Training and coaching are not interchangeable. This is not simply a structural distinction, a matter of one happening in groups and the other in pairs. It is a distinction in what each intervention is capable of producing and, therefore, when each is the right tool for the development work at hand. What Training Does Well Training excels at building knowledge and introducing frameworks. A well-designed Leadership Development program can give participants a shared vocabulary f

Few concepts in personality psychology have made their way into everyday organisational language as thoroughly as the introvert-extravert distinction. It is used in recruitment conversations, team discussions, leadership assessments and personal development conversations with considerable frequency. It is also, in the way it is most commonly understood and applied in organisational contexts, significantly oversimplified. What Introversion and Extraversion Actually Mean In Car

Burnout has become one of the most discussed topics in organisational life and rightly so. The sustained experience of depletion, disconnection and diminished effectiveness that burnout describes is real, costly and increasingly prevalent across industries and levels of seniority. What is less commonly discussed is the degree to which burnout is not a uniform experience. It does not look the same for everyone, it does not develop in the same way and it does not respond to the

Most people in organisations would describe themselves as acting in accordance with their values most of the time. Most would also acknowledge, on reflection, that there are moments when they do not. The gap between what a person values and how they actually behave, particularly under pressure, in difficult conversations and in the face of competing priorities, is one of the most consequential and least examined dynamics in organisational life. What the Values-Behaviour Gap I

Communication is the mechanism through which all organisational work actually happens. Strategy, culture, feedback, collaboration, change and leadership each depend, at their most fundamental level, on how effectively people communicate with one another. And yet most organisations invest very little in helping their people understand the most basic truth about workplace communication: that different people prefer to communicate in genuinely and significantly different ways. W

Carol Dweck's research on mindset has produced one of the most widely referenced ideas in contemporary management thinking. The distinction between a fixed mindset; the belief that abilities and intelligence are largely innate and unchangeable and a growth mindset; the belief that they can be developed through effort, learning and the right environment – this has entered the vocabulary of most HR and L&D professionals and many organisational leaders. What has proven considera

Employee Engagement Surveys have become a standard feature of organisational life. Most organisations of any scale now conduct them regularly, invest in the analysis of their results and communicate findings to their people. The intention is sound: to understand how employees experience their work and to identify where the organisation is and is not meeting their needs. The challenge that many organisations encounter, often only after several survey cycles, is that the data i

Most people who encounter Insights Discovery® for the first time understand it as a four-colour model: Fiery Red, Sunshine Yellow, Earth Green and Cool Blue, each representing a distinct set of behavioural preferences and communication styles. This is an accurate introduction to the model. It is also only the beginning of it. The four colours are the entry point. What gives Insights Discovery® its depth as a psychometric instrument, and what explains why a Personal Profile ca

An Insights Discovery® Personal Profile is, on its own, a remarkably rich document. It describes an individual's behavioural preferences with a depth and accuracy that regularly surprises people who encounter it for the first time. A profile read in isolation, however, without facilitation, without dialogue and without the structure that turns self-recognition into genuine self-knowledge, delivers a fraction of the value that the same profile explored in a skilled debrief can

Emotional Intelligence has become one of the most discussed concepts in organisational development. Most organisations recognise that it matters. Fewer are clear on what it looks like in practice — and fewer still have created the conditions in which it develops into genuine, lasting behavioural change rather than remaining a score on an assessment report.

Most people who receive their Insights Discovery Personal Profile for the first time say the same thing: it is accurate in a way they did not expect. Understanding what the Profile actually measures — and being equally clear about what it does not — is important for both individuals who receive it and the organisations that use it.

Insights Discovery is often described as a four-colour model — simple, accessible and immediately applicable. What that description does not convey is the century of psychological inquiry that sits beneath it. To understand why Insights Discovery is the tool it is, it helps to begin where it began: with the life and work of Carl Gustav Jung.