Corporate Workshops

Assisting teams to improve performance & collaboration and corporate culture change

Bickley Consulting Pty Ltd offers a custom-designed approach to executive coaching, team development and corporate culture transformation, and is based in West Perth.

Naomi Bickley’s background in both business and clinical psychology gives her a unique understanding of the challenges facing today’s workplace, understanding change, and an array of approaches to help develop and strengthen executive leaders, their teams and their companies. Her positive psychology strategies and interventions for the workplace are designed to optimise team culture, productivity and creativity.

Naomi is passionate about building long term relationships with clients, based on trust and wanting to make a difference.

Whether alleviating workplace stress, strengthening relationships within teams, improving communication between departments, or shifting whole company approaches, Naomi has consistently delivered positive, dynamic and lasting change to the people she works with, across a diverse range of sectors.

Regardless of the intervention or the sector, every endeavour is made to design and deliver a cost-effective and successful outcome. Having been successful for the past 18 years, Bickley Consulting prides itself on developing a respectful collaborative relationship with client organisations, and in delivering award-winning programs and services.

Groups, Departments & Whole of Company Consultation

Bickley Consulting has worked with a number of companies as an entire department, organization or company. This larger scale coaching and consultation involves examining and identifying key organisational objectives and developing a series of interventions that will help drive positive and lasting change.

Past clients in this domain include Bankwest, Water Corporation WA, various departments & hospitals in the WA Dept of Health, and Murdoch Veterinary School. As a Consultant for UWA Executive Education-AIM over the past 16+ years she has also provided extensive consultations in the WA Department of Health, including the provision of team-building and culture-change programs for intact hospital departments, leadership skills development for senior staff and one-on-one coaching for key personnel including medical, nurse-managers and executives.


Case Studies

Operating largely by word of mouth for almost two decades, Naomi has worked with individuals and teams in high-stress occupations such as some of Perth’s highest level executives in law, oil & gas, mining, finance, banking and senior managers and executives in many government departments, at both state and federal level as well as doctors, surgeons and veterinarians (since these professions have a high incidence of depression).

MURDOCH VET SCHOOL

Naomi has been integral to the Veterinary Professional Life course since its inception in 2009. Veterinarians have a high rate of depression, anxiety and suicidality and the VPL units aim to equip the vet students with personal resources that can help to prevent or address these issues.

One of the main features of this course is a three-day camp, with a major focus upon positive psychology, self-awareness, resilience and gratitude. Naomi has developed and delivered an evolving program centred around these themes, and the student engagement in the program is rewarding to see. Naomi also provides ad hoc counselling to students during the camp, with students often seeking her out. Naomi is essential to the success of the VPL, and staff and students are in awe of her skill, compassion and ability to empower.

CULTURE CHANGE PROGRAM AT LEADING PUBLIC HOSPITAL

Together with a colleague, Naomi assisted a very busy hospital department in a large public hospital undergo a culture change process following a series of reviews which found a long history of interpersonal problems between staff, and an entrenched culture or bullying and other inappropriate behaviours. Naomi and her colleague worked with the entire team to identify the key elements of their ideal team culture, including setting behavioural norms, shared & required values, and what outcomes they expected by developing a culture of excellence and high functioning teamwork. Specifically, this intervention focussed on the development of a Values-driven Culture Transformation.

Values‐driven organisations and health-care systems are highly successful because:

  • Values and behaviours drive culture
  • Culture drives employee fulfilment
  • Employee fulfilment drives mission assurance
  • Mission assurance drives customer satisfaction

In both private and public sectors, the key to success—whether it is in terms of employee or customer satisfaction—begins with the expressed values of the organisation or team. When we speak about “values” we are talking about the deeply held principles, ideals, or beliefs that people hold or adhere to when making decisions. Individuals express their values through their personal behaviours; organisations express their values through their cultural behaviours.

When there is a lack of alignment between the values of the culture of the organisation/team and the personal values of employees, the result is often low performance and/or low levels of staff engagement with the potential to negatively impact quality of products and services.

In this intervention, these two approaches were seamlessly merged at different phases of the process, to achieve the optimal outcome of engaging all staff in the design and delivery of their ideal workplace culture.

TEAM BUILDING INITIATIVE AT TOP-TIER LAW FIRM

Naomi developed a teambuilding strategy to assist the Partners in an intact team work together more collaboratively rather than competing with and unconsciously undermining each other. Although as individuals these Partners had excellent reputations in the marketplace, the climate within the team was competitive, agitated, disrespectful and toxic. Partners were observed to either argue, ignore, talk over or ridicule each other in meetings. Staff were becoming demotivated and believed that the behaviours displayed by these Partners was not only acceptable, it was expected. It was becoming increasingly difficult to attract and retain good quality staff. As a result, performance of the entire practice group (department) was declining.

As the Partners were largely unaware of their personal contribution to the culture of their team and of the department, a number of assessments were used to raise their awareness & guide them to decide what was acceptable terms of engagement. The assessments included:

The intervention included individual coaching for each of the Partners and a series of team building workshops with the Partners. Outcomes from the National HR Manager indicated that the intervention was successful and the Partners were observed to be more respectful of each other; worked together as a team; shared resources. The overall climate in the full team improved significantly to the extent that staff were no longer seeking a transfer to a different team, with an improvement in the overall business performance of the full team.