improvements.

  • Independent change consultant

    "Generous and highly professional"

  • Individual Consultancy

    This helps people think more clearly and act more powerfully on the issues that are important to them. It gives busy people time and space to think.

  • Influencing Skills

    These are the vital skills we all need to gain the co-operation of others in the long term.

  • Influencing Skills

    These are the vital skills we all need to gain the co-operation of others in the long term.

  • Influencing Skills Course

    This is an example of a two-day version of this course. It helps people use a model of influencing and practice it in role-plays that the participants design themselves.

  • Influencing Skills Homework

    These questions, models and exercises will help people prepare for an influencing skills course or anyone think about their influencing of others.

  • Influencing Skills Training

    This improves people's ability and willingness to influence others in a work setting and so help organisational and personal change. The skills are vital for effective and successful management.

  • Installing Love

    Inspiring and funny conversation between "Tech support" and a customer wishing to "Install Love". Thanks to the unknown author.

  • Intercultural Awareness Exercise

    This simple activity helps people appreciate and value their own and others' cultures. They also discover that they can learn from each other.

  • Intercultural Understanding

    These exercises were very effective at building intercultural understanding in the context of a short course.

  • Intercultural workshops

    This is a story about a recent piece of work designing intercultural workshops. It shows how I worked with a client and what came from it.

  • Interfaith Quiz

    A photographic quiz that will introduce people gently to the beauty of different faiths and how they worship.

  • Intervening in Organisations

    This describes briefly things you can do to help individuals, teams and interfaces between teams and organisations become more effective.

  • Large Group Development Day

    This article describes the structure, process, planning, what happened and the outcomes of a development day for a large administration department.

  • Levels of human communication

    There are five levels of communication that people use. We overuse being critical and judgemental and underuse sharing feelings. Sharing feelings helps us solve problems.

  • Life goals map

    The things you do and think today create the future you live in tomorrow. This simple tool can help you plan so you are more likely to live the life you want.

  • Lifeline

    Use this to help someone think about his/her life and the peak experiences that give it meaning. The exercise can be very useful to build a group or team when people want to build trust and mutual understanding.

  • Lifeline

    Use this to help someone think about his/her life and the peak experiences that give it meaning. The exercise can be very useful to build a group or team when people want to build trust and mutual understanding.

  • Listening

    Listening is one the most valuable, rare and underrated social skill there is. It is a vital skill for managing and motivating people.

  • Listening – Ezine July 2003

    This discusses the value of listening and gives some ways of having more of it in organisations. It gives links to information on two-way helping, see coconsulting and cocounselling for more.

  • Long term evaluation of Core Process

    Follow up interviews show the benefits of core process to individuals. People also give their thoughts on potential benefits to individuals and organisations.

  • Love is on the way

    This is a poem I wrote in a poetry workshop. It means a lot to me.

  • Loving Politicians

    This short piece proposes that, as we elect politicians to serve us, helping them would be more effective than blaming and criticising them .

  • Managers managing people

    This shows how to help managers be more interested and active in managing and developing their people.

  • Managing Change

    These notes outline some principles and practices that have been found to help with the practical management of change.

  • Managing Conflict

    This shows five ways to manage conflict and the advantages and disadvantages of each.

  • Managing Conflict – Tools and Techniques

    This gives tools and techniques for managing conflict, with some stories to illustrate them.

  • Managing Director – Engineering Company

    "I found our recent meetings extremely useful."

  • Managing large meetings

    This describes a controlled and supportive process for handling a large meeting. This provides the efficiency of large meetings and the effective interaction of small ones

  • Managing Large Meetings

    This shows you how to combine the efficiency of large meetings with the effective interaction of small ones.

  • Managing Time

    This describes how organisational culture and personal preferences affect the way we manage time. It also gives some practical ways to do it better.

  • Meeting for support

    How senior people with different needs and interests can work together and help each other.

  • Meeting for support

    How senior people with different needs and interests can work together and help each other.

  • Meetings – Ezine June 2003

    This gives some ideas for making meetings more effective and enjoyable. It also gives links to other sources that you will find thought provoking.

  • Mentoring to develop staff

    A mentor helps a less experienced person grow to become more effective now and in the future. This note describes the five roles that a mentor may play and gives one way to set up a mentoring service.

  • Name game

    This helps people learn each other's names in a light-hearted and unexpectedly effective way. It also helps to beak the ice and create a learning climate

  • Name Game

    This helps people learn each other's names in a light-hearted and unexpectedly effective way. It also helps to beak the ice and create a learning climate

  • Network Education

    This shows a simple way to create a learning community. The range of skills and topics covered is remarkable. This work was done in North London in the eighties before computers were easily available.

  • New Interests

    This page lists those issues that I am currently thinking about or starting to work on. If these are matters that interest you, please contact me for an informal discussion.

  • One Secret of Happiness

    When we share times when we were happy and times when we make others happy, it makes us happy (and builds community).

  • Open Systems Planning

    Open systems is a simple and powerful method for developing any system from an individual to an organisation. It can also be used for strategic planning and problem solving.

  • Organisation Development

    Work with internal consultants and managers to design and carry out activities, (workshops, surveys, training) to improve organisational effectiveness and culture.

  • Overworking

    Why so many people are working late, the costs and what can we do about it.

  • Performance – Ezine March 2004

    This issue is about managing performance. This depends on the person, their manager, colleagues, and the organisation.

  • Personal Development Workshops

    Look here for information about personal development workshops that use Core Process and other tools

  • Practical Developmental Ideas – Longer Range April 2008

    These are a few longer-range ideas. I hope they may inspire you to action.

  • Practical Developmental Ideas #1 April 2003

    This is about extending team working to look at teams of two, e.g. managers and secretaries and team working across systems.

  • Practical Developmental Ideas #2 May 2003

    This has two pieces on extending teamwork further to include team building between teams and groups. It has two outline designs for workshops that you can adapt.

  • Practical Developmental Ideas #3 June 2003

    This gives some ideas for making meetings more effective and enjoyable. It also gives links to other sources that you will find thought provoking.

  • Practical Developmental Ideas #4 July 2003

    This discusses the value of listening and gives some ways of having more of it in organisations. It gives links to information on two-way helping, see coconsulting and cocounselling for more.

  • Practical Developmental Ideas #5 August 2003

    This gives some thoughts and methods for developing everybody in an organisation rather than the critical few.

  • Practical Developmental Ideas #6 September/October 2003

    This talks about the value of appreciation and gives some ideas and exercises for increasing the amount of in the organisation.

  • Practical Developmental Ideas #7 November 2003

    This discusses how to grow the spirit of an organisation, team or individual using practical methods.

  • Practical Developmental Ideas #8 December 2003

    This gives some ideas about how to eliminate work so you can release time for development.

  • Practical Developmental Ideas #9 January/February 2004

    This gives some ideas about rest and renewal and asks for your thoughts too.

  • Practical Developmental Ideas #A1 March 2004

    This issue is about managing performance. This depends on the person, their manager, colleagues, and the organisation.

  • Practical Developmental Ideas #A2 April/May 2004

    This is about how we can increase the gearing and impact of the development work we do.

  • Practical Developmental Ideas #A3 June/July 2004

    This is about the causes of emotional blocks that can affect any area of a person's work or life. It gives some ways to remove them, illustrated with examples.

  • Practical Developmental Ideas #A4 August 2004

    This issue is about how to handle and resolve conflict. We often see conflict as destructive and it can be if mishandled. When you handle conflict well it can lead to magnificent creativity and growth.

  • Practical Developmental Ideas #A5 September 2004

    This issue is about how releasing creativity. I don't agree with the conventional view that only a few "special" people can be creative. There is a lot we can do to help release creativity from everyone, including ourselves.

  • Practical Developmental Ideas #A6 October 2004

    This issue is about accelerating learning. I have wondered for a long time how infants learn so fast and what we could do to keep learning as fast as they do.

  • Practical Developmental Ideas #A7 November 2004

    This issue is about the design of learning events. There are some principles and methods that can make learning events enjoyable and productive. When they work, learning events can make a big difference to an organisation. When they don't, they create cynicism that is very hard to shift.

  • Practical Developmental Ideas #A8 December 2004

    This issue has some ideas on what a developmental culture is and how we can develop one. In a developmental culture, learning happens easily without you having to drive it.

  • Practical Developmental Ideas #A9 January 2005

    This issue is about developing strategy. A strategy will help you get from where you are now to where you want to be.

  • Practical Developmental Ideas #B1 March 2005

    This issue is about ways to involve employees. People who work for organisations often have ideas and thoughts that could make all the difference but they don't express them. This note gives some practical ways to release them.

  • Practical Developmental Ideas #B2 May 2005

    This is about fun and learning. It has some ideas about how to make learning events and the organisation more fun and more creative.

  • Practical Developmental Ideas #B3 July 2005

    This ezine is about the power of being authentic and the impact we can have just by being ourselves.

  • Practical Developmental Ideas #B4 August 2005

    Attention is wonderful to receive and rewarding to give, but there is not much of it around in our busy lives. This ezine gives a few ideas about how to have more.

  • Practical Developmental Ideas #B5 September 2005

    This ezine gives some examples of positive ways to think about, our lives, work and world and some sources of positive inspiration.

  • Practical Developmental Ideas #B6 May 2006

    Everyone has a unique central strength, a "flame". This note shows how to strengthen our flames so we can shine more brightly.

  • Practical Developmental Ideas #B7 Ezine September 2006

    This explores this paradox that we spend our time doing, but are happiest and most effective being. It suggests some ways we can heal this split

  • Practical Developmental Ideas #B8 Ezine February 2007

    We live in a world of intense threat and great opportunity. This is also true at the smaller scale of an organisation. We will only make progress by working together. So building community is vital.

  • Practical ways to resolve conflict

    With these tools you can handle conflict so well it can lead to magnificent creativity and growth.

  • Presentation skills transformed in half an hour

    This is an extremely quick and powerful way to transform presentation skills by dealing with the fear of making a presentation directly

  • Preventing a major strike

    A major strike threatened that could have had serious economic and human consequences. I helped the managers share their best thinking and prevent it.

  • Process Development

    Sometimes you identify needs where there is no obvious solution or approach. Then it is fun to work together to create a brand new process. Some examples follow.

  • Profiling

    Profiling identifies what the best performers in a group of job holders do and how they think. The profile aids development, training and recruitment decisions.

  • Profiling excellent performers

    Profiling excellent performers helped the very best salespeople in a computer company discover what they did that made them special. The results were surprising and helped guide recruitment, training and development decisions.

  • Profiling for Excellence

    "Profiling" is a systematic method for discovering what excellent performers do that gives them the edge. When you know this, development and recruitment decisions become much easier.

  • Puzzles, Problems and Predicaments

    This describes three classes of issue, mechanical, emotional and spiritual and suggests ways to resolve them.

  • Realise your potential!

    Core process work will help you know who you are, identify your unique strength and use it enjoyably.

  • Realise your potential!

    Core process work helps you realise your potential and discover your purpose.

  • Realise your potential!

    Core process work will help you know who you are, identify your unique strength and use it enjoyably.

  • Recovering our ability to learn

    Most infants learn very effectively. This article gives some ideas about how adults an recover this ability.

  • Releasing Creativity

    This has some simple ideas about how to help people be more creative at work.

  • Removing Emotional Blocks to Success

    Emotional blocks can get in the way of us being both happy and successful. They can be shifted. This article shows how.

  • Rest and Renewal – Ezine January/February 2004

    This gives some ideas about rest and renewal and asks for your thoughts too.

  • Role Negotiation

    Role negotiation is a process for clarifying others' expectations of you and vice versa. It is a simple and powerful method of clarifying roles and a tough approach to team building.

  • Role of the District Manager

    The District Managers looked after a group of stores. Their remit was rather vague so they needed to think from first principles about how to add value.

  • Root causes of success of technology projects

    The causes of success of technology projects are "soft". They are about the management of the project. Still only 39% of projects succeed.

  • Rules of thumb for change agents

    This is a classic article by Herb Shepard. It gives some powerful and clear thoughts about how to get change to happen effectively

  • Rules of thumb for change agents

    This is a classic article by Herb Shepard. It gives some powerful and clear thoughts about how to get change to happen effectively

  • Running groups

    Simple things you can do that help groups work productively.

  • Running groups at work

    Simple things you can do that help groups run smoothly

  • Saying No and being Positive

    How to recover our ability to say "No!", when it is our interests to do so.

  • Secretaries or PA’s and Managers Workshop

    This helps managers and their secretaries or PA's work together better as a team. You can use this method for other pair relationships in an organisation.

  • Senior Manager – Regulatory body

    "Nick provides a relaxed environment that enables the best ideas and solutions to be formulated."

  • Setting Clear Boundaries by Lee Hogan

    People expect us to stand up for our rights and to clearly express our needs. They have more respect for us, research shows, and they learn very fast how to treat us.

  • Setting Priorities

    This provides a mechanism for thinking about personal and group priorities. Then you can concentrate your energy most productively.

  • Shared faiths response to the credit crunch

    A wise and clear report of an interfaith approach to the credit crunch. Very strong on "Wealth is more than money".

  • Sitting Pretty

    The negative health effects of sitting too long and what to do about it.

  • Small business owner

    "Nick helped me identify my Core Process two weeks ago and it immediately had a dramatic influence in my life."

  • Speaker, Trainer and Coach-course member

    "Nick's gentle style belies a depth of knowledge and experience."

  • Spirit – Ezine November 2003

    This discusses how to grow the spirit of an organisation, team or individual using practical methods.

  • Spirit and development

    This discusses how to grow the spirit of an organisation, team or individual using practical methods.

  • Spoons – A lateral thinking game

    This is a useful energiser. It makes people laugh and challenges them to think laterally.

  • Spoons – a lateral thinking game

    This brief game or exercise is a useful energiser. It also helps people laugh and challenges them to think laterally.

  • Strategic Relationship Building

    This a very simple way to build trust and co-operation between the top people in very different organisations who have to work together.

  • Strategic Relationship Building

    A simple way to build trust and cooperation between people from very different organisations who have to work together.

  • Strategy – Ezine January 2005

    This issue is about developing strategy. A strategy will help you get from where you are now to where you want to be.

  • Strategy Development using Appreciative Inquiry

    This short workshop helped people appreciate the strengths of their organisation, build an attractive shared vision and decide how to achieve it.

  • Strategy Development Workshop

    This short workshop helps people appreciate the strengths of their organisation, build an attractive shared vision and decide how to achieve it.

  • Strength Building

    This simple exercise can have a profound positive effect on participant's confidence in themselves and each other. Joy Knudson describes how she used it to help young mother's grow in self esteem and mutual trust.

  • Strength Building exercise

    This simple exercise can have a profound positive effect on people's confidence in themselves and each other. Joy Knudson describes how she used it to help young mother's grow in self esteem and mutual trust.

  • Strengthening your Flame and Clearing the Fog – Ezine May 2006

    Everyone has a unique central strength, a "flame". This note shows how make our flames shine more brightly.

  • Stress at Work

    This describes the costs of stress and work and some things that people at work can do to reduce stress for themselves and others.

  • Support Group Format

    A simple way to run a group where everyone get's heard and develops their thinking and confidence.

  • Supportive Organisation

    How to create effective co-operation throughout an organisation.

  • Systematic Approach to getting things done

    Coverdale training created this powerful model by observing what successful groups of people did when they were doing tasks together. It is an effective and efficient structure and process for running meetings.

  • Systematic Approach to getting things done.

    Coverdale training created this powerful model by observing what successful groups of people did when they were engaged in tasks.

  • Taking Core Process further _ Core Process 2

    Core Process 2 helps people get clearer about their purpose and how they can deliver it. The article explains the ideas and how to do it.

  • Team Building

    A Team Building workshop enables a team to tackle the most important issues it faces and to improve the way its members work together.

  • Team Building

    Team members had uncomfortable personal relationships that reduced their effectiveness. A tailored team building workshop solved the problem

  • Team Building between Groups

    These methods can help to build understanding between groups that may otherwise stereotype each other unhelpfully.

  • Team Building between Teams

    How to create teamwork between teams.

  • Team building between teams – Ezine May 2003

    This has two pieces on extending teamwork further to include team building between teams and groups. It has two outline designs for workshops that you can adapt.

  • Team Building exercise using Lego

    This is an enjoyable, practical exercise with potential for learning about using resources, listening, assumptions, learning from experience and creative thinking.

  • Team Building game using Lego

    This is an enjoyable, practical game with potential for learning about using resources, listening, assumptions, learning from experience and creative thinking.

  • Team Building using Lego

    This is an enjoyable, practical exercise with potential for learning about using resources, listening, assumptions, learning from experience and creative thinking.

  • Team Discipline in Meetings

    Disciplined team meetings are more effective and more enjoyable. Simple structures, rules and skills help.

  • Team Objectives

    Once a team has developed a vision and purpose, it can be used as a basis for creating team objectives.

  • Team of Two

    Much of the business of an organisation takes place between pairs of people. These interactions can be positive and developing or frustrating and destructive. You can improve them using this simple tool, the team of two.

  • Team of Two of Manager and PA

    This describes work to develop manager and PA teams using a simple tool - the Team of Two. Most pairs found this easy and helpful to use to help the work together be more efficient and more enjoyable.

  • Team Vision and Purpose

    Building your team requires strategy, planning and time. Creating a shared vision and purpose will help you to focus your energy and get results.

  • Teams in the real world

    This links to a model which illustrates the internal and external relationships of a team.

  • Techniques for working in groups

    Simple tools to help your meetings be more effective.

  • Techniques for working in groups

    This describes some effective techniques for helping people in a group work better together.

  • Ten questions about managing time

    Ten questions to help managers save time by doing less work, especially useless work.

  • The Power of being Positive Ezine September 2005

    This ezine gives some examples of positive ways to think about, our lives, work and world and some sources of positive inspiration

  • The wider system

    All teams have critical interactions with other teams and individuals. Some of these are outside the organisation.

  • Tick Tock!

    This is a simple energiser that you can use in a course or workshop to produce some laughter and relaxation.

  • Tick Tock!

    This is a simple energiser that you can use in a course or workshop to produce some laughter and relaxation.

  • Time Diary

    A Time Diary helps you become more aware of how you use time. Then you can decide to change the way you use your time, if you wish.

  • Time management – an effective tool for management development

    This shows how workshops on time management were able to change the culture of a company and the attitudes and behaviour of it's managers.

  • Time Planning

    This is a simple way to think about the major demands on your time and how to handle them. Individuals and teams can use the tool.

  • Time Planning Maps

    The maps help you become more aware of what you want to do with your time and where you could get some help.

  • Training Needs Analysis

    This outlines one way to find training needs that will help the organisation or business develop.

  • Understanding and improving any relationship

    This note describes "Seven-column Analysis" which is a powerful analytical tool for understanding and developing any relationship.

  • Using Pictures

    Use "Pictures" when an individual or a small team needs to think about where they are going and are looking for a direction in work, life or through a specific problem.

  • Vision Building

    A common vision in a company releases energy for co-operation towards the achievement of a common goal. These notes give some ideas on how to create one.

  • What is appreciation?

    How you can use appreciation to be an effective manager and influencer.

  • What makes a good CV?

    Two personnel managers give their ideas about what makes a good CV.

  • Who do I work with

    I work as a facilitator not an expert, this means that my job is to help people think about and work on issues that don't have one right answer.

  • Work goals map

    The things you do and think today help create the work world you live in tomorrow. A simple mapping tool can help have your work more the way you want it.

  • Work laundry. How to do more of the work we love that makes a difference and get rid of the rubbish.

    This can help people in organisations concentrate on those activities that are most rewarding, life affirming, creative and contribute to the long-term well being of the firm and the wider society. Part of this is about getting rid of dross and avoiding making low value work for each other.

  • Working in groups

    A group is usually working on a task, managing a process and dealing with members' feelings all at once. The note gives guidance on how anyone can help a group become more rewarding and effective.