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The Power of Difference

On the 3rd April 2008 the following review apeared in People Management (Vol 14 No7 ), the magazine of the Chartered Institute of Personnel and Development.

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Endorsements

We thought you might like to know more about the people who have endorsed our book.

• Prof. David Clutterbuck is probably too well known to need much introduction. His name has been synonymous with mentoring and coaching for many years. He is the Principal of Clutterbuck Associates who specialise in team coaching and diversity. www.clutterbuckassociates.co.uk
• We first met John Spiers when we began our association with Mobil in the late 1980s. We subsequently worked with many IT teams for the Mobil-BP Joint Venture. When John moved to BP we went with him and have worked with him in the UK and America.
• We first met Kent Hill in the mid 1990s in Cleveland, Ohio, when he was planning to run an IT architecture conference in London. Since then we have worked with him on many projects in America and the UK.
• We first met Tim Johnsen in Nigeria in the late 1970s when he was ploughing a lonely entrepreneurial furrow with his business of supplying scientific laboratory equipment. Since then his organisation has become world-renowned. www.eagle-scientific.co.uk
• Karen has known Simon Galbraith since he was born. After gaining his PhD and working briefly for Shell, he set up his own company, Red Gate Software, which has won several prizes, including Best Small Software Company to work for. Your computer probably contains several bits and bobs supplied to the industry by his company. www.red-gate.com
  

 

The QUEST Profiler

We have recently added this psychometric questionnaire to our toolbox and have conducted upwards of 250 interviews over the last eighteen months on the results. We have found it to be both accurate and user friendly.

The Quest Profiler has been designed to measure a number of behavioural preferences related to the world of work. As with all psychometrics the results are based upon behavioural preferences and not ability. The implication is that preference equals practice equals performance. Although individuals may be able demonstrate other different behaviours dependent on ability, motivation, organisation culture and experience, these behaviours will be based on coping mechanisms and will use up energy and be short-term.

The questionnaire profile reflects the behavioural preferences of the candidate, together with their Leadership Style, Team Style, Culture Match and Competency Profile. It is therefore not only comprehensive but written in modern day language which is easily understood. An Accuracy Score reflects the degree of openness and consistency of the responses and can be used to get a feel for the reliability of the results.

All questionnaires of this nature should be used to create a dialogue and feedback should be given both orally and in writing. www.thequestprofiler.com