How do you get perspective on the impact you have? What do others think of you or know about you?
The scientific research into personality and behaviour continues apace. There is real scope now to get a holistic understanding of our strengths and motivations, as well as those things that weaken us.
We have built considerable expertise in selecting, using and integrating diagnostic instruments from a range of proven publishers, as well as researching and development our own feedback tools. We have apprenticed ourselves diligently to acquiring and improving our knowledge and expertise, enabling us to give our clients unique insights and create powerful development plans.
| Diagnostic tool | Description |
|---|---|
| Leadership ID | Q. Learning’s proprietary 360° leadership software, including a customisable management competency tool. |
| EQi 2.0 | Emotional Intelligence tool designed to measure the emotional and social skills that influence the way we perceive and express ourselves, develop and maintain social relationships, and cope with challenges. |
| MBTI | Psychometric tool designed to measure psychological preferences in how people perceive the world and make decisions. |
| Spiral Dynamics | Cultural tool that reveals the codes that shape human nature, create global diversities, and drive organisational change. |
| Partnership & Team Performance | Q. Learning’s own tools for assessing the performance of partnerships and teams. |
| Pearman Personality Integrator |
Pearman provides a deepened understanding of your natural talents and how well they fit with what you are required to do on a daily basis. |
We begin with something that is a challenge for many: precisely what are you really good at? Taking a strengths-based approach liberates leaders and managers from the awful prospect of spending their days trying to change their personalities. We work with the grain of who you are and help you appreciate what you already do well, and how you can make this count by achieving levels of excellence and mastery.
Of course, there will be development needs too. There has to be a minimal level of acceptable performance even in areas you are weaker in. Our approach here is to help leaders and managers identify instances of ‘self-sabotage’ and then develop strategies for overcoming or neutralising them. Feedback can be in person, over the telephone or via webinar.