Sometimes all you need is a new way of seeing. And some help along the way.
“YOU MUST HIRE THE ROSE GROUP INT’L®️ – THEIR ADVICE AND GUIDANCE IS WORLD CLASS AND ALL THE FEEDBACK THEY GAVE ME HAS COME TO FRUITION – SO DEFINITELY HEED THEIR ADVICE!”
SONYA OTTOWAY, PRESIDENT, NETBALL AMERICA
OPTIMIZE YOUR PROCESSES & TEAM FOR BUSINESS GOALS AND OBJECTIVES
Your company operates as a system, and it’s important to have a framework that provides you a comprehensive understanding of how your people work within that system. Helix Culture Types™, our proprietary and well-tested typology that analyzes the entire team, can provide immediate clarity around how to build a new team, explanations around legacy issues, and strategies to motivate your people.
It’s time for an assessment that works for business.
Our system is a methodical approach to understanding and altering the nuances of team dynamics, especially in the face of change.
If you are a leader, the Helix Culture Type™ Assessment answers complex questions about your team, like:
- Why are some people more engaged than others (and can I change it)?
- Who can I count on to develop innovative ideas?
- How can I create the best work environment for my people?
- Who is better suited for what roles within my organization?
- What is the best strategy for getting my people on board with a new initiative?
If you’re a team member, once we identify your Helix Culture Type™, we can better place you in the right role. We can also give you strategies and insight to better deal with conflicts between team members. We can answer questions like:
- What kind of a team structure do you prefer?
- How can you best deal with work conflict?
- What kind of roles within that group do you enjoy?
- What are you challenged by at work, and what do you excel at?
- How quickly do you recover from transitions (both predicted and unexpected)? Do you like change?
- When are you most creative, and how can you become more creative in the future?
More than any other method we’ve found, Helix™ Assessments offer key insight that allows us to help sculpt organizational change.
NOT ANOTHER PERSONALITY ASSESSMENT
There are many personality profiling systems available to organizations. They offer folks insight to their own quirks and habits. The usefulness of personality profiling in an organizational setting ends there.
If you’ve tried…
- Myers-Briggs Type Indicator®
- Color Code®
- Predictive Index®️
…and they left you disappointed…
While personality profiles are informative and useful on a personal level, they often fail to translate into real results for the organizations that use them.
Helix Culture Type™ assessment
HOW IT WORKS
Helix Culture Types™ are a workplace-oriented framework that is individually delivered and is a powerful tool for culture and team development.
The system employs a novel and updated perspective, based on published research underpinning established management and personnel theory and has been refined over years of successful engagements. Helix™ Assessment is unlike older personality typing systems, which have not kept pace with business’s need for team-oriented and quickly employable methods.
Helix™ Assessments measure two things: a person’s tolerance for change and how they operate in a team environment.
X-axis: Are you driven by a team environment, or do you prefer to work alone? Our X-axis measures Team – Self.
Y-axis: Do you prefer order or chaos? Our Y-axis measures Order – Chaos.
Helix™ names reflect an individual’s inherent work preference.
Our quantitative Helix Culture Type™ Assessment allows us to scatterplot your team, which provides immediate insights into the dynamics of your people.
how we’re different
Our typology—Helix Culture Types™ and our Helix Culture Type™ Assessment—differs significantly from personality profiling because Helix Culture Type™ Assessments don’t measure personality at all.
Instead, Helix Culture Type™ Assessments predict work preferences.
Helix Culture Types™ are designed to shed light on behaviors that can predict the type of work you enjoy and the structure of the work environment in which you excel.
Helix Culture Type™ Assessments are simple to use.
Having only four categories and two axes of measurement, a leader can start applying the information in their teams right away. It doesn’t matter if a team is made of three people or 3,000—Helix Culture Types™ are streamlined enough to integrate into every size of organization.
Helix Culture Type™ Assessments can predict how individuals will act during a major change.
Is your company going through an M&A, major reorganization, or some other kind of transition? Helix Culture Type™ Assessments will help predict who will adapt to the change quickly and who will need more time and guidance.
Helix Culture Type™ Assessments can help resolve internal disputes.
Knowing another person’s Helix Culture Type™ can explain why they are reacting the way they are as well as giving you tools to improve your interactions.
Helix Culture Type™ Assessments offer an innovative solution to accountability problems.
Many clients come to us to improve accountability. Helix Culture Types™ can guide analysis and training by elucidating the root cause of communication challenges, conflict, resistance to change, and poor productivity.
HELIX CULTURE TYPES™ FREE LEADERSHIP FROM AGE-BASED BIAS.
Instead of worrying over how to pair a Millennial with a Baby-Boomer, leadership can focus on the Helix Culture Type™ of individuals on the team. Our Helix™ framework is a much more accurate way to facilitate teamwork as opposed to generational assumptions. Furthermore, because all four Helix Culture Types™ are represented in every generation, a leader can feel confident that their assessment is free of age-based biases.
understanding helix culture types™
WHAT DOES MY HELIX CULTURE TYPE™ SAY ABOUT ME?
Before we explain what your Helix Culture Type™ Assessment says about you, it’s important to explain what it doesn’t. Our Helix Culture Type™ Assessment is designed to measure two things: how you work within a team and how tolerant you are of chaos. It is a tool to better understand your work preferences.
It’s also important to understand that no single Helix Culture Type™ is best suited for leadership. Every Type has strengths and preferences. Understanding Helix Culture Types™ is about understanding the value that each brings to an organization. Ideally, a good leader recognizes when and how to draw from every category, despite where they tend to land on the graph.
The names of each Helix Culture Type™ are intentionally descriptive and intuitive so that leadership can take the information from a Helix Culture Type™ Assessment and start applying it right away.
For example, Fixers tend to fix problems, Independents tend to act independently, Organizers tend to organize, and Stabilizers tend to create stability. Of course, that doesn’t mean that an Independent can’t be organized or that a Fixer is doomed to a life void of any stability. Anyone and everyone, usually on a day-to-day basis, acts independently, organizes something to some degree, fixes a problem, and creates a stable environment. What trait or traits a person chooses to demonstrate at any given moment in time is heavily influenced by the situation. However, while behavior is fluid and non-prescriptive, Helix Culture Types™ are designed to identify what is most natural, or where a person feels most at home. Even though everyone can learn to act like another Type with practice and intention, it generally isn’t a long-term option.
Fixers make up a little less than a quarter of the population at 22 percent. They are driven by team and chaos.
As their name suggests, Fixers tend to fix things; to take care of problems. Fixers are de facto problem solvers. They interpret roadblocks and curveballs as opportunities to brainstorm a solution. That isn’t to say that other Helix Culture Types™ can’t solve problems, but Fixers innately and automatically begin solving issues before they even arise. They are masters of “what-ifs” and contingency plans.
Fixers are interested in people—who they are, what their story is, and how they are impacted by change. We don’t mean to suggest that all Fixers are bleeding hearts and caregivers—what we mean is that Fixers are aware of how their actions and the actions of others impact each other and the work. Often, but not always, this awareness manifests in a desire to focus on a common good, to help others, and to offer support. Fixers are generally quick to lend a helping hand—they hate to be seen as lazy or ineffectual. A Fixer rarely stands on the sideline.
Independents orient toward chaos and self, and account for 18 percent of the population. Like Fixers, they prefer a chaotic environment, and like Organizers, they aren’t particularly concerned with teams and tend to work best alone.
From the view of order-tolerant Types, Independents are always going against the grain, causing problems, and undermining authority. They can appear unreliable and irresponsible. Actually, Independents just like to ask questions that challenge ideas, systems, and people. Independents live for disruption. They make upending tradition and routine a hobby. If they appear fickle, it’s because they struggle in what they might describe as the confines of rigid (what order-tolerant Types might call traditional) structures.
When an Independent starts a company, they probably won’t stick around to oversee the actual implementation—that is someone else’s specialty. Independent entrepreneurs are often called “serial entrepreneurs” for that very reason. They love the phase that includes big ideas and the opportunity to create something from nothing. Instead of ushering that organization to a multi-year success, they tend to hand it off to a CEO and are off and running with the next big idea.
By “Organizer,” we don’t necessarily mean “organized,” in that they always have an organized desk (although they often do) or a tidy house (although that is often the case). Instead, we mean to say that Organizers tend to categorize, assign, and classify information.
These individuals hold logic and reason above all else. It is their weapon against a chaotic world. They use data, trends, graphs, figures, and numbers to create meaning. Organizers want to understand the role or significance of each component in a system. How does it function? How does it relate to the whole? What are the mechanics behind it?
Organizers are our rarest Helix Culture Type™, comprising 17 percent of the population. They are order-tolerant and self-driven. When we refer to self-driven Types, we do not mean to imply they are selfish. Nor do we intend to suggest that they are narcissists, introverts, or anti-social weirdos (although if you self-identify as such, we support you!). Instead, we mean that they aren’t very concerned with team dynamics (unless they are studying them!), and do not mind operating outside of a social structure to some degree.
Stabilizers are driven by team and order.
They are deeply interested in others and prefer structure in their environment. They make up about 43 percent of the population, making them by far the most common Helix Culture Type™. Stabilizers are the foundation of an organization, not only because they are the majority, but because they act as an anchor. Stabilizers are solid—unwavering, steady, reliable. If put in the right position, they will show up every single day, on time, and do an incredible job within their realm of expertise. Stabilizers both seek and create security and certainty.
KURTZ CHANGE TRANSITION MODEL
The Kurtz Change Transition Model (KCTM) assesses an organization’s individualized appetite for change, based on the Helix Culture Types™ of its people. Unlike other change management frameworks that assume change creates an unavoidable and costly disruption period (the classic “U-shaped curve”), the KCTM teaches your leaders how to embrace the unique opportunity for innovation created by change.
The idea of a change transition model isn’t new. If you Google “organizational change transition,” you’ll find plenty of research. What you’ll notice is every model is “U” shaped. The KCTM (based off of George Davis’s model, which was originally conceived thirty years ago) is different in two significant ways. In the KCTM graph, the Let Go phase is a decision point, not a gradual change. Secondly, the KCTM shows an Innovation Phase, which is critical to understanding people’s capacity for significant levels of change.
The KCTM measures time on the x-axis and what we call “energy” on the y-axis. Energy isn’t synonymous with effort, although it is related. Energy is a metric of perception, enthusiasm, creativity, and willingness to go the extra mile. An energized company is one with a strong iX™—it has that certain indescribable quality in its atmosphere, a je ne sais quoi. When you step into the building you can feel the excitement in the air. Team members look forward to coming into work, are fully engaged, are willing to problem solve, and want to give more.