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Talent Dynamics RSS Feed Blog Archive: 2010

Talent Dynamics January Sale

Its traditional this time of year to buy the new sofa you have been admiring but weren’t ready to splash out on, or get those designer clothes you wanted all season but didnt want to pay top dollar for.

So, for those of you that have been considering running a Talent Dynamics Taster Session, now is the perfect time to book one in. Between now and the 31st January, if you book  a session with us  – you can run it at a time to suit you either during or after January – we have added it to our January Sale and reduced the price from £997 to just £847! (that includes all 10 participants, recieving a personalised profile report each, valued at £1000!)

What is a Taster Session?

It’s a lively, interactive, two-hour session for up to 10 participants. Each participant receives their personal Talent Dynamics Profile Report and begins to understand the best way to create value within their team and how to leverage that value. Often, participants start to have real ‘aha’ moments about why certain relationships in the team are inhibiting performance. They can then begin to appreciate each others’ skills and approaches.

By the end of the Session, the team have an enhanced understanding of their own Profile, how to get into flow, and the role of others in a team and their flow patterns. The session delivers a high level of insight into how the team can operate much more efficiently. It serves as a great way for a team to check out if the Talent Dynamics Pathway is appropriate for them and is also a great energiser to break up a team/away day.

What some of our 2010 participants have said about the Taster Session

 “Insightful, enjoyable and user friendly. Certainly the most practical tool that I have used!” Chris Nitsche General Mills – Training & Recruitment Manager

“I have really enjoyed this session as it has showed how we as an organisation could improve the way we work together and increase the value of our business” Mo Ali – USP Creative

How to take advantage of the January Sale

Either call the office today and ask to speak to Michelle on 01772 634944 or drop us an email with your contact details, with ‘Taster Session’ as the subject header, to but hurry the sale will only be on until January 31st!

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Michelle's Decembers News

Hi there,

It’s a picture postcard as everyone gets ready for Christmas here in the UK right now. Snow on the ground, frost on the branches and the christmas lights on in the houses. The weather has stopped some of the activity here at TDHQ but not as much as in some places across the UK and with the wonders of technology these days, business is mostly, business as usual.

It’s a great time of year to be thinking about giving to those who are less fortunate than ourselves and I hope you enjoy the news we share this month about Talent Dynamics joining B1G1, so that we can contribute much more effectively and make a difference to many more peoples lives.

This week is a very special week for us at TDHQ, as we are running our first ever License Accrediatation training, with 10 of the top Coaches/Trainers and Leaders from across the UK. From the 1st January all 10 of them will be licensed to use the Talent Dynamics Profile as part of their client offering. We will tell you more about these license holders in next months newsletter, when we will also unveil the January Sale items (I was in retail for 15 years, a January sale is still in my psyche!)

Check out this testimonial from Marcus Ubl, GM of Triumphant Events, who shares how the recent one day TD programme will easily add 6 figures to their bottom line in the next 6 months!

I would love to take this opportunity to wish you the most fabulous Christmas holiday with your loved ones and a very prosperous and fun filled New Year!


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Jans Corner: Christmas and jobs beyond repair

It’s almost Christmas time and like every year many of us approach the period of the year with a mixed sense of excitement and dread. Officially, it represents the holidays of love and peace. Practically, it often means stress, overspending and overeating.

For me this is an example of where the Spirit or Intention of something great can wildly diverge from the experience we have when doing it. 

Take for example a job. Most of us either have it, own it or provide it (one or many of them) with the Intention to allow people to participate in creating and providing value of some kind to others. In Spirit, business is about people and for people. In practice, you may agree the experience can be quite different. The spirit is frequently lost in the fragmentation of abstracts goals, boring tasks and conflicting interests somewhere along the way.

Tim Ferriss, in his highly popular book The 4-hour Work Week, writes that improving some jobs would be like adding a set of designer curtains to a jail cell. These jobs just seem beyond repair. And more often than not people feel stuck in them for years. In the grand scheme of today’s economy this means that likely tens of millions of people on the planet show up every day to serve their working life prison sentence!

Sad but not necessarily how it has to be. If we look beyond the resignation and cynicism or beyond the repair attempts, we certainly could see the opportunity to rethink and redesign what we call jobs to better express the original Spirit of business and allow people to have a place to shine and belong to, and an environment to be their best and contribute their most. And for that, you and I need not be job providers like Richard Branson. 

This is where I see the Christmas parallel coming in. Consider what difference it would make and to the people around us, if we made our work and our Christmas about: 

  • The attention we give rather than the presents (rewards) we get
  • The quality of moments we share rather than quantity of food we eat and stuff we consume
  • The magical atmosphere we create rather than the stressful hype (or trance) we participate in

Let’s make business just as Christmas about the people and for the people. And let’s enjoy both the spirit and the experience.

Wishing you awesome holidays full of inspiration, connection and true re-creation!

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How you can educate a child for a month in India, through Talent Dynamics.

We are thrilled here at TDHQ to announce our new partnership with B1G1 — an extraordinary organisation that is causing change in a huge way and directly impacting thousands of lives by involving more businesses in contributing to charities and causes.

As you know, at TDHQ we believe that everyone has a fundamental right to experience flow. That’s our mission; it has been from day one and will continue to be. It’s why we do what we do! We also have a very strong connection and contribution ethic. We have always had a policy that 10% of our profits goes to the charity or cause that we support and we have done this almost ‘covertly’ in the past, because we didn’t think you needed to know about it.

Well all that changed recently when Michelle talked with Paul Dunn, Chairman of B1G1.

During that conversation we discovered that last year in the US alone, less than 4% of all contribution came from business. That’s a very low number of businesses that are making a difference back in to the communities in which they trade, so we decided it was time to ‘out’ our contributions and show it in a very transparent way through B1G1. We firmly believe that by doing this we can encourage other businesses to do something similar.

Here’s what Paul said when TD joined the B1G1 movement

“There is no doubt that ‘flow’ involves giving. Being in flow creates happiness and there’s now so much research to show that giving does precisely the same thing. So at B1G1 we’re really thrilled about this partnership with Talent Dynamics. Even more to the point, we’re thrilled that Michelle and the team really get the significance of ‘embedding’ the giving so that it becomes an effortless habit, connecting us even more to who we really are.”

What does this mean for you?

Whenever you choose to buy one of our products or services, we will make a direct contribution to one of the charities or causes in B1G1 (there are over 600 already to choose from) and we will tell you about it directly, so you will know that as well as your purchase making a difference to your team or organisation, it has made a difference somewhere else as well. You can even choose the charity if you like yourself. In the next few months, we will make it easier on our website for you to see the projects and how they relate to our products and services. 

For now though, the participants on our first ever License Accreditation Programme will discover today that as a result of ‘buying one’ programme, where they have become educated in using the Talent Dynamics Profile, each of them have also given education to  a child in India for a month

We think that’s pretty cool.We hope you do too and would love to hear your feedback.


Which Profile makes the best Leader?

An interesting question that gets posed on a regular basis…

Someone had to take the lead...

Last week, I was sent an article, describing the difference between Leadership and Management. A typical school of thought, that when analysed, suggests that Dynamo/Blaze profiles are the kinds of people we should be seeking as ‘leaders’.  It also described  a typical view of a ‘manager’, (having made them sound a lot less valuable) The way they described the Manager, exemplified the Steel and Tempo profiles.

Now, I understand why these schools of thought exist…  People can find the strategists , the Visionaries, the out of the box thinkers, the enigmatic, warm and people focused profiles more attractive… That’s one of their natural talents, these profiles tend to shine more, just by being the way they are. However, when you consider that the wealthiest man on the planet right now, Warren Buffett, is an Accumulator Profile. An introvert by nature. Systemized, planned, thorough and precise and he leads the business,  it kind of questions that ‘School of Leadership’ thought…

I was debriefing a Star Profile the other day, who up until 6 months ago, was hailed as the visionary leader in his business.  Quite literally, he was seen as a Star leader amongst others. His strong passion, vision, ability to excite and inspire others with new and bold projects, was exactly what was needed – until the financial crisis occurred, when his greatest talents became his biggest challenge. The business focused on cost cutting, restructure, detail and precision. He said he couldnt have felt more out of flow if he had tried and was aware that his ‘Talents’ were now being viewed as poor performance by the business.

A Lord profile I discussed this with, told me of how, until discovering her profile and value she rarely took the lead, always feeling in the shadow of the more extroverted profiles. However, when finally able to work in a team, that understood the profiles and knew her value, they recognised that it was crucial she took the lead on a project that required Clarity, Detail, Systems and information.  The project was an enormous success, the level of productivity was excellent and for the first time the team felt they had really grounded and succesfully completed a project. For the first time, she realised she was a Leader. Now, she knows there is a time and place where she is required to step up and that she too can ‘shine’

You see, there is no best profile to be a Leader. All 8 Profiles have tremendous Leadership qualities and abilities. True, they go about the delivery of that Leadership in a very different way and thats what makes them so valuable to your business.

Knowing that there is a time or situation, that is most appropriate for a particular profile to take the lead is really important

Here are the Leadership attributes and strengths from the different energies. It may help you as you determine who should be taking the lead on what and why its important to place value on all of them.

  • Dynamo Profiles – Task focused. Great at Initiation and getting things started. New projects. Action takers.
  • Blaze Profiles – People focused. Great at motiviating the team to action. Encourages strong collaboration and working to strengths.
  • Tempo Profiles – Activity focused. Great at consultation and connection. They ensure projects are delivered within timescales and to dependencies.
  • Steel Profiles – Data focused. Great at calculation of information and attention to detail. Ensures that clarity exists and completion occurs.


Employers must foster shared purpose to succeed, CIPD survey shows

Having a common purpose is vital for increasing engagement and productivity. Organisations that build and implement strong Enterprise Promises and Team Promises, really do see the levels of productivity and profitability increasing as backed up by this CIPD research and article.

Organisations with a strong sense of shared purpose outperform those that lack this unity, research from the CIPD has revealed.

But, in the YouGov survey of 2,000 employees, entitled Shared Purpose: The Golden Thread?, 35 per cent said their daily work was not aligned with their firm’s core purpose.

The research found that workplaces with a profit-based purpose tended to have staff that were less synchronised with the aims of the organisation, while respondents from workplaces with the “golden thread” reported better organisational performance overall.

In addition to improving performance, the survey found that having a sense of shared purpose also improves employee engagement and understanding of the organisation’s core goals.

Respondents working for organisations where a sense of shared purpose exists throughout seem far more likely to be engaged (84 per cent) than those employees who work for an organisation without a sense of shared purpose (32 per cent).

But while more than three-quarters (76 per cent) of employees agree that they know clearly what the core purpose of their organisation is, only 28 per cent believe that the purpose is shared throughout the whole organisation.

Claire McCartney, resourcing and talent planning adviser at the CIPD, said: “The difference between simply having an organisational purpose and having a shared sense of purpose is that the latter is shared by all employees working for the organisation and often beyond, to include external stakeholders. That is why we insist that an organisation’s shared sense of purpose is ‘the golden thread’ to which its strategy should be aligned.

“The research has established that the alignment of an organisation’s purpose, values and goals has clear benefits. In an uncertain economic climate this becomes even more important. As the public sector faces mounting pressures, those organisations that are able to align their purposes, values and goals for all employees will have a clear head start.”

via Employers must foster shared purpose to succeed, CIPD survey shows – People Management Magazine Online.

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Only 17 percent of the workforce believe they use all their strengths on the job

“Research data shows that most people do not come close to making full use of their assets at work – in fact, only 17 percent of the workforce believe they use all of their strengths on the job.”  from the book “Go put your strengths to work” by Marcus Buckingham

This is a sad statistic for us here at TDHQ and its our personal quest to change it for the better. We fundamentally believe that everyone has a right to experience flow and be in flow. Time and time again, where we see trust and flow occurring at a greater rate in the workplace, we find people enjoying their jobs, having fun and creating results that far outdo the competition.

Marcus Buckingham knows that where people focus on using their strengths, they create more success and feel more fulfilled. Actually, its not just your strengths, because you can learn to become strong at something thats not your natural talent. Its also important to focus your time, where you have the most enjoyment. When you couple the thing you are the best at, with the thing you enjoy doing the most and you are placed in a role where you can spend the majority of your time doing just that, its just so much more fun! Wouldn’t that make you want to come to work more often? Would it allow you to feel more valued? Would it feel less like work and much more enjoyable? Of course, we’ve heard clients, after they have changed their accountabilities, say exactly that!

It can be difficult for some people to believe that you can focus on your natural Talents and make that into a full time role and a valuable career. We were taught as children at school, that when we got a bad grade in a subject, we had to give it more time and attention to improve, we weren’t encouraged naturally to focus on the subjects we excelled at. Then, when we got a job, we were put into roles that maybe suited us but we were given accountabilities that didnt suit our Talents and were then sent on workshops to learn more about them and improve those areas! Good feedback was placed on the Appraisal around natural Talents but just as in the school report, the other areas often said “must do better in…”

If you want to improve the level of Trust and Flow in your team, why not conduct your own poll in the office and find out how many of your team feel that they use all of their strenghths in the role they are in. You may be suprised by the responses. Do drop us a line and let us know…

Radio Interview with co-Founder of Talent Dynamics

Michelle Clarke, co-founder of Talent Dynamics, is interviewed by Tetka Rhu, for her regular show, where she discusses why she started Talent Dynamics, what drives her and how everyone can experience more flow in their lives.

Click here to access the recording.

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November news

It might be getting colder outside but its hotting up at TD central! This month we ran our first international event thanks to Adventure Coaching They run super leadership programmes with teams both in, and outdoors, in New Zealand. Sarah, the MD, who is a real-life adventurer, asked me to share one of our Taster Sessions with a group they were working with.  They used the Talent Dynamics Profile tool, as part of their week long programme of learning, which was very cool! Check out their ‘How Adventurous are you’ quiz here to find out your adventure profile!

We will be doing some more taster sessions and full programmes with Adventure Coaching in New Zealand next year. If you know any companies in New Zealand that you think we should be talking to, please do drop me a line.

With current technology, we can run our two hour Taster Session anywhere in the world so, if you know of people who would be interested in researching if Talent Dynamics would work in their organisation, this is a great way to check it out!

I’m really looking forward to Decembers Profile Debrief License Training. As part of the accreditation process for the participants, we need some ‘real people’ to recieve their Profile and Debreif on the day. Its a great opportunity to have a free Talent Dynamics Profile and get to spend some quality time with some top coaches and trainers from around the UK as well. Click here for more information on how to take advantage of this offer.

Have an amazing month ahead.


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Being a square profile in a round hole

Its been a hot topic this week at TDHQ, as we have been discussing when, as team members, we are in and out of flow ourselves and what we need to do, to co-create flow for one another.

So what does  it feel like to be a square profile in a round hole? When we ask this question, so many of our clients and friends have experiences that they can share with us, from a time long ago, or, even quite recently as we discovered with one of our clients…

A Supporter profile we know, who is a Business Development Manager shared this inexplicable strory with us. Extremely outgoing, warm, great at building new connections (as Supporters generally are) and even better at generating sales, he returned from a holiday, fresh and ready to get out and about, meeting clients and hitting his sales targets. On his return however, on the Monday, he was asked to ‘bring his paperwork up to date’ before meeting any new clients. Taking him twice as long to do this, as a more organised and effecient Accumulator would, not only did he lose his post holiday sparkle but he didn’t make any sales that week, as he couldn’t leave the office until it was done! It actually resulted in him leaving that position, as it was’t allowing him to create the flow he knew he could for the company, or have any fun in the role for himself.

An extreme example, maybe but at least this client recognised he was out of flow because he understands the value that he brings to a team. He was able to make a more positive move for himself. How many other employees, stay in roles that take them out of flow, ultimately creating a lack of harmony in the team, which can destroy productivity and profitability?

Over time, being out of flow for a long period of time can really create high levels of stress, one of the highest causes of work related absence in the UK.  This client shared her experience.  “My previous role was like working with a strait jacket on. Being a creator I felt stifled at having to conform to the ‘this is the way we do things’ mentality. I was expected to maintain the status quo, keep my mouth shut and not rock the boat. The result being I went off sick with stress, the company lost a talent they sorely needed…”

Recognising that you or a member of your team are out of flow is a first and really important step to deciding what can be done next. There are many tell tale signs to look out for and here are just a few…

  • Levels of stress are being seen – this is very different to pressure which most people can cope with, Stress is something that is much harder to deal with
  • Becoming tired and lacking in energy generally.
  • Turning up late and leaving early.
  • Higher levels of disagreement than normal in the team, tempers flaring and unusual behaviours
  • Increased levels of staff turnover. People often leave when they don’t feel valued, they go where they can be more valued and can perform better
  • Decreases in Productivity, sales and overall results

When you see that individuals in your team are out of flow, remember the only way someone can be in flow, is if you put them into flow… so think about the role and the accountabilities you have given them.  What could they be doing that would allow them to have more fun, speed up their results, feel they are able to contribute more and will allow them to create a better result for the rest of the team?

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