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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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Osmaan’s Observations: Opposites Attract

I’ve heard the saying ‘opposites attract’ when it comes to finding that special ‘one’, who you’d want to spend the rest of your life with.   But the same is also so true for me when it comes to my clients.

As I looked through my schedule for the week ahead, it struck me just how many of my current small business coaching clients are Creators and Stars!

To a Trader like me it could seem like they are from a far away planet.

The way they naturally think and act is so different from me.  But instead I truly get a buzz from working closely with them.

Dynamo Buzz

It’s because we are like ‘ying’ & ‘yang’.

They’re super innovative and always have so many ideas of what they could do.

I love seeing their reaction when ask I ask them – “when are you going to do it by?’ – it’s like I’ve sworn at them at times.

Instead of standing at the top of the ‘skyscraper’; admiring the view from there and thinking about all the potentials that are out there, Traders like to be at ground level and are very practical minded.

Typically if left to their own devices or without super self-discipline, a Creator or Star’s amazing visions can remain as an idea before the next spark of inspiration hits them (& then the next).

But you can’t really take an ‘idea’ to the bank to get cashed, can you now?

Tempo Reality

So I love helping these talented individuals to take their ideas and do some real stuff with them, so they have a greater chance of happening.

“Yes sometimes it can feel less ‘fun’ for them when they’re having to focus upon the nitty-gritty planning and execution stages. The same can be said for me, when given a blank piece of paper and attempting to come up the next new or novel idea!”

However, when you remember that we don’t have to do it all ourselves and that we use each other’s talents, then things can really start flowing more easily.  And that’s where the real magic is, as when you help other people to get into flow – they help you get into flow too!

What else could you ask for?

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Nicci’s Call: Leveraging the Value of Your Sales Meetings

By Nicola Bonfanti – Talent Dynamics for Sales

Lots of sales people make the mistake of talking too much in the first meeting with a new prospect, anxious to tell them everything about their company, products or services. The big opportunity of a first meeting is to discover the real scope of the prospect’s problems, by talking at them they will miss opportunities.

So use the first prospect meeting as a fact finding mission rather than a chance to roll out your usual presentation.

You are there to identify opportunities and find a mutual fit to see if and how you can actually help them. They should be doing most of the talking for 4 reasons

  1. So you can get a proper understanding of their issues so your proposal back to them can be tailored to those
  2. So you can lead and guide the meeting in the direction you want it to go
  3. So you don’t give away any of your expertise content now but just explain to them what they need to do, not how. That comes once you are working together
  4. If you don’t already know what their Talent Dynamics profile is, you will be able to get an idea from their conversation.

If you do know their Talent Dynamics profile, plan your questioning to accelerate the rapport building.

Dynamo Prospects

Start by focusing on them

  • Ask them to give you an overview of where the company is at and their role in it
  • Do they see big changes on the horizon?
  • What are the key issues that matter to them?

When talking about a product or service you have to help them,

  • Use a few key points to give an overview
  • Let them know the significance of the product or service to them personally as well as to the organisation
  • Point out new or innovative features and why that will benefit them
  • Speak in an animated manner and at a fairly rapid pace

At the end of the meeting ask them:

“How do you see us working together?”

Blaze Prospects

Start by focusing on them

  • Ask them to tell you how things are at the organisation, pick up on specific events or people you’ve heard about or that they’ve mentioned and ask about them
  • Ask them what they have heard about you and your organisation

When talking about a product or service you have to help them,

  • Give specific examples and case studies of other customers’ good experiences
  • Be personable and smile a lot as they will see that as a sign of acceptance
  • Speak in a casual, frank and friendly manner
  • Stay on task and don’t get too distracted by stories

At the end of the meeting ask them:

“Have you heard enough to make a decision about moving forward together?”

Tempo Prospects

Start by focusing on them

  • Ask them what they thought about the information you have sent them so far
  • Involve them in the process by asking what they thing about things in the organisation today
  • Ask them what would they change if they could

When talking about a product or service you have to help them,

  • Take time to go over a full list of advantages and benefits
  • Explain any side benefits or peripherals that are pertinent
  • Provide testimonials that highlight facts
  • Move at a steady, even pace

At the end of the meeting ask them:

“How would you like to take the next step forward?”

Steel Prospects

Start by focusing on them,

  • Ask them how business is doing
  • Ask them what improvements they are looking to make this year or this quarter
  • Ask them what they know about you so far

When talking about a product or service you have to help them,

  • Know your stuff, winging it will not cut it with them
  • Be able to show a bottom line on prices, features and benefits to them
  • Highlight any productivity benefits to them
  • Show them all the specifications
  • Take your time

At the end of the meeting ask them:

Do you need any further information to take a decision to move forward together?

Then make plans for the next meeting together.

Who will you try this approach with first?

More information about how you can leverage the value of your sales meetings at

Nicci Bonfanti will be leading one of the Break- Out sessions at the Trust Conference on September 11th.

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Nicci’s Call: Are You Challenging Enough?

By Nicola Bonfanti – Talent Dynamics for Sales

Last week I attended the global online conference “The Sales Acceleration Summit”. The first  keynote speaker was Matt Dixon, co-author of “The Challenger Sale” and almost every talk I attended after that made reference to the most effective type of salesperson – the Challenger.

So what is the Challenger sales person, why is it important if you are involved in selling at all and how can knowing your Talent Dynamics profile help you become more challenging?

Why does it matter?

According to the CEB research*, and this is what has been sending shock waves through sales departments globally since its publication in 2012, the typical relationship builder salesperson, i.e. Making sure the customer is happy, being of service, keeping relations sweet, (what most of the sales training of the last 10-15 years has been based on) was the LEAST effective sales person type, particularly in an economic downturn, and not only with complex sales but in almost every sales situation.

Instead the MOST effective type of sales person in every situation proved to be the Challenger type who understood the customer’s business, pushes the customer to think outside the box, doesn’t ask them what keeps them up at night but teaches them what should be keeping them up at night and is not afraid to build constructive tension with the client, to make them think.

What is a Challenger sales person?

A Challenger salesperson excels and outperforms other sales types in 3 key areas:

  1. Teaches for differentiation – is an expert in their field and brings a new perspective to the client and educates them in other ways of doing business.
  2. Tailors for resonance – understands what drives value with different customers and adapts their message accordingly  (which your understanding of your client’s Talent Dynamics profiles will help you do).
  3. Takes control – not afraid to take control of the conversation or discuss pricing and cost concerns with the customers on their own terms.

How can you be more challenging?

Before you try and take on these 3 areas it’s important to remember what your strengths as a sales person already are and how you can build on that to become more challenging. Which is your strongest energy in your profile?

Dynamo profiles
(Creator, Mechanic, Star) – you will be naturally good at teaching for differentiation, will have great ideas for improvements and changes. Your challenge will be to listen more to the client and understand their specific values and to tailor your proposal to their needs rather than your ideas.

Utilising your knowledge of Talent Dynamics profiles and applying that to your clients will help with listening.

Blaze profiles
(Supporter, Star, Deal Maker) – you will naturally be good at tailoring for resonance, adapting your ideas to the client’s specific expectations.  You may be fearful of taking control of the conversation and discuss finances, not wanting to “spoil” the relationship.

Having courage to talk finances for the good of the client and your ongoing relationship will help you overcome this.

Tempo profiles
(Trader, Deal Maker, Accumulator) – you will naturally be inclined to make sure the customer is well served, is happy and there are no tensions there.

In order to win and keep the client you need to explore with them new ways that your products and services can resolve not only their current issues but issues in the future.

Steel profiles
(Lord, Accumulator, Mechanic) – you will be comfortable about taking control of the sales meeting but may not have enough knowledge or ask enough questions to tailor the proposal in an original and stimulating way.

Use the data and research you have to demonstrate to your client how they could be using your products and services in different ways.

More information about how you can become a more challenging salesperson at

Nicci Bonfanti will be leading one of the Break- Out sessions at the Trust Conference on September 11th.

*CEB research in “The Challenger Sale “ (2012) by Matthew Dixon and Brent Adamson

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Corey’s Story: Talent Dynamics for Young People

By Teejay Dowe – Talent Dynamics for Young People

This is the story of Corey who’s mum and dad were worried about him because he was struggling at college, spent too much time alone in his room and was generally uncommunicative. Well, that’s what they thought anyway.

Corey’s Story

Corey’s mum had had a Talent Dynamics profile test done 12 months before and loved the difference that it made to her when she discovered she was a Mechanic profile. Because her son was doing engineering, seemed to like to be by himself and didn’t really engage that much in conversation she assumed that he must also have a lot of steel energy and be either a Lord or Mechanic and in order to try and get through to him both mum and dad communicated with lots of details, facts, figures, measures and so on.

And wondered why they just got a grunt back! A few weeks ago, when things were really coming to a head at home and at college Corey had the opportunity to be profiled too. And boy were they in for a surprise that was! He is not a Lord or Mechanic, he’s totally a Star!

The Talent Dynamics for Young People Profile Test

Mum and dad were really shocked at the time but then, it all started to make sense!

“Out of curiosity they began to change their communication style with him started to show him information, talk to him bigger picture and not go in to lots of detail about everything”

Low and behold he’s starting engaging in the conversation again to their delight. Mum realized that the exams that he had really excelled in had been oral exams where he had to present the topic and speak about the subject and he loved the attention and found it really easy. It made her think back to when he was little and would read him stories and it was the short stories he loves not the long ones with lots of facts in them. She thought back to his prom and how he was the one who had chosen not only a really loud suit to wear but insisted on the awesome top hat that went with it.

Beginning to Change

With this new found knowledge of who Corey really is life is beginning to change. Not only are they talking to him in different ways but they are encouraging him to explore job roles that are more in line with his star profile. If he is going to do engineering as a career perhaps his role will be in promoting new ideas, new systems, shining the light on the engineering world and it’s accomplishments. They are encouraging him to start a video blog reviewing and promoting new games, and advancements in technology.

“He has a great way with words, loves to be on camera and is awesome at sharing what’s good about a product and how to make it even better.”

Plus he has the technical knowledge to add credibility to his passion and therefore be really influential.

Really Starting to Shine

She told me that they had limited him in their expectations because of their assumption about who he was. Its funny, now that they have given him the gift of the profile, they said they couldn’t believe that they didn’t see it before and that they totally see the Star – they can’t believe they missed it. Well, maybe that’s because in trying to get him to live as someone else the Star lost his shine and now he’s getting it back again and life is easier, more exciting and definitely more in flow for him.

I wonder how many other young people are there like Corey who are struggling because we have judged them for who we think they are or expect them to  be instead of who they really are and should be allowed to be?

Teejay Dowe will be leading one of the Break- Out sessions at the Trust Conference on September 11th.

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Talent Dynamics launches into China!

I’m really excited to announce that so quickly after last months launch into Taiwan, Dr Brian Schwartz and his team are now translating and launching Talent Dynamics into China as well.

Brian and his team have joined our highly skilled Master License Holder/Trainer set and will be running their first Flow Consultant Accreditation, in China, in September 2013!

Dr. Schwartz is a psychologist and a leading expert in the fields of Career and Talent Management with a practice that extends 37 years and includes over 1700 career planning clients, over 500 executive assessments and several thousand additional assessments and coaching assignments in corporate and university settings.

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Una’s spotlight: The cost of Low Trust!

Last week saw a senior Goldman Sachs employee Greg Smith leave very publicly by denouncing the company culture saying, “I can honestly say that the environment now is as toxic and destructive as I have ever seen it.”

Greg had lost faith and trust in his employers and while many employees wouldn’t have the clout to get in the New York Times, that doesn’t mean that they couldn’t do some very serious damage to your organisation’s reputation.

Even more serious than your reputation are the underlying factors that could cause an employee to feel the way that Smith did. I’ve seen this in countless organisations where a complete lack of trust colours absolutely everything that is done.

When was the last time you experienced negative office politics slowing things down? People covering their behinds with mass emails? Managers reluctant to make decisions unless it’s a joint decision in a meeting so that any potential blame can be shared out equally or even passed to somebody else? People promoted out of harms way instead of poor performance being addressed?

Building trust may seem to be generated by competence and reliability, however, it goes much deeper than that.

As organisations go through further Talent Dynamics steps it becomes clear very quickly how much trust and integrity there is at a senior level. Will people let go and delegate properly? When discussing the purpose or promise of a team or organisation are people on the same planet, let alone the same page? Do people ‘do as I say, not as I do’?

If employees don’t trust management, how can they be 100 per cent believable when interacting with your clients? At least without it eating them up inside, potentially creating stress and even ill health.

The layers of additional work and bureaucracy created by a lack of trust cost the bottom line. Hugely.

Does your organisation share its financials with its employees? Does it share the thought process behind major decisions? Does it genuinely ask for input, provide feedback and create a genuine dialogue?

If not, why not?

What is it hiding? If you or your organisation aren’t hiding things from your employees then please be aware that is how it may well come across.

How to Generate Trust

  • Give trust wisely. Discover where your team members will add the most value and let them do so.
  • 10x communication. Whatever level of communication goes on in your organisation, increase it by ten times. Be open, honest and transparent in your dealings.  Answer all questions without any fear of reprisal.
  • Ask for feedback and input. While employee surveys can be useful, more useful is ongoing and regular feedback with line managers as part of regular 121s and team meetings.
  • All the world’s a stage. Remember that your team(s) watch what you do every day. How congruent is it with what you say? For one day, preface everything you do and say with the thought, “what would the most cynical employee think of this?” Would that change your behaviour, or perhaps how you communicate what you are up to?
  • Work with people’s energies. Remember to allow people to be in flow and to support them in their primary energy. A Steel energy person may feel pressured to come up with ideas but a Dynamo will be delighted to finally have an outlet for their innovation. Ask a Tempo person about how to build upon existing relationships with other teams/customers, not about how to make systems better. Get the Blaze people to help communicate and forge new relationships, to ‘sell’ internally the results your team is getting to build trust in your competence.

Finally, make sure that you’re in flow yourself and are building relationships based on trust and respect. If you can’t look yourself in the mirror then it will be challenging to look other people in the eye and mean it. You know that when you’re in flow the positive results you get make you feel better about yourself and help you to elevate others in your team and organisation.

This is the best way to help your customers and get the financial results that then naturally flow…

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Jans Corner: Bringing Ideas to Life

Good business ideas are always welcome. And sometimes there is even an abundance of them. But even the most revolutionary idea is of little use and benefit if not implemented. This is a well known fact and not rocket science, of course. Still what is common knowledge is not common practice. Why?

Implementation – a word often used in meetings and presentations – become something like a broken record. Partly due to overuse many seem to become immune to it, others are resisting it as, let’s be honest, implementation can mean a lot of work. And for what? It is easier to talk about it then to go and uhm, implement it?

When you look at the origins of implement as verb, you will find that it comes from a Latin word implementum which means to fill up, to fulfill. Implementing an idea is to fulfil on its promise and potential.

Not every idea may inspire us to fulfil on its promise and potential but there are at least a few that certainly do.

Did you know that inspire comes from Latin inspirare, which means “to breathe life into?”

When you are inspired to implement an idea, you bring it to life. This is not a mechanical intervention, but more of a natural next step in an organic process.

Bringing something to life successfully in enterprises and bold endeavours is not designed as a solo ride. For instance, you might have noticed that the best ideators (who originate the ideas) are not necessarily the best animators (to continue our linguistic adventure here, the word animateur comes from the French animer and means someone “who brings to life something”) and vice versa.

The Animateurs are those who bring to life new ways of thinking, seeing or interacting and create enthusiasm, energy and focus around them within teams and organisations. They express the essence of leadership – and embody both inspiration and trust needed to breath life into great ideas.

In Talent Dynamics we say that the best leaders are the Supporter profiles. Don’t get deceived by the name. Being an Animateur lies at heart of all Supporters. Fire-like energy, enthusiasm and drive to make things happen with others just wait to be awakened by a worthwhile idea, product or project. Along with empathy (being able to step into the shoes of other people and seeing their perspective and motives) they will take the lead and bring these to life in a way that engages others, builds trust and makes sure that the promise and potential is fulfilled…and you have fun along the way.

For your best ideas, projects and businesses, who are the best Animateurs in your team or organisation who could bring them to life? If you can find them and excite them you’ll see what happens when inspiration is ignited into bonfire.

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Talking Japanese!

I was in Tokyo recently, running a Talent Dynamics Accreditation workshop. My second trip within a few months and I really loved it. The people in Tokyo are the most polite and gracious I remember meeting. The food is divine, the weather warm and there is much to see and do!

The only downside to the trip was that I dont speak Japanese!

When I was with my translator, life was easy. He took me to restaurants and shops and ordered for me, told my taxi drivers where I was going and translated the entire workshop for me… but when I was alone, I was alone. Unable to read or communicate in Japanese. I nearly missed my plane home due to my poor communication with the taxi driver…

It made me think about, how often in our teams, we speak Japanese to one another! Not literally of course but how we think because we communicated a particular point, it was received in the way in which we intended it! Then when the outcome is not achieved blame the other person for not doing it right or not having understood it properly.

I realised if I had taken the time to learn even a little Japanese, I would have been so much more effective in Tokyo! In order to improve the results in your team’s, you really need to improve your communication to each other and the best way to do that is to learn the language that your colleague speaks…

First, you need to know their profile or Energy Frequency, as each frequency has a preferred style of communication. Its the way they like to communicate to you and the easiest way for you to communicate with them!

Communication Styles


Dynamo’s go through information quickly and want to get to the point. They will use vocabulary which is forward-moving and they will not want to work through the particulars of the detail or subject. They want to get through to the meat of the subject as soon as possible.

With a Dynamo you will want to focus in quickly on a few key points. You will want to highlight possibilities and big picture ideas or items that will grab their attention and give them a good overview of what you expect.


The Blaze is an extremely social person who places the highest importance on relationships with others. They thrive on interaction and can develop relationships with people that will last for long stretches of time. They love to chat!

Blazes are all about variety and connections with others.  Auditory communicators – they love to tell stories, and can relate experiences well to others through colorful examples that will resonate with many.


The Tempo frequency prefers a consultative communication approach, talking through things with others, even if it is just with one other person. Tempos are all about rock-solid, proven methods. They enjoy the security that comes from looking back and discussing together what has been done, was done right and was effective and reproducible.

Tempos are concerned with perception, wanting to have all of the peripheral information available to them, as opposed to the Dynamo for instance, who is more concerned with the big picture.


Steel frequencies are very analytical, preferring to crunch data and see the end results of their efforts. They are not concerned with interaction or social aspects of the job, and the feelings of the situation do not enter their radar screen.

Steels tend to see things in black and white, done or not done. Numbers and details fit nicely into their scheme of things. They can often come across as being pessimistic to Dynamo or Blaze frequencies by paying so much attention to black and white details, and are usually very meticulous, making sure that everything is going according to plan. They are more focused on loss rather than gain – the opposite of a Dynamo or Blaze.

Communicating the Final Words….

My last words to close the workshop, I attempted in Japanese. I had my words translated, I practised pronunciation with my Japanese friend and although I had to read it out, it was really well received, in that I had at least made the effort to communicate with the new PC’s in their own language.

Finally I would just like to end with….


Oh, if you dont speak very good Japanese, you can try this

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Creating a Vortex of Flow

Roger HamiltonWhat is the paradigm shift that 21st Century companies have taken, that enables them to outperform their rivals? Talent Dynamics generates power in team through trust and flow, and the creator of Talent Dynamics, Roger Hamilton uses the metaphor of the river which comes up often. Here are three different levels at which power can literally be drawn from a river, and what we can learn from them:

The Water Mill: The water mill has a water wheel that turns with the flow of the river. They date back to the Greeks and lasted through to the Middle Ages. You don’t see many of them anymore, as there is very little leverage in this system. If the river is slow, the wheel moves slowly. Many companies operate in the same way. They only flow at the pace of the market. When the market slows, so does business. Today, few companies can survive by simply opening their doors and waiting for customers, and most have lost out over the last 30 years to businesses in the second power paradigm:

The Dam: Why be limited by the flow of the river, if you can artificially hold up water flow, and then drop the water from a great height? It was with the advent of reinforced concrete in the 1800’s that dams could be built to leverage several 100 times more power than the traditional water mill. In a dam, falling water is forced through turbines with constant force, regardless of changes in the flow of the river. The industrial age corporation with its marketing and delivery channels, barriers to entry and sales funnels operated like dams, controlling and channelling flow. They were able to spin out more power and profit by keeping to a rigid structure. This paradigm is now failing, as rivers and market flow have fragmented and are far harder to capture. This is where the third power paradigm is taking over:

The Vortex: Roger Hamilton relates his experience at the Green School in Bali: “We are taking the Green School off the grid. We’re installing solar panels to power the school, and the latest technology in hydro-power, a river vortex. While dams cause major environmental damage, a vortex only needs a small height drop to work. Water is channelled into a circular structure which makes it spin as it drops, and this water vortex drives a turbine with 8 to 12 times the power of water that falls from the same height.” The most successful companies today work more like a vortex than a dam. Customers step in, and experience multiple touch points that continually heighten their trust in the company. Connection points are more frequent and faster paced. While a dam controls a customer until they escape, a vortex delights a customer and keeps them engaged for far longer. This is the future of hydro-power, and this is the future of business. This value vortex is a natural outcome of Talent Dynamics.

“In a value vortex, there is spiral of service and leadership that reinforces the promise and culture of the enterprise with every spin. All information and experience loops back and builds on itself. This system is far more powerful than the traditional ‘production line’ paradigm and, like a spinning top, it is far more sustainable and balanced.” – Roger James Hamilton


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