The Key to a Stress Free Life

The key to a stress-free life by Lynn O’ Toole

While it is generally acknowledged that stress profoundly influences the way in which we think and behave, few people fully understand why this is so. Recent research shows that the reason for our changed thinking and behaviour under stress is that stress causes parts of the brain to “switch off”. Thus, we lose control over certain brain areas; the more we experience stress, the more we lose control over the brain. This is why stress is one of the major causes of information loss during training that will negatively impact upon performance and learning results.

What happens during overload is that the attributes of the right brain become inaccessible, it’s functioning shuts off and the left brain becomes more active. This leads to a loss of our intuitiveness, imagination and our ability to develop an allowance and receptivity of impressions, ideas and images that arise.

Whether the stress we experience is the result of major life changes or the cumulative effect of minor everyday hassles, it is how we respond to these experiences that determines the impact the stress will have on our lives and affect our professional and personal fulfillment. The ability to start recognising how our bodies react to the stressors in our lives can be a powerful skill. Most people are more aware of the weather, the time of day, or their bank balance than they are of the tension on their own bodies.

Today, as we approach the end of the information age and enter the era of “right-brain” dominance more and more people want to know how they can adopt this skill. The answer is simple; anyone who wants to thrive and survive in today’s advanced world needs to embrace their right-brain qualities and bridge back over to the holistic right brain; in other words turning off your left brain chatter and expanding right brain functions.

Dan Pink and his followers notably Jack Black (Mindstore) in the UK have shown that this can work to dramatic effect. They have formed simple concepts and techniques, suggest step-by-step approaches and techniques to help you do it and, importantly, they are easy to dip into and build from simple encouragement to take control of your brain and your life. They highlight how we are unconsciously identified with our minds and that we are not able to stop thinking which prevents us from finding a realm of inner stillness. As part of the healing process, we need to become intensely conscious of the present moment, for example in everyday life we can practice this by every time we walk up and down the stairs if we pay close attention to every step and every movement even our breathing we can practice staying totally present with our whole self.

The head of the Stress Reduction Programme at the University of Massachusetts says, “if exercise takes care of your body, meditation takes care of your mind’. We have all encountered moments of ‘mindlessness’ such as not knowing where we put our keys or worse, we get in the car and can’t remember where we are going, resulting in separation from self and a sense of living mechanically. However, with increased awareness we can use mindfulness-based stress reduction. The good news is that mindfulness is not something that you have to “get” or acquire it is already within you.


To learn more about Coaching or any of our other services, please contact the office: +353-1-6688891 or info@davittcorporatepartners.com

Discover how DavittCorporatePartners can help you to:

Develop Leadership in Your Organisation

Win the War for Talent

Realise Individual Potential

Align Behaviour with Corporate Values


Lynn O’ Toole is a Consultant at DavittCorporatePartners – Corporate Psychologists

Managing Teams at Work

Managing Teams at Work

By Aoife Harrington (MSc, Reg. Psychol. PsSI.)

Teams are the crux of business life. Working in teams not only gives people a sense of belonging but it allows complex issues “that require a wide range of skills” to be addressed, thereby improving businesses’ technical and organisational quality. The benefits of working in teams have been well documented and can include better decision making, more effective problem solving, greater work commitment, increased bottom line returns and essential transfer of knowledge.

Team working is not an automatic process, however. Unless teams are properly managed there are likely to be process losses that can take away from the effectiveness of the teams work and particularly crucial is the role of the manager in ensuring that such potential losses are identified, minimised and managed accordingly.

First and foremost, teams do not just materialise overnight. Managers have an important role to play in team formation ‒ particularly at the norming stage ‒ because once cohesive groups are formed it is very difficult to successfully change the attitudes and behaviour of that group. While group norms are important, as they give group members a sense of belonging and they guide the actions the group will take, they can be destructive if they become too strong or if they segregate the team from other work groups by creating a perception of ‘us’ and ‘them’.

Several ways of combating over-cohesiveness in teams at work have been identified, including;

  • Focusing on the task and not on interpersonal issues
  • Sharing alternative perspectives from within and outside of the group
  • Aligning team goals with greater organisational processes and procedures
  • Promoting more group diversity
  • Rotating members among different work teams

 

Setting clear and specific goals for the team is one of the most important aspects of effective team management. At a very basic level meaningful goal setting will lead to meaningful commitment by individual members to the group. Goals must not only address the organisations critical strategic priorities but they should be congruent with members own values as research has consistently found that teams are more likely to achieve goals that their members believe in. Developing super-ordinate goals that emphasise those aspects of team performance that are applicable to a number of departments within the organisation can also be useful as they create a sense of affiliation with a larger group within the organisation. Equally so, managers need to set goals not just at a team level but also at an individual level, as this makes people personally responsible for their performance and reduces the likelihood of Social Loafing (a phenomenon whereby people tend to contribute less in a group than if they are working alone).

Other useful strategies for reducing the likelihood of Social Loafing in teams include;

  • Making each team member identifiable within the group
  • Clarifying – in oral and written terms – each team member’s role
  • Allocating rewards on the basis of individual performance (as well as team performance)
  • Explicitly informing the team of the importance and relevance of the work they are undertaking

 

Not only is goal setting an important function of the team leader but so too is providing regular and specific feedback to team members. Feedback can help identify areas that were found to be problematic or unsuccessful and steps can be taken to ensure that the same mistakes are not made again. More importantly, however, managers must ensure that they provide feedback to the team on their level of success in achieving goals and objectives as positive feedback is one of the best morale builders in teams and also promotes a sense of loyalty and unity among team members. Sharing the credit for wins and acknowledging individual effort in teams in likely to instil pride and encourage commitment to the teams’ goals.

Decision making in teams is another area where process losses can occur and an area that deserves requisite attention from team leaders. The concept of group polarisation was first introduced by psychologist and researcher Stoner, who found that when people were required to make a decision that involved taking a risk, their decision became significantly more risky when it was made in a group context (Stoner labelled this the ‘risky shift phenomenon’).

Group Think is an extreme form of group polarisation and one which can be very detrimental to the effective functioning of teams at work. To elaborate, Janis investigated the decision making processes of high-profile teams where an incorrect decision was made by the group with negative consequences. He found that in all of the cases examined, the same group characteristics occurred again and again; the group was very cohesive, there was great pressure for uniformity, there was significant time pressure, the group were insulated from outsiders, and the leader had a preferred solution.

Managers can, however, take steps to offset the possibility of Group Think, including;

  • Actively encouraging divergent points of view from outside the group
  • Recognising, respecting and valuing resistance of group members when decisions are being made
  • Not making his/her preferred solution known until after the group has discussed the matter and each member has formed their own opinion

 

Finally, with their recent surge in growth, the management of virtual teams has become increasingly important in organisations. Virtual teams are, by definition, formal groups with common goals (similar to traditional work teams) but they tend to be dispersed, be it culturally, geographically or temporally, and therefore much of their communication is conducted via I.T. As conflict in virtual teams can be quite high initially, because of teething problems regarding I.T. equipment and role clarification, the role of the manager is crucially important.

In order to support the acculturation process of virtual teams and maximise potential benefits managers should;

  • Bring virtual team members together at the beginning of the project (if feasible)
  • Encourage team members to learn some personal information about fellow members to foster a sense of team cohesiveness
  • Promote regular team discussions and encourage the progressive sharing of information among team members
  • Be aware of any cultural differences, avoid stereotyping and show respect for different views
  • Continually update members on how the overall project is progressing
  • Train team members in linguistic precision of communication in the absence of body language (so that small misunderstandings don’t escalate into team conflict)
  • Encourage the development of trust and respect among team members as this will promote positive and supportive relationships (this is especially important for virtual teams because of the absence of face-to-face contact)
  • Clarify individual member’s roles within the team
  • Set clear and specific goals at a team and individual level and, importantly, provide feedback on level of success in achieving predefined goals

 

Few people would challenge the proposition that teams produce better quality results than individuals working alone. However, to capitalise on the benefits of effective team working, teams need strong management. This involves setting clear goals, providing regular and specific feedback, assigning accountability and ownership and promoting communication ‒ and this is likely to become ever increasingly important for managers of teams in challenging times.


To learn more about Team Building Initiatives or any of our other services, please contact the office: +353-1-6688891 or info@davittcorporatepartners.com

Discover how DavittCorporatePartners can help you to:

Develop Leadership in Your Organisation

Win the War for Talent

Realise Individual Potential

Align Behaviour with Corporate Values


Aoife Harrington is a Consultant at DavittCorporatePartners – Corporate Psychologists

Introverted Executives – Understanding Your Type & Strategies for Optimal Performance

Introverted Executives – Understanding Your Type
& Strategies for Optimal Performance – Aoife Harrington

According to eminent psychologist Carl Jung, people are innately different in the way they prefer to do things and one key dichotomy on which people’s preferences tend to vary is Extraversion versus Introversion. Jung’s typology theory purports that an individual’s natural preference for one of these functions over the other leads them to direct energy towards it and to develop behaviours and personality patterns characteristic of that function. In the context of organisational effectiveness, Jung’s theory, and more specifically his research around extraversion/introversion preferences, has significant implications and indeed applications in terms of executive behaviour.

Importantly, for the purpose of this paper, the words introvert and extravert should not be confused with popular ideas of these concepts, e.g. shyness versus sociability. According to Jung’s research (and the consequential development of the Myers-Briggs Type Indicator – MBTI) extraverts prefer to focus on the outer world of people and activities, directing their energy and attention outward and feeding off the energy gleaned from interacting with people. By contrast, introverts prefer to focus on their own inner world of ideas and experiences, directing their energy inwards and receiving energy from reflecting on their thoughts and feeling.

Forging strong working relationships, building networks, communicating vision and profiling oneself within the organisation represent a significant aspect of an executive’s daily routine. Talking, networking and interacting, however, are concepts with significantly more appeal to extraverted types than introverted types. As outlined above, extraverts are energised through interactions with others while introverts are energised by introspection and time spent alone, thus they often tend to be left with a dearth of energy following interpersonal encounters. Furthermore, the level of energy consumption and consequential feeling of mental fatigue is directly related to the frequency and intensity of such encounters, highlighting the need for introverts to manage their level of interaction with others.

So what does this mean for introverted executives functioning in the largely extraversion-dominated business world? For limited periods of time, introverts can be just as effective as extraverts at performing the ‘relating to people’ functions of their daily routine. Over the long haul, however, they must find ways to leverage their strengths and be true to their personality types. Some key strategies that can support and facilitate this process are outlined below;

  1. Self-awareness: Truly understanding the theory of introversion as defined in the Myers-Briggs Type Indicator is a good first step. The MBTI is one of the most frequently used self-report assessment tools in leadership development initiatives around the world as it provides invaluable information about a person’s preferred way of behaving and as such can be very beneficial for building self-awareness. Not only will becoming more familiar with Type Theory help to clarify what having an introversion preference entails, it should also enlighten introverts as to the ways in which their extraverted colleagues are likely to approach similar tasks.
  2. Creating Solitude: It is essential that the introverted executive develops strategies for creating solitude even in the midst of busy organisational life. Taking time out should serve to fuel creativity, decision-making and thinking, thus allowing the introverted executive to be responsive rather than reactive in challenging and pressurised situations. This can be achieved by blocking out quiet time on your calendar so you don’t become overwhelmed with meetings and conversations. Find opportunities to be alone with your thoughts every day, even for a brief period of time. Walk around the office complex at lunch or listen to soothing music during your commute perhaps. (Remember introverts draw energy from quiet time; extraverts draw their energy from other people.).
  3. Contribution in Meetings: Interestingly, because introverts tend to offer few non-verbal cues about what’s going on inside their heads, extraverts often misinterpret this as lack of interest or involvement in the topic under discussion. In terms of managing your type in meetings, it can be useful for introverted executives to be armed with one or two insightful questions when entering meetings where they are not the facilitator. If you’re not ready to state a position, ask a question so you are seen as making an impact and are interested in what’s going on.
  4. Communicating Information: Introverts are often more comfortable stating a position in writing rather than face-to-face, as it gives them the time to think through ideas before airing them in public. If it’s effective in your organisation to use email for advocacy, perhaps try that. In fact, in the age of social networking, introverted executives can leverage their preference for written communication to connect with employees at a virtual level (e.g. via Intranet or blogs). If this option is not ideal and you are required to make your point in a conversation or a meeting, outline your thoughts beforehand so you’ll feel prepared. Consult meeting agendas so that you know in advance what’s going to be discussed and take the time to think through your contributions before the meeting begins.
  5. Getting your Point Across: Turn up the intensity, not the volume. Practice speaking up with conviction and clarity, not volume or length. The loudest person rarely makes the best contribution. People will pay attention and soon realise that your well-thought out contributions can add significant value to the discussion.
  6. Promoting Self-awareness in Others: Promoting your team’s understanding and appreciation of personality and communications style differences can be a very effective strategy for ensuring you own, and your team’s, optimal performance. It should help them to appreciate you for who you are and the process should also help you to better understand them, their needs and their preferences.

Essentially, there are merits to both styles of preference, introversion and extraversion, and, equally, pitfalls. Extraverted leaders often make quick decisions and move into action, sometimes before enough time for reflection and analysis while introverted leaders may continue to reflect when it is time for action and their preference for internal processing may exclude others. The key message to take home, however, is that the business world is very much extraversion-orientated and therefore the key to optimal performance is for the introverted executive to develop strategies to cope in such an environment. Introverts can add untold value to executive level roles; a calm resolution in crisis situations, analytical problem solving, calculated risk-taking, reflective thought processes and attention to detail.

In business, personality does matter but it’s not about becoming something you’re not – it’s about becoming more effective at being who you are.

To learn more about our Leadership Programmes or any of our other services, please contact the office: +353-1-6688891 or info@davittcorporatepartners.com

Discover how DavittCorporatePartners can help you to:

Develop Leadership in Your Organisation

Win the War for Talent

Realise Individual Potential

Align Behaviour with Corporate Values

Aoife Harrington is a Consultant at DavittCorporatePartners – Corporate Psychologists

Personality Profiling in Organisations – a Requisite for Success

Personality Profiling in Organisations – a Requisite for Success?
by Aoife Harrington


The study of personality represents one of the largest areas of research within the entire discipline of psychology and one that has great significance in terms of its applications in a variety of organisational domains. Personality can be broadly defined as an enduring style of thinking, feeling and behaving that reflects how each person adjusts to their environment. Essentially, by studying personality, it is hoped to achieve a greater insight into how better to understand and predict human behaviour.

A long tradition of research in psychology and organisational behaviour has attempted to link personality characteristics to job success. Models of personality are used in many organisational domains, including; selection and assessment, performance evaluation, organisational commitment, team-working, alleviating workplace stress, and management development, to name but a few. Several researchers have cited a link between personality and occupational success (e.g. Barrick & Mount, 1991) with job performance, turnover, expatriate success, leadership and promotion all reportedly linked to an individual’s personality (e.g. Hurtz & Donovan, 2000; Judge et al., 2002; Salgado, 1997).

For organisations, personality is, most importantly, a major criterion for selection of applicants. Mullins (1999) highlights, that it is quite rare for an organisation not to take personality into account when selecting the right person for the job. However, while it is generally undisputed that personality is a key criterion for job success, how it is actually assessed or measured varies widely. Many organisations and more specifically selection committees rely solely on first impressions, intuition and gut feelings to ascertain a candidate’s personality and their suitability for a particular role. Research has shown, however, that traditional unstructured interview’s have poor reliability and validity in predicting job performance (Hunter & Hunter, 1984; Smith & Williams, 1992) and do not serve as a valid means of assessing a candidates personality. On the other hand, what research has consistently found is that using psychometrically robust personality inventories can make selection decisions more systematic and precise (Smith & Smith, 2005). In fact, Black (2000) reported that, in selection and assessment, personality had good incremental validity, over and above general cognitive ability, thus illustrating the importance of incorporating personality profiling in selection decisions. Essentially it makes sense for organisations that devote substantial resources to establishing and maintaining a good fit between people and their jobs to begin this process at the time of selection.

Regardless of how one conceptualises personality there is one thing that is certain – personality is enduring, it is consistent across situations and by ascertaining a person’s personality we should be able to predict their likely future behaviour. In organisational terms this means being better equipped to predict job performance, potential for promotion, the likelihood of a seamless transition into a new team and the list goes on. Employing psychometrically robust personality inventories is therefore an obvious choice. Not only do personality inventories offer an objective means for measuring and comparing candidates’ personalities, they represent a very accessible, flexible and effective addition to selection decisions and in fact to any number of organisational initiatives. Personality inventories are a reliable and objective means of establishing information about candidates that is directly related to the way they are likely to perform in a job and the information obtained is very much complementary to other selection methods employed, thus improving the validity of the overall selection process. Research has also demonstrated the utility of personality inventories in stimulating discussion and increasing awareness on the strengths each individual employee has and the unique qualities and competencies they can bring to their role, thus making them an excellent source of information in leadership development programmes, mentoring and coaching programmes and management and training initiatives.

Fundamentally, personality inventories are an invaluable tool in both selection and development contexts and if correctly administered and interpreted can be a very effective means of ensuring continuing organisational success. So whether you’re looking for innovation, leadership, decisiveness, resilience or relationship-building skills, personality profiling can provide you with accurate and objective information – a resource not to be underestimated!

To learn more about Personality Profiling or any of our other services, please contact the office: +353-1-6688891 or info@davittcorporatepartners.com

Discover how DavittCorporatePartners can help you to:

Develop Leadership in Your Organisation

Win the War for Talent

Realise Individual Potential

Align Behaviour with Corporate Values

Aoife Harrington is a Consultant at DavittCorporatePartners – Corporate Psychologists

References:

Barrick, M.R., & Mount, M.K. (1991). The big five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 44, 1–26.

Black, J. (2000). Personality testing and police selection: Utility of the big five. New Zealand Journal of Psychology, 29(1), 2-9.

Hunter, J.E., & Hunter, R.F. (1984). Validity and utility of alternative predictors of job performance. Psychological Bulletin, 96, 72-92.

Hurtz, G.M., & Donovan, J.J. (2000). Personality and job performance: The big five revisited. Journal of Applied Psychology, 85, 869–879.

Judge, T., Bono, J., Ilies, R., & Gerhardt, M. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87, 765–780.

Mullins, L.J. (1999). Management and organisational behaviour, 5th edition. London: Pitman Publishing.

Salgado, J.F. (1997). The five-factor model of personality and job performance in the European Community. Journal of Applied Psychology, 82, 30-43.

Smith, M, & Smith, P. (2005). Testing people at work: Competencies in psychometric testing. Oxford: Blackwell.

Smith, T.W., & Williams, P.G. (1992). Personality and health: Advantages and limitations of the FFM. Journal of Personality, 60(2), 395-423

Outplacement – a worthwhile investment?

Outplacement – a worthwhile investment? by David Keane

In a word, Yes. An investment in a first-class Outplacement Programme can yield substantial returns – something that is all too rare in the current climate.

Many organisations choose not to run Outplacement Programmes as they think not doing so is another way to save money in addition to downsizing. The problem however is the ancillary loss in productivity that can come with this type of organisational upheaval. For example, turnover and absenteeism amongst remaining staff can significantly increase after downsizing or redundancies and turnover and absenteeism have been shown time and again to have a significantly negative effect on productivity.

An effective Outplacement Programme can begin to address some of these problems before they become too damaging. An effective Outplacement Programmes does not just begin after the event – providers assist the client from beginning to end – from pre-event advice and planning, to on-site presence when the news is delivered to staff, to follow-up coaching and support throughout the job-search process.

Losing your job is one of the most challenging events a person will ever have to experience in their lifetime. An effective Outplacement Programme works with people to help them deal with it and move on. With encouragement, interviewing practice, and regular coaching sessions, providers can help people deal with their fears and develop important job-finding skills. Having accepted their former employer’s circumstances and decisions, people are coached through the process—often reducing the job search time and often improving the kind of jobs they find, as well as giving them the tools necessary to move ahead in their careers.

Effective Outplacement Programmes steer former employees through the job search process and prepare them for future job changes. Clients are matched with an individual coach who serves as a point of contact, supplier of advice, and source of motivation. With a personal coach encouraging them, people can explore their strengths, learn new skills, reshape career paths, and move on more successfully to their next positions. Their CVs are prepared in a professional manner. They practice and sharpen interview skills. They find equivalent or better jobs faster than they would if left unassisted to manage this complex and challenging set of circumstances.

Clearly all Outplacement providers are not the same. An effective Outplacement provider should be able to understand the unique challenges faced by each individual organisation with whom they work. Ineffective Outplacement Programmes do little more than leave people feeling frustrated, helpless, and bitter toward the former employer. While the initial outlay may render a saving, organisations are warned against choosing the cheap option when it comes to selecting an Outplacement provider.

As providers of effective Outplacement programmes, we work to understand each company’s culture, objectives, and needs, just as we seek to understand each individual’s beliefs, goals, and aspirations. This understanding then forms the platform for a successful process. And we strive for the smoothest transition possible by avoiding the potential pitfalls of a poorly managed redundancy or rationalisation programme.

To learn more about our Outplacement Programmes or any of our other services, please contact the office: +353-1-6688891 or info@davittcorporatepartners.com

Discover how DavittCorporatePartners can help you to:

Develop Leadership in Your Organisation

Win the War for Talent

Realise Individual Potential

Align Behaviour with Corporate Values

________________________________________________________________________________________________________________________

David Keane is a Director at DavittCorporatePartners – Corporate Psychologists

Emotional Capitalists – The New Leaders

Emotional Capitalists – The New Leaders

DavittCorporatePartners is pleased to announce that world-renowned expert on Leadership and Emotional Intelligence, Dr. Martyn Newman is returning to Ireland for a series of events in late October / early November 2009.

Dr Newman will be available to deliver a one-day Emotional Capital Leadership Programme in-house. Anyone who wishes to avail of this opportunity should contact us to book a date.

Following the success of our breakfast seminar in the Four Seasons last year, Dr. Newman will also be delivering a more in-depth public half-day workshop. This will be a perfect follow on for anyone who attended the Four Seasons but also for anyone who is new to Dr. Newman and his work. Please contact us to record your interest in this event.

Tel: +353-1-6688891 or info@davittcorporatepartners.com

More information: click here

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Executive Coaching by Andrew Harley

Executive Coaching by Andrew Harley

There was a time, a long time ago, when sport was the sole preserve of the enthusiast and the amateur.  But times change.  There is still the amateur game and this is clear to see on the golf course and in track and field sports such as running.  To compete for prizes, however, the talent of the enthusiast needs to be honed and focused.  Weekend golfers with an eye on the professional game seek out the support of coaches, to leverage their talent to maximum effect.

There are clear parallels with the world of business and commerce.  There was a time when somebody could start their career in an organisation and develop gradually, often under the patronage of a more senior, wiser master.  Enthusiasm and talent, combined with an element of application, would be progressively rewarded until the individual reached the pinnacle of their career.  These were times of constancy and certainty, times when change was the exception.  But times change.  The one certain feature of current business life is constant change.  In this climate, the ability to deal effectively and productively with uncertainty is one of the key differentiating characteristics of the successful business leader.

So, what does this mean for today’s executives?  Well, it presents a challenge.  Part of this challenge comes from the experience and the shock of realising that what worked yesterday might not work as well today and certainly will not work tomorrow.  It means quite often that there is no clear guiding light within the organisation to illuminate the path to future success and prosperity.

At Davitt Corporate Partners our experience of working with a broad range of business leaders across many different sectors of business and commercial life has recognised the enormous potential of talent and capability to make a difference.  In the same way that a coach will work with an athlete to help them improve their performance, we work with senior executives to support them in improving their performance and that of their organisations.  The parallel has one critical key element.  The coach cannot run a race for the athlete.  They do, however, help the athlete by supporting the belief that they can realise their potential and run that race faster.  In the same way, we act not as surrogate but help leaders to become more effective in what they do. We recognise that in today’s uncertain times, a leader’s position can become increasingly isolated and the need for support is more important than ever.

So what is involved?

Initially we audit the individual’s capability, behaviour and current performance.  The audit comprises a series of measures embracing personality, ability and characteristic behaviour.  Effective leadership pivots on the ease and facility with which goals are achieved by getting others to turn plans into action.  Effective executive coaching is about encouraging and supporting the development of this facility.  Some leaders come to coaching from a recognition that they can perform better, some from the distress of feeling that their work/life equilibrium is out of balance.  By objective assessment, encouragement, challenging and commitment we help individuals achieve clarity about what they need to do and how to do it.

To learn more about our Executive Coaching services or any of our other services, please contact the office: +353-1-6688891 or info@davittcorporatepartners.com

Discover how DavittCorporatePartners can help you to:

Develop Leadership in Your Organisation

Win the War for Talent

Realise Individual Potential

Align Corporate Values with Behaviour


Andrew Harley is a Senior Consultant at DavittCorporatePartners – Corporate Psychologists