Products

Identifying the fundamental talents which optimise personal effectiveness and business impact.

If a person has talent and cannot use it, they have failed. If they have a talent and use only half of it, they have partly failed. If they have a talent and learn somehow to use the whole of it, they have
succeeded.

Thomas Wolfe

In 1999, Gallup reviewed their analysis of what the "world's greatest managers do". Their summary: the world's best managers do things differently to the average manager. In particular, they recruit not against CV experience or IQ, but for those deep-seated and fundamental patterns of behaviour, thinking and motivation that represent talent. And they manage by playing to strengths, not going against the grain of human nature by attempting to improve limitations.

Talent Zones extends this approach to provide a strength based model of effectiveness that bridges the gap between the Big Five of personality and conventional competency models.

Description

An on line self assessment questionnaire in forced choice format profiling ten zones of talent.

Reporting: an analysis of the ten talent zones with development planning prompts.

Applications

On line recruitment for front line and supervisory roles to identify those strengths with the leverage to drive exceptional performance.

Management development programmes to guide development planning around shifting leadership priorities, the optimisation of strengths, and how to minimise the impact of any shortcomings.

An input to management conferences to reinforce the impact of strengths in development planning for delegates who've been "Myers Brigg'd" out.