This is the archive...

First developed over 20 years ago, strengths-based assessments have been growing in popularity in recent decades among people leaders, coaches, and consultants. This is hardly surprising given the considerable benefits they offer organizations across virtually every stage of the talent lifecycle. Studies show that when organizations incorporate strengths-based assessment and development practices into their people strategy, they can achieve significant gains in both people and business outcomes. The ROI of strengths tests includes improvements in hiring outcomes, performance, engagement and retention, employee development, career progression, teamwork, well-being, and financial results.

Strengths and talent assessments are essentially measuring the same thing. They are both performance-based measures of the underlying qualities that energize people and enable them to do their best work. The main difference is that assessments describing themselves as “talent assessments” recognize an important distinction between talents and strengths that is often overlooked. One’s talents need to be optimized through skill building and experience to deliver value to the organization and be regarded as strengths by others. For example, one of my top 5 talents on the TalentPredix™ profile (which measures 20 critical work-related talents) is Leading. This means I am energized by inspiring and guiding people to achieve shared goals. However, over the years, I have had to develop a lot of skills, behaviours, and agility in the way I use this talent so that it is used effectively, creates a positive impact and is considered a valuable strength by others. At TalentPredix, we therefore talk about strengths being “fully optimized talents”.

Unlike popular personality tests such as MBTI and DISC, strengths-based assessments don’t pigeonhole people into oversimplified, and sometimes imprecise, personality types and categories. Instead, they focus on understanding what’s unique and different about people’s talents and behaviours and how people can bring the best of themselves to their job and career. Even when people have similar talents and strengths, strengths assessments recognize that people will apply them in different ways, depending on their aspirations, motivations, values, and background.

After 2 decades of use around the world by all types of organizations, strengths assessments must now evolve and adapt to the fast-changing needs of a modern workplace. Yet, in recent years, we have seen very little evolution of strengths-based assessments. Like many well-established personality tests, it appears that strengths tests have been slow to adapt and embrace innovation. To move strengths assessments into the new world of work, our team has created a next-generation strengths assessment that examines how combinations of talents, values and motivations can help people achieve higher levels of performance, career thriving and well-being at work. To reflect the fast-changing, volatile world we now live in, one of our four talent zones measures “Navigating Change”, which we define as “navigating and responding effectively to change”. Surprisingly, none of the other strengths assessments on the market today measures this vital strength area in such a targeted way. Uniquely, our assessment also examines the specific behaviours that show up when people overuse their strengths, in other words, when they use them too much or in the wrong way. For example, when one of my strengths, “Creativity”, is overused it can lead to me coming up with ideas that are unrealistic and unworkable

Yet there is plenty of work still to do by strengths test publishers and strengths practitioners to keep these assessments relevant and value-adding in future. Some of the opportunities for further research and innovation include:

  1. How do different combinations of strengths help us predict important employee outcomes, including job performance, engagement, readiness for progression, well-being, etc.?
  2. How do strengths combine with values, motivations, abilities, and other key human success factors to predict job success and other important employee outcomes?
  3. How can strengths assessment and development help employers bridge critical skills gaps in the workforce and support upskilling and reskilling so they are fit for the future?
  4. How can strengths-based approaches help employers create more flexible and motivating career options and pathways for employees?
  5. How can teams combine and leverage diverse strengths to generate better team cohesion and results?
  6. How can different strengths enable people to navigate major transitions (incl. onboarding, career changes, promotions, redundancies, retirement, etc.) effectively in ways that are meaningful to them?
  7. How do overused strengths (and combinations of strengths) impact performance and relationships and which pose greater career derailment risks for leaders and other employees?

There is another important opportunity where we believe strengths-based assessment and development tools could play a vital role in future. We would love to see other strengths test publishers, HR and L&D practitioners, and voluntary sector organizations working more closely together to bring the enormous benefits of this approach to the growing numbers of disadvantaged and marginalized job seekers and employees. A strengths-based hiring and development approach can help these people by empowering them to present their strengths, skills, and other standout qualities to employers in the best possible light. Moreover, by valuing and developing their strengths, disadvantaged job seekers and employees will develop self-confidence, agility and resilience, vital attributes to secure meaningful employment and progression. There are dozens of ways to help these groups. For example, TalentPredix provides significant discounts to companies in the voluntary sector and contributes a percentage of our sales revenue to charities helping disadvantaged job seekers.

Strengths assessments are now widely adopted by organizations in the UK and globally for numerous talent applications, including hiring, employee development, team building, creating great places to work and career progression. However, after two successful decades, strengths test publishers and practitioners need to adapt and innovate their tools and practices to meet the changing needs of the modern workplace.

Click here to discover how we help organizations unleash exceptional talent and thriving workplaces.

We are currently experiencing a crisis of trust in leadership. This is patently obvious in the political arena; however, it is just as apparent in the business world. The decisions leaders take and how they choose to implement them impact the trust relationship with their workforce, not just in the short term, but for months and even years to come.

There are numerous reasons for declining trust in leaders in recent decades including corporate cronyism, offshore tax havens and tax dodging, prioritizing short-term profitability over sustainable growth and environmental responsibility and a growing income disparity between top executive pay and other pay grades.

Shifting demographics and generational differences are also impacting on workplace trust. Millennials and other younger employees aren’t willing to blindly follow and trust leaders anymore. In fact, studies suggest they are developing an ever-growing mistrust of authority figures and trust their peers more than the leaders in their company. This is, at least in part, because of the breakdown of the traditional ‘psychological contract’, or set of beliefs, perceptions, and informal obligations governing the relationship between an employer and an employee. Most employers can no longer offer secure work and career progression, so this ‘contract’ is breaking down. This is likely to be exacerbated in the coming years as the pace and extent of automation and digitization of the workplace accelerates, leaving many people unemployed or having to fight for temporary work as part of the fast-growing “gig economy”. Many millennials have already seen their parents made redundant which has made them wary of giving their unfettered loyalty and trust to organizations and their leaders.

Below are 5 steps leaders can take to strengthen trust with their people:

Pursue a higher purpose beyond profit

Recent history is full of examples where leaders have placed greed and short-term shareholder returns over creating sustainable value for customers, employees, and society. Many companies are still turning a blind eye to the impact of their short-term and exploitative practices, including paying employees (and others in the supply chain) below the minimum wage, using questionable employment practices, and awarding top executives disproportionately high pay increases and bonuses. Awareness of these practices among employees, customers and the public is growing because of increased transparency and growing global connectedness resulting from rapid advances in online media and social networks that bypass traditional borders and boundaries.

To build greater trust, business leaders should invite their people to shape a greater purpose for their organization that contributes to a better and more sustainable future for all. This involves establishing a compelling purpose, ideally one that benefits all stakeholders, including customers, employees, suppliers, and society. By taking a multi-stakeholder perspective rather than a narrow shareholder one, positive leaders leverage additional perspectives, ideas and commitment for positive change and innovation that benefits everyone, not just the owners and C-suite. There are a growing number of organizations that are seeing the financial and non-financial benefits of building strong purpose-based companies. Most integrate sustainability goals into their purpose, not as a token act of “greenwashing”, but to ensure their business is prepared for the era of green energy and sustainability we are entering. Studies clearly show the value of creating business that are a force for good in the world. Great examples include Unilever, Novo Nordisk Pharmaceuticals and Patagonia.

Ensure transparent and human-centred people practices

Social media has immense power to expose people and companies which are engaging in exploitative, potentially unlawful, or irresponsible behaviour. By ensuring all their actions and decisions are ethical, fit for public scrutiny and transparent, leaders can build a culture of openness, integrity and trust.

When taking a decision that is potentially risky or damaging to one or more groups of stakeholders, leader can ask questions such as: “Would I be happy for my friends and family to see this decision, and the consequences, reported on a major social media platform like Twitter?” As well as measuring themselves against this type of standard, the best leaders ensure their employees are held accountable to similar standards, reducing the risks of unethical behaviour or a poor decision that can undermine trust, reputation, and customer loyalty.

Bridge the gap between words and actions

It is imperative that leaders’ words are matched by consistent and reliable follow-through so people can trust they will do what they say. If leaders don’t follow through on their commitments, people will quickly lose trust and respect in them. Even little discrepancies between promises and actions can undermine trust as it is a fragile bond, especially when a leader is new in role and they are still building up connections and trust with their people.

Tackle misinformation and fake news

One of the downsides of pervasive social media is that it amplifies fake news and misinformation. It is important for leaders to understand and tackle untruths and misinformation decisively by highlighting inaccuracies, especially if they pose a risk to staff or the business. They should ensure people have good access to reliable, fact-checked sources of information they can count on.

Be honest about bad news

Attempting to shield employees from bad news undermines trust and disempowers employees as they can’t help to tackle the problem. It is therefore imperative that leaders speak as much as possible from their heart, adopting an ‘open and honest’ policy when it comes to dealing with negative news such as layoffs, failure to secure additional funding, poor sales performance, etc. In this new digital age, the truth will quickly be outed if leaders try to hide tough messages from staff, as the rumour mill is now super-charged by online communities and social media channels. It is clearly always important to judge the timing of the communication and deliver bad news in a considered and compassionate manner. However, it is vital to be open and honest insofar as possible.

Trust is at the heart of positive leadership. However, in a dynamic, digital world characterized by information overload, misinformation, fake news and growing employee and stakeholder scrutiny, leaders are struggling to build high levels of trust and respect among employees and other stakeholders. By being open, transparent, decisive and collaborative, leaders will build stronger bonds of trust with employees to unlock their engagement, effort, and excellence.

The value of inquiry, or powerful questioning, is well established and becoming even more relevant in today’s hyper-competitive, fast-changing, and unpredictable business environment.

The advantages are numerous and include:

However, studies show that leaders still use far more advocacy (i.e., putting forward arguments and imposing their own views), rather than engaging in questioning. This is frequently reinforced by the culture of the organization which encourages top-down ‘tell’ approaches to getting things done rather than listening, exploration and questioning. Leaders commonly fall into the “trap or illusion of expertise”. This happens when they feel they possess superior expertise and should have all the answers by virtue of their position and/or experience.

In his book “Humble Inquiry”, leading business author and psychologist, Edgar Schein, defines inquiry as “the fine art of drawing someone out, of asking questions to which you do not already know the answer, of building a relationship based on curiosity and interest in the other person.” This definition underscores the importance of being curious and asking open-ended questions to help improve the quality of problem-solving, overcome challenges and unlock a growth mindset.

In my coaching and leadership development work over several decades, I have observed many leaders make huge strides in the way they lead and influence others through focusing more time and effort on questioning rather than advocacy in regular 1-1 check-ins with employees, team and project meetings, coaching conversations, negotiations, customer interactions and other common interpersonal situations.

Asking powerful questions is natural to all of us, it’s something young children discover early on to facilitate learning and growth. However, adults (including leaders) often neglect this skill when they move beyond childhood. The good news is that it can be re-learned if practiced consciously and regularly.

To master the art of powerful questioning, you first need to build up your arsenal of powerful questions. In doing so, the following principles are important to keep in mind:

To help improve your questioning skill and behaviours, we have listed below examples of powerful questions you can ask in different situations.

Planning a new strategy

  1. What is our purpose? What is our vision or “picture of success?”
  2. Who are our most important customers?
  3. What do customers value most about our products and service? What additional value would they like that we’re not providing currently?
  4. What are the 5 strategic goals that will deliver the most value to stakeholders (customers, board, employees, etc.) during the next 3-5 years?
  5. How will we measure our success?


  1. Who owns this problem?
  2. What are the options? What are the benefits and drawbacks of each?
  3. What criteria will you use to evaluate the options?
  4. What additional input and data would help you make a better decision?
  5. Do you need to decide this right now? What will you gain by waiting?

Onboarding a new hire

  1. What do you see as your greatest challenges and opportunities in the new role?
  2. Do you have any questions or concerns at this stage?
  3. What would you like to learn from me?
  4. How can I best support you during the first few months?
  5. How often would you like check-ins to discuss how it’s going?

Performance conversations

  1. What are you biggest achievements you are most proud of?
  2. What are the most motivating aspects of your job? And the least motivating?
  3. What new skills or capabilities will help you improve your performance?
  4. What’s the biggest challenge you’re facing? What options do you have to tackle this?
  5. How can I best support you?

Overcoming conflict

  1. What outcome are you ideally looking for to resolve this?
  2. What aspects of my position/view do you agree with?
  3. Can you imagine a solution that might satisfy both of us (at least partially)? How can we move towards this?
  4. What are the risks (for us, the organization, and other stakeholders) if we don’t reach agreement?
  5. What positive steps can we take in the next 30 days to try to resolve this together?

Leading change

  1. What questions do you have about why we are changing?
  2. What ideas do you have to help us with the planned change?
  3. How will the change impact the way you do your job? Is there anything we should be aware of that we haven’t yet considered?
  4. How are you feeling about the change?
  5. What concerns do you have? What help can I offer to help you with these concerns?

Career conversations

  1. What career options and pathways excite you the most?
  2. What are your standout strengths? How can you develop more skill and effectiveness in these areas?
  3. In the next 2-3 years, what would you most like to achieve in your career? What is the first step you can take towards this goal?
  4. What skill or capability area would you most like to develop to achieve your career goal/s?
  5. What support will you need to achieve your goal/s?

Developing your leadership effectiveness

  1. How can you measure your impact as a leader?
  2. What would your key stakeholders (manager, peers, and direct reports) say about your leadership strengths and improvement areas?
  3. What are your standout leadership strengths that co-workers value most? How can you take these to the next level to grow your leadership effectiveness?
  4. When have you come up short? How can you develop these areas?
  5. How will you adapt and develop yourself as a leader to be future-fit?

The art of powerful questioning is at the heart of effective leadership. It enables leaders to unlock the ideas, perspectives, and talents of those they are seeking to lead. It also helps leaders build strong relationships of trust, candour, and openness. So, if you want to be a great rather than a mediocre leader, start asking more powerful questions today.

Challenge yourself to improve your questioning skills and behaviours in a week with our 7-Day Powerful Questioning Challenge. You can access it here.

Dear Danielle,

I would like to take this opportunity to welcome you as my successor as team leader for the Engineering team here at NetFlo.
It has been a great privilege to lead the team during the past 2 years. As I mentioned during your hiring process, the team has some formidable challenges ahead as the business scales and moves into new global markets. I thought it would be helpful to leave some guidance and principles that I’ve learned during my time in the role, having started as a new team leader myself. I understand of course that you will have your own aspirations, ideas, and style that you will be bringing to the role, however, I hope that this guidance may be useful to you as a relatively new team leader.

Provide clarity

As my mentor, Helen, always says “teams typically fail because the leader fails to provide clarity”. When I started, I wasn’t explicit enough about my aspirations and standards for the team. I also assumed roles were clear, but it turned out that they weren’t clear enough. This created uncertainty, confusion, and in-fighting early on. Fortunately, Helen helped me to understand that clarity is a prerequisite for high-performing teams. One exercise she had me do was to write down what I expected from the team as a whole and from each team member. I then shared these expectations with individuals and the team, inviting feedback on any areas that were still unclear. During 1-1s, I created SMART (specific, measurable, agreed, realistic and timebound) goals with each team member. The team did a similar exercise, during which we also clarified areas of responsibility. This flushed out several points of overlap and tension that we discussed and resolved together.

Give people something big and exciting to aim for

At the recent training I attended, we spoke a lot about the need to provide exciting and inspiring goals for the team. The trainer showed us an excellent video called “How Great Leaders Inspire Action” by a really inspirational speaker called Simon Sinek. This explains why it’s so important to provide a meaningful purpose for people to aim for. Helen added another concept that I love as it’s got a very memorable name. She says I need to ensure the team has a BHAG, a Big Hairy Audacious Goal! The team loved this concept and we have started exploring how we can create even more value for NetFlo’s customers by integrating the latest AI technologies into the platform. The team seem very excited about this opportunity.
We’ve started to discuss the idea of our purpose as a team, however, we haven’t completed this work so it’d be great if you could pick it up with the team. We are using a straightforward tool called a Team Shield & Charter that the trainer on my leader program shared with us. I’ve attached a copy of this below. I hope it’s as useful to you as it’s been to me.

Team Shield & Charter Diagram blog image

Promote a safe environment of challenge and candour

About a year ago, Raj (my boss at the time) shared a fascinating article about the research Google did on the drivers of high-performing teams. They called this Project Aristotle, and you can read the piece here. They found that the most important factor behind great teams is what they called “psychological safety”. This sounds like a fancy concept but is actually quite straightforward. It involves creating a safe environment where team members feel they can express themselves candidly without having to worry about saying the wrong thing or feeling they are undermining their colleagues. Of course, creating such an environment is harder than it sounds but I have learned that the leader needs to set the tone. You can do this by ensuring all team members have an opportunity to have their say on important topics and encouraging them to be totally upfront about what they really think and feel. This takes time, particularly with quieter, more risk-averse team members. However, the more you encourage and promote candour and constructive challenge, the more they will trust the team and share openly.

Invest in developing and stretching team members

Megan, our Chief People Officer, is passionate about developing people. She has taught me a great deal about the importance of developing team members during my time with NetFlo. She helped me understand the importance of setting aside regular time to meet with team members to discuss their development goals and support them to find motivating pathways to achieve these. Each team member now has a personal development plan and I have met with them quarterly to discuss progress and ways I can help them develop. Megan advised me to do this as a separate process, outside my regular performance dialogues. This ensures there is dedicated time set aside to focus on everyone’s career and development priorities. I have also learned the importance of helping people cultivate a growth mindset, or the belief that abilities can be improved through hard work and continuous learning. I used to hate failure myself as I’m a bit of a perfectionist. However, I now understand that failure is an essential part of everyone’s growth journey. I have explained this to the team, and we have openly discussed our failures and what we have learned from them.

Another lesson I learned from Helen is that people relish challenge, provided it plays to their strengths and career motivations. Challenging people in areas they really aren’t energized by can cause negative feelings and demotivate them. I, therefore, try to create regular opportunities for team members to put their strengths and skills to the test in ways that are motivating for them. This encourages everyone to move beyond their comfort zone so they can continue to learn and become better.

Be like Yoda

I used to fall into the trap of what Helen calls the “illusion of expertise”. This happens when leaders feel they possess superior expertise and should have all the answers by virtue of their position. However, I have now learned (the hard way) that I cannot possibly know everything. The real expertise and know-how rests with my direct reports and the broader team. To get the best out of people, I now empower them using active listening, questioning, and coaching.

Powerful questions have become my leadership superskill, as they enable me to be a better coach, communicator, and influencer. They help me to draw out others’ ideas and perspectives about how to tackle challenges, deal with change and deliver on customer needs. By listening carefully rather than telling them what to do or trying to persuade them that my approach is best, I also get to better understand their problem-solving skills, ability to learn and potential.

Some particularly powerful questions I now regularly use with the team include:

Performance conversations


During the leadership training, we learned to apply a coaching method called the GROW Coaching Model. GROW is a mnemonic for Goal, Reality, Options, and Way Forward (or Will). Apparently, it is the most widely used business coaching approach and I can see why! It’s easy to apply and very effective in helping people become better problem-solvers, overcome challenges, and take ownership for coming up with good solutions. I thought that coaching would be very time-consuming, however, I’ve found that with a bit of practice, coaching conversations can be quite efficient and save me time later. You’ll find a more detailed explanation of the GROW approach here.
A year or so ago, Helen encouraged me to practice coming up with new questions to use with the broader team every week. It’s been a fun challenge and based on my last 360-degree feedback survey, has made me a much better leader and coach.

Provide constructive feedback

I used to really struggle with tough feedback conversations. In fact, I always tried to avoid these conversations hoping that the problem would resolve itself. However, this tactic invariably led to the underperformance getting worse and resentment building among other members of the team.

During a training program last year, I learned a great new approach that I have been using with team members. It’s called the SBI (Situation, Behaviour, Impact) feedback method. It is relatively straightforward to apply although requires a bit of practice before you can use it effectively. Use the following questions to guide your feedback:

Just remember to ensure you provide an opportunity for the person to respond to your feedback and commit to any change they want to make as a result.

You can also use this approach to give positive feedback so it’s super versatile which is one reason I like it so much.

Provide regular recognition and praise

Like many leaders, I am not very good at spotting and recognising effort and achievements in the team. After a very insightful feedback session with Raj, I realised the importance of giving regular recognition and praise. He taught me that everyone needs to feel valued and acknowledged, particularly those who are lacking in confidence or are new to the team. I am now learning the art of conscious observation to spot less obvious improvements in effort and behaviour, as well as more obvious achievements. I use my 1-1 check-ins and team meetings to recognise and acknowledge these successes using a variety of no and low-cost approaches, some of which you can find here. I also start each team meeting with a quick-fire round from each team member about the successes they have achieved since the last meeting before we dive in to talk about our challenges and problems. I find this lifts the mood in the room and raises our motivation and productivity during these meetings.

Encourage experimentation and adaptation

Given how fast everything is changing, I have encouraged the team to develop a growth mindset and be ready for change. To make this practical, the team has come up with the following ideas and principles that we now apply:

Manage your energy and time skilfully

I could tell when we met that you are clearly enthusiastic to get started. To help you avoid the mistake I made at the beginning that almost caused me to burn out, I would like to caution you about the high workload and conflicting demands you will face in this role. It can easily become all-consuming if you don’t manage your workload and boundaries effectively. Raj is a great boss but can be very demanding at times. Managing 8 direct reports also requires a lot of time and mental energy. So, make sure you create clear work routines and boundaries from the get-go. Allow yourself enough time for thinking, building relationships, and learning, especially during the first 3-6 months, when you are still learning the ropes. To maintain your energy and well-being, you will also need to prioritise and protect time for holidays, rest, and to be with your family.

I will miss the team but know they’ll be in great hands with you as their new leader. I think your enthusiasm, experience with some of the latest technologies and great communication skills will enable you to do a great job. Please don’t hesitate to contact me if you want any additional insights or simply a sounding board to explore options and ideas. It’ll be great to stay connected.

Wishing you everything of the best,

Note: The company and all characters in the letter are fictional.

If you want help building peak-performing teams, contact us to arrange a meeting at

As Liz Truss, the UK’s new Prime Minister, starts her challenging role amidst multiple crises, it is worth reflecting on the principles underpinning effective leadership transitions.
Leadership transitions are becoming increasingly common. They occur when executives or leaders move to new jobs in different organizations or when leaders are promoted in their current company. However, in today’s hyper-competitive and volatile environment, successful moves are increasingly challenging, even for the brightest and most experienced leaders. The failure rate of new leaders is high and growing. For example, McKinsey found that 27-46% of executives who transition are regarded as failures or disappointments two years later.
So, what are the key guiding principles behind successful transitions:

Start before the person joins

Onboarding programs vary in scope and effectiveness, but many start the process too late, when the leader has already joined the organization.
To accelerate integration of the leader into the organization, it is advisable to start the process before day one. Steps companies can take to do this include providing new hires with:
A thorough onboarding and transition plan for the first 3-6 months and inviting input from the leader on specific questions they have that they’d like addressed.

Clarify expectations

Leaders starting a new role, especially those who are external hires, need a clear understanding of what is expected of them by different stakeholders and constituents. To expedite this process, HR departments can provide new leaders with an up-to-date organizational chart and stakeholder map, reflecting other key stakeholders that will be crucial to the leader’s effectiveness. They should also ensure new leaders have an opportunity to meet their superiors, peers, and other key stakeholders as quickly as possible. Ideally, responsibility should be delegated to an executive assistant or senior administrator to arrange these meetings as a matter of priority.
It is also important for HR to include a 1-1 session with the leader in the first week to talk through key HR policies, the employee handbook and any implicit expectations, norms and beliefs related to the company’s culture. This will help the leader understand what is expected of them, including all the unwritten rules and standards that don’t appear in the handbook and policies.

Provide a structured journey to support effective integration

Studies show that ramp-up time for external hires is typically six to nine months. This time can be accelerated with well-designed onboarding and integration programs. But an effective integration program will also reduce costly mistakes and U-turns, minimize staff morale and turnover problems, and promote strong relationships with the leader’s new team and stakeholders. Specific areas that the program should cover are detailed in the diagram below. Key aspects include:

Be clear on the development support and resources available

Together with an attractive remuneration package and supportive boss, access to engaging development and career opportunities is the factor most likely to motivate and retain talented leaders.
It is therefore important to clearly signpost development resources and program that may be of value to the new leader when they join. These should be aligned with their development goals, learning style and career aspirations. During the first 3 months, the leader should have an opportunity to sit down with their boss for a high-quality career dialogue. The purpose of this is to identify specific development goals and a Personal Development Plan to guide their development and growth. The leader should ideally also be offered an internal or external coach and mentor/s to support their development. This highly personalised approach to development has been found to be particularly effective for leaders and executives in transition.

Plan regular check-ins and feedback

It is important to schedule regular HR check-ins with the new leader at least every month to check on progress and share any feedback you and your team are hearing. Similarly, the leader’s line manager should ensure they maintain a cadence of weekly or fortnightly meetings with the new leader to discuss progress, answer any questions they may have and provide appropriate guidance, coaching and feedback.
These check-ins and review points are also a good opportunity to invite feedback from the new leader on their experiences, observations, and feedback, including suggestions to improve the team, business and onboarding process.

Provide expert coaching

New leaders can often feel isolated, and feelings of anxiety, fear and confusion are normal. Expert transition coaches understand these feelings and create a safe space for leaders to reveal their fears, limiting beliefs and vulnerabilities. They can also provide a neutral, non-judgemental sounding board for the new leader to test out ideas and alternative courses of action before taking significant decisions.

By providing a structured process, support, and regular check-ins to discuss progress, organizations will significantly improve success rates for external hires and newly promoted leaders. This will avoid the considerable financial and non-financial costs (including declines in team morale, unwanted turnover, customer losses and reputational damage) associated with transition failures.     

If you would like to find out more about our transition support and coaching for new leaders, contact us at

Recent studies show that 30-50% of new executives and leaders fail within the first 18 months. There are huge direct and indirect costs associated with such failure. The price of a failed leadership hire is estimated at 200% of first-year earnings and includes costs such as wasted recruitment fees, the cost of rehiring, poor productivity and lost customers. The toll for departing leaders is also very high. It includes damaged career trajectories, lost earnings, a decline in self-confidence and significant stress. The blame for leadership failure often lies with organizations that fail to provide effective support, guidance, and onboarding to new leaders. However, the reasons can often arise from the mindset, behaviours, and missteps of the incoming leaders. Some of the more common traps we see are as follows:

Failing to build strong relationships

When leaders transition into a new organization or business area, they often invest too little time getting to know their stakeholders and building a strong foundation of trust, respect, and openness. There are often good reasons for this, including getting pulled into resolving urgent challenges and crises by their boss and a desire to achieve early wins and maximum impact. However, this trap is often the one that undermines a leader’s effectiveness the most. They lose important insights about the organization or business area they are joining because of their failure to connect with and understand the expectations, perspectives, and styles of key stakeholders. By under-investing in relationship building, they will also be less effective in gaining the support and commitment of colleagues, direct reports, external advisors, and other constituencies who are essential to their success.

Arriving with fixed assumptions and beliefs

Leaders often fall into this trap as they are keen to prove their worth quickly by applying their experience to achieve quick wins in their new role. However, what’s worked in one context often doesn’t translate well to another. Although leaders may be able to get away with coming up with answers based on their past experiences during the initial weeks, this approach is likely to backfire if it becomes a regular pattern of behaviour. People soon tire of being told by the leader how things should be done based on what they’ve done in the past. They will start to question the leader’s judgement and commitment to the team and business, thinking to themselves “if it was so great at your previous company, why don’t you just go back there!”.


Many new leaders are keen to make people happy and win their backing and loyalty quickly. This trap is aptly illustrated by what we are seeing with many politicians today when they make lofty promises to their constituents that they can’t ever hope to meet. Such behaviour causes leaders to underdeliver on promises (often unintentionally) because these commitments are based on unrealistic optimism, poor assumptions, and an inadequate understanding of the realities. This self-sabotaging behaviour can quickly confuse people and leave them disappointed, undermining their integrity and damaging important relationships. 

Forcing through change too quickly

Occasionally, leaders need to act quickly and be highly directive in the first few months in their new role. This typically occurs in turnaround situations where fast change is necessary to save the business. However, such situations are fortunately rare. Most leaders have time on their side during the first 3 months to learn about the business and understand the different options available to achieve the expectations of investors, employees, the board, and other key constituents. However, many leaders still jump in too quickly. They try to put their unique stamp on the organization by notching up some quick wins. They don’t establish clear priorities, overextend themselves and fail to achieve anything meaningful. To avoid this trap, new leaders should prioritize impact over action, establish a few key priorities for the first 3-6 months and defer complex decisions that require in-depth knowledge and insight. By taking more time to understand the priority challenges and aligning key stakeholders with the change agenda and process, leaders are more likely to succeed in delivering strong results.

Listening only to the loudest voices

Any new leader faces a multitude of different views and inputs from diverse stakeholders. The leader’s natural tendency will often be to listen most to the loudest voices, especially if these people are highly influential board members or investors. It is important for new leaders to resist this temptation and remain neutral until they understand the political structure and dynamics of the organization. To do this, it is important to meet with representatives from all key stakeholder groups, including direct reports, front-line employees, peers, their manager, customers, and key suppliers. This input will enable the leader to make better decisions based on the diverse perspectives they hear and better understand the alliances they need to build to deliver their strategy.

Inadequate discovery of the context and culture

As mentioned before, most new leaders don’t need to make big decisions on things like strategy, people, and products until they have gained a good understanding of the organization and are relatively confident in their knowledge. Specific areas leaders should prioritise understanding during the initial 90 days include:

As well as asking for all data and records that are important to aid this discovery, leaders should use their initial months to ask open and clarifying questions to understand different stakeholder perspectives. During this time, they should remain curious, non-judgemental, and critically minded so they can capture the full range of views and insights while surfacing questionable assumptions, biases, and flawed thinking.

Where it is evident that an external perspective would be helpful to make a better decision about an issue that is complex or requires specialist expertise, the leader can solicit the advice or guidance of an external advisor.

Context is crucial to the success of any new leader. Most leaders have a unique opportunity in their early months to undertake this discovery process in a thorough and systematic way, something that won’t be on offer once they’ve settled into the role.

Failure to adapt strengths, style, and approach

Leaders have different strengths, styles, and ways of working. Most develop well-established routines and habits in the way they use these, particularly if they have been in a role and/or organization for many years. But they need to avoid the trap of assuming what has made them successful in the past will guarantee success in future, as this is rarely the case. When taking on a new role, they need to ensure they adapt their strengths, style and approach to the specific challenges and needs of the organization. For example, if they have been leading a relatively new team and are taking over a well-established, high-performing team, they should adapt their style to ensure it is more participative and empowering. If they tend to be naturally decisive, opinionated and controlling, they may have to intentionally dial back on these strengths to avoid them being overdone with a more autonomous and experienced team. By adapting their strengths and style to the needs of their context, leaders can avoid getting trapped in past routines and habits that no longer work.

Becoming stressed and overwhelmed

New leaders often rush into their new job with a high degree of energy and enthusiasm. Because of their desire to make a positive impact as quickly as possible, they put in long hours and invest a great deal of physical, mental, and emotional energy in their new role. The competing pressures and conflicting demands on their time can quickly become all-consuming. If the leader neglects the warning signs, they can become overwhelmed, stressed, and even burned out. It is therefore important for leaders to decide early on how they wish to manage their workload and what boundaries they’ll establish between their work and personal life. This involves creating routines, boundaries, and productivity principles, including allocating sufficient time for planning, building relationships, and learning. To maintain their well-being, they need to prioritise self-care, including maintaining sufficient rest, regular exercise, and a healthy diet. Additionally, it is important to allocate and protect time for their favourite leisure activities and to be with their loved ones.

By helping new leaders become more aware of these common traps and providing them with a well-structured, supportive, and professional onboarding and transition experience, you can mitigate the risks of leadership failure during the first year, when the stressors and stakes are greatest.

If you would like to find out more about our transition support and coaching for new leaders, contact us at

Talent and strengths-assessment have been gaining popularity in recent decades among people leaders, coaches, and consultants. This is hardly surprising given the potential benefits they offer organizations across virtually every stage of the talent lifecycle, from hiring and onboarding to improving employee performance and career development. In this blog, I will answer some of the key questions regarding this relatively new approach to understanding and getting the best from people.   

What is the difference between a talent and strengths assessment?

Essentially, they are very similar in that they both measure underlying or innate qualities that energize people and enable them to do their best work. The main difference is that assessments describing themselves as “talent assessments” recognise an important distinction between talent and strengths that is often overlooked by people professionals and business psychologists. Talents aren’t equivalent to strengths as they require upskilling and experience to bring value to the organization and be perceived as strengths by others. The term “strength” implies a high level of competence, and competence requires skill, practice, perseverance, and the right conditions to develop. At TalentPredix, we therefore talk about strengths being the same as “optimized talents”.

How does this differ from personality tests?

Personality tests measure people’s personality types or traits and how these are likely to manifest as typical or normal patterns of behaviour in different aspects of their lives.

Most of these tests involve the test takers responding to a series of questions or adjectives based on the extent to which it applies to them. Some poorly designed tests have as few as a dozen questions or adjectives while more accurate ones are typically longer as they validate responses using similar questions that are asked in different ways.

From a scientific perspective, the most accurate and reliable personality tests today are typically based on the Big 5 Factor model of personality which shows that personality can basically be measured and described according to 5 key traits: openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism. Other personality tests like the Myers-Briggs Type Indicator sort people into broad personality types or preferences that people have for certain traits over others.

Are traditional personality tests still relevant for today’s world of work?

Many widely used personality profiles like MBTI and DISC sort people into broad personality types, categories, and even colours, e.g., extroverts versus introverts. The principal reason such assessments have gained widespread adoption and use in business is that they offer a quick and convenient way to describe people’s personality. Although the intention behind most of these tests is overwhelmingly positive, in practice their potential harmful effects have come under increasing scrutiny by the media in recent times. At the heart of the criticism of these assessments is the inconsistent and poor evidence that such tests reliably predict job performance, retention, progression, or any other vital outcomes important to business effectiveness. So, beyond providing a framework to categorize people and supporting their journeys of self-discovery, they offer little or no predictive value to enable organizations to make better hiring, development, and other talent decisions.

Because they classify people into oversimplified (and often imprecise) personality types and categories, it is also becoming increasingly clear that they can even be counterproductive to DEI aims and goals. In the modern world, it is widely accepted that it is crucial to create workplaces that value diversity and inclusion. This involves discovering and leveraging people’s individuality and uniqueness rather than labelling and pigeon-holing people. 

What are the advantages of talent and strength-based assessments?

Consistent with DEI aims of building diverse and inclusive workplaces, this new generation of assessments focuses on understanding what’s unique and different about people’s talents, strengths, and behaviours.  They capture not just people’s innate talents, but also the type of work that enables them to perform at their best. These assessments also recognize that even when people have similar talents and strengths, they will apply them in different ways, depending on their aspirations, background, and the way they interpret and respond to different situations.

How does potential fit in?

Potential is the capacity to grow the capabilities required to be successful in a bigger role, or one involving greater responsibility. However, potential is not just about having the innate qualities to succeed. It involves being highly motivated to work hard to build relevant skills and achieve one’s dreams and aspirations. Therefore, it is important for people professionals to help people discover their combined talents, career motivations and values, as greater awareness of all these will empower them to find career pathways that are engaging and meaningful for them, and where they can thrive and do their best work.

If you would like to try out TalentPredix™, our next-generation talent and strengths assessment system, contact us at

Against the backdrop of a tougher economy and market for talent, one of the biggest challenges for today’s organizations is how to optimize the talents, skills, and contribution of their workforce. To stay competitive and sustain growth in these complex and fast-changing times, organizations need to find smarter ways to improve not just the performance, motivation, and commitment of their employees, but also their intrapreneurship, creativity, and adaptability.

Yet studies show that most employers are generally not good at optimizing people’s talents, strengths, and potential. There are various reasons for this, however, some of the more common ones include:

Below are 5 ways employers can make better use of the talents, strengths, and skills of their people.

Discover people’s unique talents and strengths

If you don’t know what qualities really energize your people, then trying to help them perform at their best becomes a matter of guesswork and trial and error. Managers often think they can work out what energizes individuals by observing what they’ve good at. Based on these subjective and biased observations, they make assumptions about what type of work people will enjoy and be good at. However, there is sometimes a big difference between what people have learned to do well and what they enjoy. One of my first managers assumed I was good at detail because I had learned to do this well. She loaded me up with detail, which quickly demotivated me and became overwhelming, as detailed work really drains my energy. Because so few people truly understand their talents and strengths, the best approach is to get them to complete an accurate and scientifically validated assessment profiler such as . This will reduce bias and provide people with personalized insights about their talents and potential, including tasks and assignments that are likely to boost and deplete their energy.

Align skills development with people’s talents

For an innate talent to be fully optimized and be called a true “strength”, people need challenging learning and stretch opportunities to develop skills and behaviours in their areas of greatest talent. In many organizations, there is too much emphasis on identifying people’s strengths, without consideration of how these can be fully developed and optimized. This is tantamount to labelling a young musician with limited talent a virtuoso without them having put in the hard work to develop the skills and experience required to play at the mastery level.

In most organizations, there is understandably a lot of focus on upskilling and reskilling in order to future-proof the business. By aligning skills with people’s natural talents, we can help them achieve higher levels of performance in areas that are most enjoyable and important to them. This more targeted approach will yield much better returns than trying to upskill everyone or making sweeping assumptions about who will benefit the most from this upskilling based on prior experience. We have seen how badly the latter approach can backfire in companies that persist with the outdated approach of promoting high-performing technical specialists into leadership roles without any consideration of their innate talent for building, motivating and leading teams.

Invest in hiring and training managers to be great people developers

In her excellent book, Multipliers, Liz Wizeman talks about the importance of managers who can amplify the talents and capabilities of those around them through positive behaviours including inspiring and showing strong belief in them, encouragement, coaching, support, and feedback. Studies show that these “multipliers” enable people to deliver results that surpass expectations. But these leaders don’t just grow by themselves. Companies with an abundance of these types of leaders carefully select leaders with the innate talents and motivations to be strong, motivated leaders. They also invest time, effort and resources in training these leaders so they are highly skilled in how to effectively coach, develop, delegate and guide people to achieve their full potential.  And because of the leadership “trickle down effect”, great leaders promote the growth of strong and motivated leaders beneath them. This investment is the key to unlocking enabling conditions in your organizations where people feel they are doing their best work and thriving.

Design jobs and career paths that people love

The current speed and intensity of change means that roles and career paths are changing faster than ever. Many job descriptions are outdated within weeks or months of a new hire joining the company. In this rapidly changing world of work, we need to be designing roles and flexible career paths that aren’t too rigid and allow ample scope for evolution, learning and future-proofing.

In response to these changes, more and more companies are organizing around teams and projects rather than along functional lines. They allocate people to multi-disciplinary teams that work on a project in an agile way and then disband once the project is accomplished. As well as promoting collaboration, learning and diverse problem-solving, this has the added benefit of accelerating cross-functional idea generation and creativity. Other progressive organisations provide people with stretch opportunities that challenge them beyond their day-to-day tasks and activities. This provides added variety, learning and social interaction, enriching the work experience for all involved. 

Another growing trend is for organizations to introduce job crafting which enables some scope for employees to personalize their job to make it more engaging and meaningful. Job crafting can take a variety of forms, however, the most common include giving employees greater levels of autonomy and control over the type of work they do, how they perform that work and/or how to find the right balance between their work and personal life. Job crafting is of course not without challenges and is not appropriate for all roles, however, the growing trend for employees to have a greater say in their work and how it is designed is likely to accelerate in future.

Provide people with positive stretch assignments  

Studies show that providing people with stretch assignments can be a big enabler in unleashing their potential. However, not all stretch assignments are effective. It is important to align stretch assignments with people’s goals, talents, and motivations, otherwise they can easily lead to demotivation and even burnout. Managers should also find out what support, coaching and guidance people need to take on the assignment and overcome any fears or limiting beliefs they may have. Assigning people stretch assignments and leaving them to “sink or swim” is not positive stretch. Taking such a tough and uncaring approach can result in people feeling overwhelmed, unsupported, and reluctant to take on similar assignments in future.   

Companies are typically not good at identifying and communicating stretch assignments. This often results in the most interesting assignments being allocated to the same group of favoured people in the business. And research shows that the most coveted assignments are not allocated equally between men and women, with men often getting the lion’s share of these. To avoid these problems, it is important to publicize key stretch opportunities, train managers and leaders to identify and initiate more stretch conversations and promote a proactive, learner mindset across the workforce so people can identify stretch opportunities in line with their aspirations and talents.

To overcome the tsunami of challenges and succeed in today’s fast-changing and volatile world, organizations will need to employ more effective ways to identify, develop and optimize people’s talents and potential.  Businesses that invest in best-in-class talent optimization strategies such as those described above will achieve better results and gain a clear competitive edge over rivals. They will also innovate faster and be better equipped to seize new opportunities that sustain their growth and success.

If you would like to try out TalentPredix™, our next-generation talent and strengths assessment system, contact us at

Grit, a relatively new psychological concept offers fascinating insight into why some people succeed in their careers while others fail to achieve their full potential.

Angela Duckworth, a leading author and professor of psychology at the University of Pennsylvania defines Grit as the capacity to sustain both effort and interest in projects or tasks that take months or longer to complete. It is essentially a combination of perseverance and passion. The latter can best be defined as a “fire in the belly”, or positive energy to achieve and outperform against one’s goals.

Duckworth has found that people who are high in Grit don’t deviate from their goals, even in the absence of positive feedback and in the face of adversity. Although research on the concept is still in its early stages and far from conclusive, Grit appears to be positively related to success in many spheres of life and has been linked to important outcomes such as improved performance, career success, learning motivation, commitment and resilience.

So how can companies incorporate this promising new concept into their people management practices? Below are 3 ideas to get you started:

Assess for strengths and motivations when hiring people

The mantra “hire for attitude as well as skill” is widely espoused, yet few recruiters know how to translate this into practical action during the hiring process. One of the ways you can do this is by using strengths interviews and strengths assessments to measure not only the required skills and experience for the role, but also the person’s strengths, motivations, and values. A good alignment between these softer human factors and the needs of the role, as well as the work culture, will enable you to recruit people who are motivated to go way beyond the minimum requirements of the role. When people’s strengths, motivations and values fit the job and company well, they are far more likely to deliver excellence, embrace learning opportunities and stay longer with your organization.

Stretch people in areas they enjoy most

To develop higher levels of grit, ensure your people are provided with stretch opportunities that push them beyond their comfort zone. However, ensure this stretch is positive in nature. Positive stretch involves discovering a person’s underlying talents and strengths, then challenging them to take these to the next level by developing skills, experience, and flexibility in the way they apply these. It is important to provide coaching, support and feedback when encouraging people to stretch their strengths to maintain high levels of energy and avoid negative stress, panic and burnout.

Promote a growth mindset and learning culture

Perseverance involves working hard to achieve goals and sticking with a task even in the face of immense pressure and setbacks. There are different factors that accelerate perseverance, but one of the most important appears to be the extent to which people are encouraged to learn from setbacks and take ownership for their own learning. People with a growth-oriented mindset are better learners and demonstrate greater agility in adjusting to changes and setbacks than those who don’t believe they can learn new skills and abilities required for success.

Organizations can encourage growth mindsets by creating a supportive environment where failure is seen as part and parcel of the learning process and reasonable mistakes are tolerated. They can also ensure regular feedback and coaching through engaging performance dialogues and regular manager and co-worker feedback channels to empower people to learn, grow and improve their performance.

It is also important to create a work culture characterized by high levels of interpersonal connection and collaborative learning. By building strong support networks (both face-to-face and virtual) such as collaborative platforms and tools, hangouts, brainstorming/brainwriting sessions and socials, organizations will provide people with greater opportunities to solve challenges collaboratively, experiment and deliver solutions that multiply business results.

Further Reading:

Grit: The Power of Passion and Perseverance, 2016, Angela Duckworth. London: Penguin

If you would like to find out more about our talent coaching solutions, contact us at

The strengths-based approach to people management has been around for around 25 years, although many of the central principles and ideas were first introduced by management gurus like Peter Drucker and Dr Bernard Haldane decades before this. The central premise is that focusing on strengths is a more powerful way of accelerating performance, learning and engagement in organizations because it unlocks people’s intrinsic motivation, helping them achieve excellence in areas more aligned with their natural strengths and personality.

Today, strengths-based approaches are one of the fastest-growing trends in people management and for good reason as research shows they can yield significant improvements in sales, profitability, retention and engagement. A strengths-based approach to performance and feedback conversations is also more likely to generate more positive behaviours and results compared to a traditional weakness-based approach.

Yet, one of the biggest mistakes companies make when bringing in this approach is to overlook or downplay people’s weaker areas. This is likely to significantly undermine the value of the approach and result in scepticism among senior leaders and decision-makers, especially given the negativity bias that has dominated much of our approach to people management in the past.   

Problems that arise when organizations focus only on people’s strengths

Various problems can arise for both the individual and company when there is a myopic focus on strengths without any consideration of weaknesses. Some of these include:

Reducing weaknesses and performance limiters

Effective development is very much about balancing two interdependent dualities – optimising strengths and reducing the effect of performance limiters, including weaknesses and overused talents and strengths.

Performance limiters are things that can get in the way of people achieving their goals. There are four main types: In Excess or overused talents and strengths; limiting weaknesses, self-limiting beliefs and fears and external blockers.

Because we all have limited time to invest in our personal development, we typically recommend an 80-20 rule of thumb with 80% of this time focused on optimizing strengths and 20% on tackling performance limiters. However, this may vary from person to person depending on their experience, competence, and the extent to which their limiters are undermining their results and/or relationships.

The strengths approach offers tremendous potential and it appears that we have now reached a ‘tipping point’ where the majority of leading organizations are using this approach to people and talent management. However, a sole focus on discovering and optimizing people’s strengths will not yield sustainable improvements in engagement and performance. To be effective, a strengths-based people strategy needs to also help people find innovative and powerful ways to reduce their weaker areas and performance limiters, especially when these are undermining the performance and growth of the person, team and/or company.

For more details on how to design and implement an effective strengths-based people strategy that delivers exceptional results, contact us at