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Una’s Spotlight: Another New (Tax) Year

By Una Doyle

Sometimes life just throws you a curve ball and there’s not really very much you can do about it.

That’s what happened to my partner and myself this January when he started to feel unwell a couple of days into the New Year. Roll on a few weeks and he was rushed into hospital seriously ill and since then it’s been a long recovery, now about 95% complete.

So it’s now April, the start of a new tax year and we’ve decided that this will be our New Year.

A chance to start afresh. A chance to put in place the plans we were so excited about back in late December!

There are times in life when you have to admit you are not in control and this was definitely one of them. How do you react when life throws curve balls at you?

  • Get mad
  • Lie down and cry
  • Carry on regardless

Well I briefly experienced each of those at one time or another, however they’re not necessarily constructive!

So I thought it would be useful to look at this from a Talent Dynamics perspective taking each of the energies in turn to see what could be helpful in your professional and personal life.


Trusting in each other, honest and open communication and having each other’s back was essential during this period. We never lost sight of our primary purpose during this time which was to get him well enough to come home and then well enough to fully live life again.

“How clear are you and your team on your purpose? Do you prioritise your activities accordingly or just do the most urgent tasks, reacting to those who shout the loudest?”



I am a Star profile with pretty equal Dynamo and Blaze energies. When the ‘proverbial’ hit the fan I immediately went into emergency task mode. Being able to instantly come up with ideas to solve problems is useful – as long as it’s not overdone.

“How effective are you and your team at problem solving? Do you spend time to establish what kind of problem it is that you have?”

Innovation is not always the solution… For instance in this particular situation Blaze and Tempo elements turned out to be more important.


We both had to ask for help a lot more than usual. It was important to have the support of family and friends both emotionally and practically. In fact, it was the practical help that was required the most!

Thankfully we were also able to call upon some team members we’d worked with previously to help out with the business. And a cleaner was definitely essential too 😉

The vast majority of doctors and nurses that we dealt with were fantastic communicators and that made such a massive difference.

How substantial is your support network? In the event of an emergency who could you call upon? How effective is communication in your organisation and/or family?  What could you do now to be prepared with team members and/or freelancers to stand in when required?


Once the initial heart-stopping emergency was over it was a case of constantly reprioritising and rescheduling personal and work activities around his recovery. It took a while for me to realise how much time it actually took to not just visit but travel to and from the hospital and to do (or delegate) the activities he would normally do.

“How aware are you of how long things really take?”

This is important to manage your own workload as well as when working with team members. If you don’t know, simply use a kitchen timer or one on your smart phone to measure frequent activities. If you haven’t got high Tempo energy in your profile you may be surprised by what you find!

Use this knowledge to help you understand the return on investment you get from your activities, consider whether they’re really necessary and if they are, who is best placed to do them.


Understanding the measures being used to mark my partner’s recovery was very helpful, otherwise we would have been completely in the dark about progress.

“How effectively are you measuring progress on the projects and processes that are most important to you?”

Also related to Steel was the adaptability required by my partner (a Lord profile) to adjust to his circumstances while in hospital and then recuperating at home. Lots of uncertainty, noisy and unfamiliar surroundings and people didn’t make this easy, so it was important for me to provide support by being physically there and communicating effectively to alleviate that.

This applies to changes you may be looking to implement in your workplace!

“Do you consider those that may have high Tempo and/or Steel energy that will find change more challenging, no matter how much they may buy into the concept of it?”

Be sure to connect, listen and constantly over-communicate before, during and after the change.

Have you been dealt some rough hands recently and if so how did you handle them? I’d love to hear your views, please comment below.

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Jans Corner: Steven R Covey and individuals who make a difference

In many organisations an individual can be viewed as a little easily replaceable cog in a large machine. He or she can apparently hardly make any difference and that’s how many employees relate to their jobs.

I often see enthusiastic people who have great ideas, see great possibilities, and are eager to share their insights with other in their team or organisation. Yet they get stopped by the questions that might go something like this: “Who am I to think I change anything? Can I have any significant and lasting impact? I’m just an employee or a manager, I’m not a major decision maker. I am just a name in the box on the third, fifth, n-th level of the organisational chart. Who would even listen to me?”

Indeed, the power of the individual in companies – large or small – is greatly underestimated and underutilised. Mostly by the individuals themselves. They frequently look more at what they view they cannot change by their decisions and actions rather than what they can already influence now, however small it may seem.

18 years ago, there was one person who inspired me to think differently. It was Steven R. Covey through his book 7 Habits of Highly Effective People. Instead of thinking I can’t make a difference, I realised that I cannot not make a difference – if I focus on the right people and actions, and if I take the initiative. Ever since, I have studied and applied Dr. Covey’s thinking and principles and have been amazed by the impact of proactive empowered individuals in the interconnected world of business.

A regular employee will not be able to change the organisational strategy or culture but can greatly change his or her effectiveness and the contribution he has to others around him. By understanding them and their pressures and aspirations, by knowing oneself and learning to add value to others where it counts and where it makes a difference to their effectiveness, success and experience. The difference of us stepping up and taking on this personal leadership, however small our circle of influence might be gradually yet palpably leaves a mark around us. It engages our own vision and talent in service to others and only requires the willingness to start wherever one is and a little patience along the way.

A team or department managers can step up in a similar fashion. Slowly, proactively focus on adding more or better value to other departments and making them more effective and successful. The same spirit of service and empowerment applies. It doesn’t require others to change. It only demands the willingness to adjust to contribute better and more. One can start with question like:

:: What is our value to the other departments and how can we increase it or provide it better or more effectively?

:: How can we best leverage what the others bring to the table in our work so that we are all more successful as an organisation?

Often, small things make the biggest difference.

Ultimately, organisations are a lot less like machines with moving parts and more like organisms consisting of highly interdependent living organs and cells where each one has a great responsibility to and impact on the whole.

Rather then doubting our ability to make a difference, I invite you to consider the impact you are already making and proactively, intentionally and gradually grow it. Remember, you cannot not make a difference.

Steven R. Covey passed away recently but his legacy lives and so it his inspiring message for the workplace and life. So live, love, learn and leave a legacy – and watch the difference you make in the relationships and results… at home and, yes, at work, too.

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Una’s spotlight: Are You Operating in the Emotional Economy?

I was fascinated by this article from Jim Clifton of Gallup, ‘Good to Great? Or Lousy to Good?’

What Clifton is really talking about here is adding value to your customers. He’s calling this moving from ‘price to advice’, a nice snappy catchphrase to encompass the idea of choosing to build relationships over being a commodity. I think the article has some great examples of this, particularly with the author’s own organisation and why it’s choosing to stay with its current telephone supplier. Basically they have become a true partner.

We all have heard the wonderful examples of customer service that are worth talking about. I wonder though if they seem to you like those stories of families where the children are well behaved and they all get along, sounds amazing yet unrealistic?

The fact is that it doesn’t have to be that way. We talk a lot about value too, however we don’t just mean at the front line, as employees need to receive that great value from within the organisation itself.

The company needs to be clear about the value it delivers to its customers and focus on growing that value and leveraging it effectively. ‘Price to advice’ is one approach yet it’s not the only way to add value. It’s simple, there’s two ways to add value: innovation and timing and there’s two ways to leverage that value: through people and systems.

Employees must be connected to the Spirit energy of the company. No I’m not going woo woo on you, I’m talking about the organisation’s purpose, what it exists to do. Employees have got to be connected to who they truly are, how they each add value and how they can best leverage that value within and between teams, departments and divisions in ways that truly make a difference to the customer.

Clarity and alignment at all levels are absolutely vital. From what’s really important to achieve as an organisation in the next few months, to what to focus on in the next few days. When employees know if they are a Star profile that excels when shining their light on a product, project or team or an Accumulator that shines by making things happen on time, it helps everybody to have clear expectations and ramp up their performance.

All this helps for:

  • Employees to figure out the best career paths for success
  • Managers to understand the best roles and accountabilities for team members for employee engagement peak performance
  • Senior executives to know who’s best to lead on critical projects and how to support them
  • Teams to work together on organisational priorities instead of competing for resources
  • Every single person in a company to understand what their role is in adding value to the customer

This is what encourages customer to have a positive emotional relationship with your organisation, to be truly engaged. When this happens then you’re operating in the ‘emotional economy’ – think of the almost fanatically loyal customers that Apple and Southwest Airlines attract and keep. We’d all like more of those!

Increasing value and leverage throughout your organisation allows you to be sustain success and to scale that success and still keep your customers engaged.

How true is this for your organisation? What could you do to increase your value and leverage so you too operate in the emotional economy?

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Case Study: Triumphant Events

“After finishing the one day Talent Dynamics workshop in December, we calculated, that as a result, we could add a six figure sum to our bottom line within 6 months and we are on track to achieving this. The team now have a shared language that really adds to the performance of our dynamic, fast-paced environment.”  

Marcus Ubl General Manager Triumphant Events

Why we were asked to work with Triumphant Events

Triumphant Events, one of the UK’s leading Entrepreneur training companies specialising in working with Entrepreneurs to create substantial ROI’s through their high impact, intensive development programmes. Incredibly Creative as a team and with very dynamic leadership, this team were never short of ideas to generate additional revenues but they were keen to find a way to become more focused and grow at an even faster rate. 

Well versed in our sister companies Wealth Dynamics system and with a number of new members in the team, they were also keen to have everyone understand the best way to get into and stay in flow as a newly extended team. 

Having had members of the team in various locations and roles up to December, they also wanted to provide an environment of added cohesion and clarity of accountabilities for the coming months 

What we did

 The Triumphant Events team completed Step One on the Talent Dynamics Pathway – a one-day programme called Understanding Primary Purpose.

On this programme, individuals in the team received their personal Talent Dynamics Profile Reports and began to understand the best way to create value within their team and how to leverage that value with each other. They started to have some real ‘aha’ moments about where individuals were most in and out of flow and how this could be impacting both their results and the level of motivation in the team .

 We took the team through our unique process for creating scalable ideas ‘Rapid Flow’ and showed them how to turn these ideas into clear and focused accountabilities. Ideas that were aimed at growing lead generation and sales. The programme created situations that allowed participants – both as individuals and as a team – to experience together, flow, in a very empowering way.

Whom we worked with in the Enterprise

The leadership and operational team UK 

Programme timings

One day programme.

How the programme has impacted

The main impact of the programme, has been the way in which the team are now better able to leverage the incredible value they were already delivering. This is the key to impacting revenue and profit. They have really prioritised their focus and have individuals with clear accountabilities, motivated to deliver. 

Ideas for revenue generation were already happening through the leadership team and so the programme empowered all levels in the company to get involved in this and to feel more cohesively connected to the organisation. 

6 months ahead of their original schedule, their signature programme KPI Accelerator (Key Person of Influence) is being launched internationally into Australia and negotiations are currently under way for a 3rd country. 

A tremendous amount of promotional content has been created and launched through YouTube and other means, which is having significant impact on both lead generation and also conversion rates – clients watching the content are attending sales meetings already having made a decision and interested in specific questions. The online KPI videos have had over 11,000 views to date. 

The Sales process and lead to conversion time has sped up following intensive focus and additional training support.  The sales team feel more empowered and confident in their roles and clear about their accountabilities within this. 

Powerful products, manuals and speaker cards have been created for the KPI programme, which has dramatically, further increased the value of this programme.

Overall, the team are operating at a significantly higher level of performance than they were in December. They are motivated, excited and connected.

For more case studies, click here

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One size just doesn't fit all…

We’ve all been invited on courses of how to network better/more effectively. They are always run by some outgoing, extroverted individual who has no problem meeting heaps of brand new folks, who then take time to explain to everyone else just how easy it is to do! Of course they do – they all have a natural extroversion in their profile which makes it so much easier for them to do this!! It’s something they are naturally good at and therefore enjoy more.

Everyone has the ability to network successfully. There are different strategies that are more effective for the eight different Talent Dynamics Profile Types. There simply isn’t one size to fit all.

Now, I’m a Supporter Profile: we are natural, face-to-face networkers, great at building relationships quickly. We enjoy meeting new people and don’t enjoy the detail or the data analysis so much. Give me the choice of being in the office at my desk or at an event with 100 strangers – I’ll always choose the 100 strangers! It’s my natural talent.

I was at such an event recently. I had stood up confidently and shared my 60 second update on my company (extroverted profiles are OK with this public speaking as well). During the break I met with an Accumulator Profile. The first thing she said to me was “I wish I could be more like you!”.

I asked her why and she explained that, as a member of the legal profession, she didn’t favour these kind of events but had to do them. Many of her legal clients were expecting more extroverted and naturally-outgoing solicitors to work with! I really felt for her in that instant. I explained, that Accumulator’s make the most risk-averse of all the Profiles and are very well-suited to this role. They are the safest of all of the talent Dynamics Profiles and I assured her that, I for one, would prefer my solicitor to be an Accumulator Profile!

I also discussed with her some specific strategies she might like to employ with her networking that plays to her natural strengths.

So please don’t feel that you have to be this super-duper, over-the-top natural networker, constantly wondering why others are so much better at it than you.

Or the complete opposite, you find you are a natural networker but struggle with the detail in running your organisation. Realise your natural talents, utilise your natural strengths and find a team to support you with the talents that don’t come so naturally to you!

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Meeting Lord Sebastian Coe and discussing Primary Purpose of Organisations

Engaging the team, winning hearts and minds
It was very exciting to have Lord Sebastian Coe as the keynote speaker at the recent People Development Summit in Barcelona. His opening speech for the Summit focused at why London won the Olympic bid – I said why and not how, as this was one of the reasons London won. Lord Coe focused his team on the ‘why’ and not the ‘how’!

Just minutes before, over dinner with some of the UK’s leading learning and development managers and some of the most respected and competent training suppliers, I had been discussing how Talent Dynamics always begins by focusing teams and organisations at their Primary Purpose and how that links to value and leverage. We had been discussing this as the theme at the table was ‘thoroughly engaging the team with hearts and minds’ and being careful not to run employee engagement as a process.

We all smiled then when Lord Coe backed up everything we had just been discussing in his opening speech!

“Rarely are there only two horses in any race. The markets keep moving”

Lord Coe told us how the Olympic bid was being viewed as a “two-horse race” but in his experience there was no such thing – indeed the 1978 European Championships in Prague had been labelled a two-horse race, between Seb and Steve Ovett. As it turned out, neither of these horses won!

“The perception was we wouldn’t win it: we would get to a worthy semi-final only”

Lord Coe went on to explain that London was so far behind the other cities in approval points to win the bid it didn’t seem possible they could win. He knew why he was leading the bid and it was his passion for connecting young people to sport. He knew the impact the Olympics could have on young people entering both professional sports and sport for fun and could see that the Olympics was an enormous opportunity for young people in Britain.

“If you can get young people to see something different and extraordinary, you can give them a ticket to set them off”

Now his job was to turn the focus of his team away from ‘how’ they would deliver the Olympics safely, securely, on time and on budget (which everyone knew they could focus at later) and shifted the team to ‘why’ they were part of the Olympic Bid team. Why London should host the Olympics. Why they were giving up their time and leaving well paid jobs to be a part of this.

“A generation of youngsters who may now be moved to take up a sport…”

Changing the focus of his team led to London gaining 30 approval points in six months taking then to 60 points! He asked them all to understand internally why they were a part of this bid and why London should be picked and then he asked them to externalise that to others.

“ It happened as a result of a more compelling story and narrative”

London won the Olympic bid – it was a surprise to many people but not to Lord Coe and his team who were dedicated and passionate about the difference they were about to make to millions of young people across the UK!

So perhaps this week you can take some time out with the team from the how and the process improvements and refocus everyone on your Primary Purpose: why your organisation is here… why you are here?

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