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LeaderShape Global (Headquartered in the UK), is proud to announce the appointment of Mathye and Ditlou Dynasty Corporate Consultants (MmDdCc) as its sole Associate in the Republic of South Africa. CEO, Mokadi Max Mathye has been appointed Managing Partner in South Africa and a LeaderShape Faculty Member.  Mokadi will be responsible for developing LeaderShape's business throughout the territory.
 
Read the thoughts of Mokadi and John Knights (Chairman of LeaderShape Global) about supporting South Africa's business ambitions and the long term future of the continent here.


The South African Government and its State Owned Enterprises embrace the principles of "Batho Pele" (loosely translated as "putting people first"). The assertion that all stakeholders should be consulted and considered on the nature and quality of services to be provided in order to determine the needs and expectations of the end users borders on Transpersonal Leadership (beyond the ego) imperatives.
 
For information about and a detailed definition of "Transpersonal Leadership" in a changing world see more here.
 
 

THE SECOND White Paper in our series on Transpersonal Leadership - Women, Naturally Better Leaders for the 21st Century - looks at the reasons why we have a confluence of women playing a greater role on the world stage in the workplace. It also covers the reasons behind some of the cultural barriers that hitherto have kept them from achieving parity at the most senior levels. 

 
Is it just a coincidence or a real sign of the future that as this paper is published we are probably on the verge of women leading the three most powerful nations in the Western world? Angela Merkel, the German Chancellor, and arguably the leader of Europe, Theresa May who has just become the British Prime Minister, and Hilary Clinton, who the polls suggest will become the first female president of the USA, in November. What a trio – and can they change the world for the better?

Download this essential White Paper to learn more about what female leaders can bring to organisations, and how the areas they're stronger at are essential for success in the 21st century. It also presents some practical input on how to develop organisations that recognize those strengths and to help women develop in areas where they might appear weaker than their male counterparts. 

 
Our Quarterly White Paper, revealed exclusively to you as a client or colleague of LeaderShape, reveals new data built around Emotional Intelligence attributes and comparing the strengths of men and women.  Areas where women emerge as stronger are those required by leaders of organisations to be most successful in the coming century.  
 
We then go on to offer practical input to develop organisations that recognise those strengths. On the other side of the equation,  we can help your women employees develop in areas where they tend to seem naturally weaker than their male counterparts.  
 
We'd be delighted to hear your feedback on what you are reading and how it applies in your organisation here.  Do get in touch!

 

WE'RE DELIGHTED to unveil our first quarterly White Paper in partnership with global, UK-based publisher Taylor & Francis, under the Routledge and LeaderShape Global brands.

First clarifying what Ethical Leadership is, we then explain its principles and practicalities, introducing a new principle for the 21st century. 

These cutting-edge documents are published in advance of our book on Transpersonal Leadership - focusing on the "how" as well as the "why" of modern leadership beyond the ego - to be released January 2018.
 
 

Download this essential White Paper to learn more about why we need ethical leadership and how we develop ethical leaders utilising the concepts of awareness and consciousness, within the context of three levels of intelligence that each have their own neural connection system.

Get Your White Paper

 
We'd be delighted to hear your feedback on what you are reading and how it applies in your organisation. Please join the conversation in our very strong and growing Transpersonal Leadership Group on LinkedIn.. Do get in touch!

   

 

 

Working on the basis of 30% uplift in performance of 39 Senior regulators on a minimum salary of £75k. 39 people are now delivering the work of 51. The cost saving of a more productive team over employing more Regulators is £900k, a greater than a 5x Return on investment for the whole programme.”

 

Interview with Senior Executive one year after completion of the programme.

 

The Challenge

Senior Leaders - Leadership Talent Development Programme

LeaderShape was appointed to deliver a programme of leadership development for a non- governmental legal and financial regulatory body. The aim was to prepare 12 participants for higher office, taking into account rapid expansion and the need to propagate and maintain the desired culture, despite significant diluting factors.

A rapidly changing internal environment meant 3 new CEOs over the duration of the programme plus implementation of a new strategic plan. Personnel with prime responsibility for the programme also changed. There was therefore no consistent senior level sponsorship, integration with OD policy or personal development plans and a lack of involvement by line managers.

  

During a period of frenetic change management, the organization established:

  1. The need to comply with a new regulatory framework
  2. The need to align dispute resolution with preferences of the client audience
  3. The need to build a responsive, agile organisation able to anticipate and respond to the ebb and flow of different categories of complaint and their impact upon staffing 

 

The risk of this period of change to the service included:

  1. Losing the wrong people
  2. The cost of replacing good people
  3. Non-compliance with a new regulatory framework
  4. Failure to build an agile structure

 

Intervention

The programme comprised of 6 key elements:

  1. Diagnostic and report
  2. MBTI Step II
  3. 11 x ½ day MasterClasses addressing key issues and fostering a deeper understanding how leadership, climate and culture impact performance.
  4. Pre-MasterClass prep through the ALIVE online learning system
  5. Post-MasterClass ALIVE Calls
  6. LEIPA 360  assessment, with raters including relevant organisational colleagues followed by a debrief which highlighted key strengths and development areas.

 

Success Against Desired Outcomes

A trial of the new operating structure blueprint now covers 300 people. Merging Judgment and Operational side into one role should bring a 40% saving across the organisation. The programme highly influenced my thinking of how I managed it’. 

 

LeaderShape believes that the full benefit of such a programme is not achieved during or at its conclusion, but after a one-year period when the changes in behaviour have had time to form a true legacy. Interviews were therefore carried out in 2016 to analyze the long term impact.

 

On a personal level, participants reported the programme:

  1. Built Emotional Intelligence and ability to use this in the workplace to empathise and connect
  2. Increased empathy
  3. Led to understanding of different leadership styles, their attributes and when to use them
  4. Increased delegation through use of coaching style to free up capacity in the leader and develop subordinates with real responsibility
  5. Developed leadership maturity, self-confidence and a support network especially when leading in times of ambiguity
  6. Improved networking and organisational knowledge
  7. Provided access to a catalogue of development tools.  

 

At organisational level, the programme:

  1. Established a networked leadership resource
  2. Went some way to developing a learning organisation
  3. Improved performance in areas of participants’ influence
  4. Several accounts reported significant return on investment

  

Drilling down:

Networking and Organisational Knowledge:

The general building of a network, was a powerful and useful heart to the programme.  Having a whole period focused on learning was very valuable including:

  • Having the network
  • A few hours to focus personal development
  • The NGO was something of a mystery, hard to get into and I learned how the organisation ticked
  • Making the connections from within the organisation less mysterious
  • The group became one, it was really good to get a view on what other people thought about the organisation
  • How the Board worked

 

Emotional Intelligence Development

  • Emotional intelligence – the programme gave a good reminder to empathise and see things from the perspective of others and their challenges
  • It gave me an understanding to navigate the landscape of how people worked and operated
  • I have better conversations with my people
  • Having the awareness to step back and think about the impact of my decisions
  • EI – how to engage to get the biggest win in every decision you make
  • I developed empathy and understood the difference from sympathy, doing much more listening
  • Being conscious of EI
  • It really helped me to build rapport with my team 

 

Leadership Styles

  • The leadership styles were very important and the surveys helped to put a lot of things into context
  • Revisiting the leadership styles of the leaders (3 CEOs during the programme)
  • It gave me a framework to get better outcomes and a vocabulary to make sense of structures, individuals and the politics
  • The ability to adapt to a given situation
  • Getting away from the commanding style
  • Made me consider what are my preferred styles
  • Understanding the different styles of leadership and the importance of using styles other than one’s default style
  • The great impact of the coaching style

  

Coaching

  • The programme reminded me how much I enjoy coaching – taking the development aspect away from command and control
  • The biggest impact was taking a more coaching approach, getting out of my own way with the team owning and taking responsibility.
  • Recognising that I was doing too much for people
  • You need to grit your teeth and invest the time in coaching, but you win big time in the end
  • Allowing managers to step into the space and do the job
  • I learned to let go with managers doing a lot more
  • Previously I tried to fix things immediately now I listen and not tell people what to do but coach them into their own solution

 

Confidence Building

  • I am more pro-active about leading change and not waiting for permission
  • I do not expect clarity all the time, defining my own objectives to forging my own clarity
  • Helped me to work out myself what I need to achieve
  • I am now a more effective and better colleague to be able to get things done and in a more efficient way
  • I developed self-confidence especially in front of execs where I now am comfortable attending meetings and challenge

 

Participants reported a boost in Self Confidence from the programme, saying:

I am more confident

It made me clearer about what I am and what I should work on

Made me realise that I really do want to be a leader

It has given me a leadership maturity

I am a more rounded leader

Now I get much more recognition and have an efficient team

It has positioned me as a key player in the organisation

I get recognition

I get a lot more input into the strategic vision

 

One final testimonial from a Senior Executive included the endorsement: 

Case resolution and Case progression are all the highest they have ever been. The way we tackled it (reducing the general casework queue) was influenced by what we learned on the programme’.

 

 

 

 

Leadership & Emotional Intelligence Performance Accelerator  - 360º ®

LEIPA® helped me to realise the changes I needed to make personally, and those needed in order to become a better leader professionally. The peer review was of huge value in identifying the professional element, but to put it in to practice I needed the coaching and mentoring to help me plot a course from where I was to where I am now, on the brink of what I believe is success!
 
Dan Suttle, former Head of Technology at a Global energy trading business

This advanced on-line assessment and development tool identifies an individual’s behavioural and operational strengths plus their development needs to improve their leadership performance. It measures competence in the context of their own role and the culture of the organisation. LEIPA compares different leadership styles against their importance in the executive’s current role, providing a gap analysis. The key competences of Emotional Intelligence (EI) are:

READ FURTHER regarding how this unique tool actually relates competencies directly to leadership.  

Click here for the PDF Brochure showing how you can enhance your client offering within your own practice.

 

The World is Changing 

  
Tomorrow's Global Organisations need to develop Transpersonal Leadership TODAY!  

See our Global Brochure 

 

   
Take your understanding further by clicking on the links here:

Transpersonal Leaders [definition]operate beyond their ego, continuing personal development and learning. They are radical, ethical and authentic while emotionally intelligent and caring. They are able to:

  • embed authentic, ethical and emotionally intelligent behaviours into the DNA of the organisation
  • build strong, empathetic and collaborative relationships within the organisation and with all stakeholders
  • create a Performance Enhancing Culture that is Ethical, Caring and Sustainable

    Acronym: BE REAL

  Beyond Ego – Radical, Ethical, Authentic Leadership

 

Keyring Living Support Networks 

THE LEADERSHAPE APP (for iTunes or "Google Play Store" for Android download) has whole team and organisational applications. Linked to our bespoke LEIPA ® (Leadership Emotional Intelligence Profile Assessment) process, these tools give a full gap analysis of strengths and weakness at personal and organisational level.

See the case study here, whereby almost a dozen Managers and Senior Managers working across the country undertook our rapid, phone-app based leadership assessment.

 

WHAT SORT OF LEADERS are you developing? Do others agree with their self-assessments? What roadmap will improve their behaviours to deliver the results that will bring success in the organisation?

We understand there is no tool on the market that offers such a complete package of advice and highly personalised report. The app is free, extremely simple to use and, with all the flexibility of modern technology, takes just a few minutes on a smartphone phone or tablet anywhere your employees happen to be.

 

We’ve seen the impact of this simple tool; LeaderShaper offers immediate free advice, built into the app.  

Buy or download the app on iTunes here or to access the "Google Play Store" for Android download, click on this link.

 

Here's an example of what you would see, regarding some tips about one particular leadership competence:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Find out more about the LeaderShaper Pro Report here and learn what it can give you to support your leaders and their ambitions.

For you, this is a high impact, rapid way of understanding your organisation's strengths and development areas – with a practical and immediate roadmap for change. LeaderShaper can be a fast, effective tool to cascade emotional intelligent ideas and values throughout the organisation. This is the beginning of a journey to grow future leaders and develop teams that can speak the same leadership language.

 

 

WITH NEW COMPETITORS and new technologies, publishing needs a new kind of leadership. Duncan Enright explains the blueprint for would-be leaders, and argues that success does not necessarily correlate to intelligence. 

Click here to read about the five traits of a successful leader and see his full article, published recently in the Bookseller Daily Magazine.

Great leaders are emotionally intelligent! 

 

THERE IS NOTHING LIKE the LeaderShaper App to provide a sense of how Emotionally Intelligent (EI) your leaders and managers are; this is the first effective self-assessment tool available in this format (both iTunes here and "Google Play Store" for Android versions.)

LeaderShaper provides a profile of individuals' Leadership styles and capabilities and practical ways to improve the ones that are most useful to your organisation.

Rapid, phone-app based leadership assessment provides an understanding of individual leadership needs even with remote based teams. Linked to our bespoke LEIPA ® (Leadership Emotional Intelligence Profile Assessment) process, these tools give an analysis of strengths and areas for development at personal and organisational level.

We use this process with remote teams to create a comprehensive programme of culture change.

 

 

Keyring Living Support Networks - a Case Study

THE LEADERSHAPE APP has whole team and organisational applications. Linked to our bespoke LEIPA ® (Leadership Emotional Intelligence Profile Assessment) process, these tools give a full gap analysis of strengths and weakness at personal and organisational level.

See the case study here whereby almost a dozen Managers and Senior Managers working across the country undertook our rapid, phone-app based leadership assessment.

WHAT SORT OF LEADERS are you developing? Do others agree with their self-assessments? What roadmap will improve their behaviours to deliver the results that will bring success in the organisation?

We understand there is no tool on the market that offers such a complete package of advice and highly personalised report. The app is free, extremely simple to use and, with all the flexibility of modern technology, takes just a few minutes on a smartphone phone or tablet anywhere your employees happen to be-  ( in iTunes or  "Google Play Store" for Android formats.)

 

We’ve seen the impact of this simple tool; LeaderShaper offers immediate free advice, built into the app.  

 

For example, here's some tips regarding one particular leadership competence:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

WE KNOW LEADERS seeking success will want to go further. A personalised report on their leadership styles is a low cost in-app purchase – emailed within moments. It looks at key competencies for leadership such as self-awareness, self management and relationship management AND it starts to provide a way forward for development.

Find out more about the LeaderShaper Pro Report here and learn what it can give you to support your leaders and their ambitions.

For you, this is a high impact, rapid way of understanding your organisation's strengths and development areas – with a practical and immediate roadmap for change. LeaderShaper can be a fast, effective tool to cascade emotional intelligent ideas and values throughout the organisation. This is the beginning of a journey to grow future leaders and develop teams that can speak the same leadership language.

 

 

The powerful response to the publication has led to coverage in some of the UK's most prestigious publications, from HR Magazine to International Accounting Bulletin. Read more by clicking the links below.

 

In the News

HR MagazineGlobal Accountant and International Accounting Bulletin are among the prestigious publications that have reported on the UK launch of this unique leadership vision!

The Times Of India-Speaking Tree is world's First Spiritual Networking online site. Among Speaking Tree masters is LeaderShape's own John Knights who has enjoyed prominence and profile with numerous blogs on Transpersonal Leadership here.

Or read a commentary in India's Management Next magazine (P24/25).

This practical, forward-looking book uses authentic, engaging case studies to show how the principles of leadership assessment can work in practice. It is an essential companion for HR and talent professionals in any field who want to equip their company with the talent it needs,  to be fit for business success.

The publication highlights a new roadmap for CEOs, Directors, Managers and HR professionals, detailing how organisations can use assessment tools to go far beyond recruitment and selection; the aim is to recognise and develop key individuals, as part of a comprehensive talent management and development strategy. 

Click here to read a sample chapter  and order your copy of this state-of-the-art, best-selling book here.

 

CONNECTIVITY IN TRANSPORT is critical for Northern economic growth and a strategic document, "One North", is calling for £15 billion worth of investment in the upcoming decades.  Manchester sits at a critical juncture in the future of high speed rail, HS2, linking to London in 68 minutes and acting as a hub at the centre of the band of major cities spanning the region from east to west.

LeaderShape conducts a series of recorded interviews with Dr Jon Lamonte, chief executive of Transport for Greater Manchester (TfGM,) about the role of leadership development in these major local and regional investment plans.

Developing Leaders

HOW DO LEADERS SET a vision and develop themselves to create organisational culture?  Dr Jon Lamonte of TfGM says there have to be freedoms to make mistakes, even within the highly tuned environment of transport, where people’s lives are at stake. He uses a mentoring, coaching approach to develop trust, good organisation and good outcomes.

 

Creating the strategy

LAMONTE EXPLAINS the strategy and narrative are independent of strong personalities. Leaders create a story people want to follow, not an individual ego-based journey but what LeaderShape calls a Transpersonal approach.

 

What to use Coaching for

AS A MILITARY man, coaching helped develop different ways of dealing with things – it’s about touching those difficult areas. Lamonte has learned to approach new ideas in his personal life, to help him when he returns to his day-to-day role.

 

True Leadership

THE MOST POWERFUL thing is the responsibility of people wanting to follow you, he says.

 

Inspiring a City

MANCHESTER'S VISIONARY leaders ride out electoral change, because of a common narrative.

 

For an understanding of some of the outcomes of TfGM's plans so far, we hope you enjoy this background article from Infrastructure Intelligence magazine.

Why not talk to us about leadership and team development for boards and senior teams, to see how we can help your organisation?

 

 

 

Great leaders are emotionally intelligent! How do you rate?

 

 

HIGH FLYERS aiming for the top of the organisation need to know whether you can “cut the mustard” as a potential leader!  Do you have moments of doubt when those around you react unexpectedly? Are your plans sometimes scuppered, rather than supported, because of the way you’ve presented yourself?

There is nothing like the LeaderShaper App ( in iTunes or "Google Play Store" for Android download)  to give high potentials a sense of how Emotionally Intelligent (EI) you are; this is the first effective self-assessment tool available in this format. LeaderShaper can also provide you with a profile of your Leadership styles and capabilities and practical ways to improve the ones that are most useful to you.

(If you are interested in using the app for organisational development, take a look here.)

For Senior individuals, what sort of leader could you be? Do others agree with your self-assessment? What roadmap will improve your behaviours to deliver the results that will bring you success in your role?

We understand there is no tool on the market that offers such a complete package of advice and highly personalised report. The app is free, extremely simple to use and, with all the flexibility of modern technology, takes just a few minutes on a smartphone phone or tablet anywhere you happens to be.

We’ve seen the impact of this simple tool - click on our animation to learn more.

 

 

Access and download the app on iTunes here or for "Google Play Store" for Android download, click on this link.

 

WE KNOW LEADERS seeking success will want to go further. A personalised report on your leadership styles is a low cost in-app purchase – emailed to you within moments. It looks at key competencies for leadership such as self-awareness, self management and relationship management AND it starts to provide a way forward for your own development.

Find out more about the LeaderShaper Pro Report here and learn what it can give you to support your leadership ambitions.

For you, this is a high impact, rapid way of understanding your strengths and development areas – with a practical and immediate roadmap for change. LeaderShaper can be a fast, effective tool to cascade emotional intelligent ideas and values throughout the organisation. This is the beginning of a journey to grow future leaders and develop teams that can speak the same leadership language.

 

Using the LeaderShaper App for Organisational Development 

THE LEADERSHAPER APP has whole team and organisational applications too. Rapid, phone-app based leadership assessment provides an understanding of individual leadership needs. Linked to our bespoke LEIPA® (Leadership Emotional Intelligence Profile Assessment) process, these tools give a full gap analysis of strengths and weakness at personal and organisational level.

We use this process with remote teams to create a comprehensive programme of culture change.

See a case study with Keyring Living Support Networks.

 

Team Management Systems (TMS)

What makes a great team? Can we use the science of human behaviour to help us to build better teams? How can we tip the balance in favour of success.

Management development

TMS is a unique model giving a helicopter view of all the processes that need to happen in any kind of work team. The simple visual model makes issues easier to talk about and addresses questions such as: “What exactly are we supposed to be doing here?”, “How can we be successful?” and "What do winning teams focus on?" The original Team Management Profile gives detailed feedback about personal preferences at work, the roles we prefer to play within a team and how we relate to others. Where preferences match job demand, performance is likely to be higher. Also, a balanced team has a greater chance of success.

Your personal Profile shows where you lie on the Team Management Wheel and reveals the preferences that direct your personal potential. A rigorously validated questionnaire gives you a customised report, designed to take the guesswork out of team working. Science and simplicity combine to give easy access to our knowledge about personal achievement and team performance. The profile is a guiding compass for action. It can steer your own career journey, the trajectory of your team and the achievement of business goals.

This tool integrates well with both Myers Briggs and Emotional Intelligence (EI) assessments.  The TMSDI tool coupled with EI competencies makes a formidable combination for both enhancing collective team performance and individual performance within that team.

The TMS system is:
RELEVANT
A complete system developed for leaders and teams
RESEARCHED
Over twenty years of ongoing research
RELIABLE
Validated by the British Psychological Society
FOCUSED
Helps individuals and teams to maximise potential
POSITIVE
Strengths, mutual respect and constructive problem solving
MEMORABLE
Powerful visual models and easy-to-use languages
PROVEN
The instrument of choice for organisations worldwide
ROBUST
Builds resilience, promotes sustainable development

For an overview of the interventions LeaderShape can provide, taking you to sustainable high performance, please see our White Paper here. 

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The Way Forward:

The real key to maximum success is that everyone in the organisation is willing to be open and to develop themselves. Remember Tolstoy:

"Everyone thinks of changing the world, but no one thinks of changing (Ed: ‘her’) himself."

In our experience working with organisations, we have found the two most powerful ways to increase the sustainable performance of organisations is:

  1. Change those behaviours that act as a barrier to stop individuals performing to their full potential, and which inhibit the performance of those around them.

  2. Bring to full consciousness and act on in the workplace those values that each individual believes in and holds dear.

 

Click here to read our white paper showing a comprehensive overview of LeaderShape's approach.

BE THE VERY BEST leader you can be!  And learn to take others with you.

You can begin to understand your level of success in social awareness, empathy and a range of essential competencies for your workplace and your life.  Wherever you are, on the train, in the office, at home, check your scores and learn your strengths and areas for improvement using this simple app. 

 

Now go further!

You will often be asked at interview about your leadership or management style. The most successful Emotionally Intelligent leaders will use all 6 styles when they are needed. We all have one or two styles that come most naturally to us but to be an excellent leader involves identifying and developing the EI capabilities to use the less "comfortable" styles. Part of the value of the LeaderShaper Application is to identify which leadership styles you are likely to be strongest in, based upon your EI profile.  You can then consider where developing increased competence in these or other styles may be of greatest value for you.

An in-app upgrade provides you with a highly personalised report to show you what is most effective for your needs.

Click to view a Sample pro report so you can see exactly what you would receive. 

Access the LeaderShaper App for iTunes or for the "Google Play Store" for Android.  Or take a look at the impact of the LeaderShaper App on Organisational Development - even with remote teams.

 

 

 

 

People don’t care how much you know until they know how much you care”.

Common sense? You would think so, but we are often so driven by targets and output, we tend to overlook staff satisfaction.

After family, work is the second most important factor affecting people’s happiness. A major slice of the average full time employee’s waking life is spent at work – if you are not in the office, you are often thinking about projects, situations or problems connected with your job. Many managers can be ‘too busy’ to regularly enquire or care whether their employees are actually enjoying their role within the business, but happiness affects productivity, so ignoring the issue is at a cost to the business.


Richard Reeves, described by The Guardian as ‘Britain’s leading expert on workplace trends’, and author of the much-publicised “Happy Mondays – putting pleasure back into work”, explains his new charter to improve happiness at work:

 

  •  Autonomy – offering employees greater power at work
  •  Community – partaking in social activities in the workplace
  •  Purpose – understanding how their job fits into the bigger picture
  •  Learning – developing new knowledge
  •  Time sovereignty – managing their own time
  •  Voice – feeling involved 


Motivation is also key to happiness and thus productivity. Examine your own motivational drivers as a basis to understanding others. Only by understanding the mindset of others can you unlock what actually motivates them. Managers do indeed have time pressures and may not always be equipped to provide the advice and support that their team needs. A team is made up of people with different emotional and learning needs – what is important is that the manager has the support from the business so that he or she can get assistance when it’s required. 
Being a socially responsible company makes good business sense.

Companies are beginning to respond to the growing social and environmental challenges facing society. An important element of this is the way managers and leaders are developed. 
 If you genuinely care for the happiness and wellbeing of your staff, their development as people as well as their role within the business, contributions and productivity will increase as result.

Coaching is important in an overall strategy for developing people that are happy in their work. 
Martin Seligman, Director of the Univ of Pennsylvania’s Positive Psychology Center puts “Happiness” into three categories. The first and most superficial is from a “pleasurable” life, the second and slightly deeper is from an “engaged” life and the third and most powerful is from a “meaningful” life. He has conducted numerous studies that show that in general a deep level of happiness produces greater productivity and creativity.


Happiness has not, however, been proven to increase the productivity of mundane jobs. This suggests we should minimise the number of mundane jobs by making them meaningful (eg: The cleaner at Cape Canaveral who “sends man to the moon” rather than “cleaning floors”). According to Alexander Kjerulf, the Author of “Happy Hour is 9 to 5”, happy people work better with others, are more creative, fix problems instead of complaining about them, have more energy, are more optimistic, are more motivated, get sick less often, learn faster, worry less about making mistakes - and consequently make fewer mistakes and finally, make better decisions. 


“Isn't it interesting that people are at their happiest helping another person?”   Adam Smith 

Building this into the company culture could have a huge impact.

 

 

  Happiness Increases Productivity

 

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 We call it “coach / mentoring” because although we make every attempt to enable the individual to come to their own solutions there are times when the input of an idea based on the knowledge or experience of the coach can create important insights. As experienced Senior Leaders, we can do that.

We recommend a programme of at least 6 sessions. We recommend sessions being about one month apart, to enable the embedding of new habits. Sometimes it might be advantageous to have the first couple of sessions within a shorter time span and there may well be a value in extending the programme beyond the initial six.

 

The programme includes the following steps:

  • Agreement between the three parties (the client sponsor and / or the line manager, the individual and the coach) as to the objectives of the coaching programme. This is normally carried out as follows:

    The client sponsor agrees with the individual the broad need for the coaching programme
    The chosen coach (identified initially by the client sponsor with input from the individual) meets the individual to explain the coaching process and identify the issues from the individual’s perspective
    Assuming the individual feels comfortable with the coach, this pre-session is followed up with a three way meeting to confirm the objectives. This is recorded on the Sponsor Programme Evaluation Report (SPER). Note: If the individual feels the chemistry with the coach is not good then another coach will be identified.
  •  Identify and agree any prescribed reading and learning materials.
  • Decide whether to include a 360° or any other assessment.
  • Review progress after three sessions with the client sponsor / line manager and individual – if appropriate and practical – using the SPER – and agree any changes.
  • Review the programme after 6 sessions – using the SPER – determine the result and whether in further sessions are required.

 

“Coaching is more than just the face-to-face coaching session”:

  •  Before and during the first session an Intake Form is completed which records important information about the individual and what they want out of the programme. It is a confidential document between the coach and individual.
  •  At the start of each session the coach reviews the outcome of previous sessions and progress on committed-to SMART Actions
  •  Each face-to-face session is approximately 2 hours
  •  For the final step in the process for each session, there are two alternatives:

 

Alternative 1: PREMIER PROCESS

  1. The coach writes up a Coaching Report, based on a standard format, which is strictly confidential to the individual and includes the key topics discussed, the main learnings and the SMART Actions agreed. The individual should own this report and is responsible to make sure it is accurate.
  2. Between face-to-face sessions, the individual may contact the coach by email or phone to discuss any pertinent issues where advice or support is needed before the next meeting

 

Alternative 2: STANDARD PROCESS

  1. The individual writes up their own learning and SMART Actions and emails them to the coach

A Typical Programme:

Each programme will be tailored to the needs of the organisation and the individual – for example:

  • Set objectives and measures of success for the programme; in consultation with sponsor/other stakeholders as app.Brief and review current data (e.g. Myers Briggs Type Indicator,Fundamental Interpersonal Relations Orientation - behaviour, Team Management Systems).
  • 1-2-1 coach-mentoring over 6-12 months, usually at monthly intervals.LEIPA feedback – leading to Personal Development Plans.
  • Mid-point and end review of progress against objectives.

Other interventions or psychometric tools may be included, eg: group or action learning, shadowing the coachee in the workplace, team facilitation, supporting strategy, vision development.Suitable for:

  • Newly appointed executives (new role or new company).
  • Leaders facing change.
  • High Potential individuals earmarked for succession.
  • Managers who need to deliver results through others/teams.
  • Managers tasked with leading mergers and acquisitions.

See Testimonials from our satisfied leadership programme clients here 

Are you a REAL leader or just a manager?!  Test your skill and understanding here

LeaderShape has developed a bespoke tool, LEIPA (Leadership and Emotional Intelligence Profile Assessment) to assess leadership abilities using best practice in 360-feedback to generate a report and action plan.

Together with LeaderShape’s proven individual leadership development programme, we provide the support for individuals to take on stretching roles and embed new habits whilst minimising risk and maximising learning.

Benefits to Participants:

  • A confidential forum where personal and business issues can be explored and identified with an objective mentor - this is a challenging partnership!
  • Increased clarity, self-understanding and awareness. An understanding of how that impacts on work and how managers impact on others.
  • More rapid assimilation of new attitudes and competencies.
  • A greater certainty of what needs to be done or what cultural shifts must take place to achieve success and the organisation’s business objectives.

Benefits to Organisations:

  • Quicker integration into a new role.
  • Development of a wider range of relevant leadership styles.
  • Improved commitment, retention and loyalty.
  • Improved competence and ability to manage change.
  • Better working relationships.
  • Improved business results.

 

Expand beyond your current business with our advanced Leadership development offering.

How would you benefit from having a recognised, proven leadership offering in your toolkit, to develop your practice?

If you have a background as a Senior Executive with private sector experience, we would love to hear from you to explore how we can mutually benefit from joining forces. We would welcome responses from trained coaches with the right background, who are keen to grow their capability and their business, by working to develop the best leaders for the future.

LeaderShape’s Faculty enjoy high level credibility because of their background at CEO or Board level, or in senior executive roles – this differentiator underpins our excellent track record working with individuals, groups, teams and organisations. We are also members of leading business think tank, Tomorrow’s Company.

Our client portfolio includes electrical retailer Dixons Group and the Motivcom Group (includes P&MM), plus work with the Oxford University Hospitals Trust, Royal Pharmaceutical Society, Disney, M & S and award winning LIFT company, Renova.

Tata Group and the Chartered Institute of Management Accountants are sponsoring our Transpersonal Leadership Publication; we also deliver seminars and “first 100 days mentoring” for HAYS.


We are growing!


We wish to build capacity in areas that are attracting the attention of potential clients such as our:

  • University accredited postgraduate suite of leadership qualifications up to Masters level
  • Robust and proven methodology for mapping Return on Investment for development programmes
  • Defined journey toward Transpersonal Leadership (beyond the ego).


How could I develop my relationship with LeaderShape?

This could be a first step towards Faculty membership, or even a Director or shareholder position.


How would it fit in with my existing practice?

You may have a well-established practice but come across opportunities that require increased resources and capacity or you may wish to be involved in a blend of workshops, masterclasses and development techniques which you cannot currently fulfil. We provide an infrastructure to help you win and deliver that business. Many of our Associates maintain their own coaching practice and introduce LeaderShape to help client organisations develop leadership capability. This might be where a blended approach delivers the best return on investment, or where it would be inappropriate for a coach to be working with all the clients in the organisation.

What would be the additional benefits?


As a LeaderShape Associate, you will also benefit from:

  • Being a member of a team of likeminded individuals
  • Gaining access to resources developed by LeaderShape such as our unique EI and leadership style based 360° assessment, LEIPA, development workshop modules and other materials
  • 6-weekly Faculty meetings that provide both CPD and group supervision as well as an opportunity to catch up with your colleagues
  • The opportunity to bring in business and participate in ongoing business for additional revenue
  • Having an organisation behind you that can provide relevant indemnities, policies, back-up,access to marketing materials and accounting services for LeaderShape business.
  • And sometimes, a home when you feel you need one


What do I need to do, now?

In the first instance, please email your interest together with a brief profile to This email address is being protected from spambots. You need JavaScript enabled to view it.

You can of course learn more about LeaderShape by visiting at our website at: www.leadershape.biz


We look forward to hearing from you.

 

Download this information as a pdf

Welcome to an insight into LeaderShape - the companies and organisations we work with, how to help CEOs, Senior staff and teams reach success and a range of events and areas of interest to shape your thinking in your own work.

Sign up for our newsletter now, so you don't miss out.  We won't inundate you with spam or any messages you don't want, we won't pass your details to any third parties and you can unsubscribe at any time.


And, if you like what you see, find a friend to tell about us so you can chat about what you are reading!

 

 

Thanks for joining us.

As a young senior manager, the now Chairman and Senior partner of the UK firm of PwC, Ian Powell, learned a practical lesson on how the values learned through a focus on transpersonal leadership play out practically in the work place.

 

Follow us on Twitter@LeaderShapeUK as we launch case studies and further details of our seminal research or take a look at the University-backed qualifications you can take with us, as we unveil the elephant in the room - Leadership - and take you through the steps to becoming a successful transpersonal leader, beyond the ego. Enjoy the journey with us!

The drivers that motivate leaders are highly personal, based on pride, prestige and money.  But leaders need to take a journey beyond self to achieve REAL values. LeaderShape's leadership development programmes are delivered by senior leaders through work-based learning, with practical application and University level theory.  

 

 

   

 

Follow us on Twitter@LeaderShapeUK as we discuss case studies and full details of our seminal research. We unveil the elephant in the room - Leadership - and take you through the steps to becoming a successful transpersonal leader, beyond the ego. Enjoy the journey with us!

Your team has a lot of knowledge – maybe more than you!  Bringing them together and letting them speak is a key to success.  

 


Charles Tilley of the Chartered Institute of Management Associations (CIMA) recognises good thought leadership but then critically ‘earths’ it through the remit and role of the CFO and Finance Director. What more powerful lever to effect change and drive sustainable business success. Charles has also built a great team around him.

A long-standing and distinguishing feature of the accountancy profession is its acceptance of its responsibility to take account of the public interest. CIMA members, in common with other finance professionals, are bound by a ‘Code of Ethics’ so integrity, independence and objectivity have always been at the heart of professional practice.  So, in some respects, the finance leader already demonstrates some of the hallmarks of the ‘Radical Ethically Aware Leader’. Some even go so far as to say that the CFO acts as the conscience of the business – as one CEO has said:

 

The critical responsibility of the CFO is the protection of my company’s public interest.”
 

Follow us on Twitter@LeaderShapeUK as we launch case studies and further details of our seminal research or take a look at the University-backed qualifications you can take with us, as we unveil the elephant in the room - Leadership - and take you through the steps to becoming a successful transpersonal leader, beyond the ego. Enjoy the journey with us!

 

 

 

 

While IQ is fixed and inflexible, we can learn how to develop our emotional intelligence to stellar levels, if we choose. Recent research in neuroscience and considerable investigation into cognitive, emotional, intuitive and spiritual concepts has led to the development of eight broad competencies which encompass the full requirements of leadership excellence.[i]

 

 

 

The 8ICOL™ model has been developed as a complete competency framework that supports the transpersonal journey towards leadership excellence. 8ICOL™ can be used to assess progress along the journey and to identify strengths and development needs. It is a model that integrates ‘Rational Intelligence’ (IQ), ‘Emotional Intelligence’ (EI) and ‘Spiritual Intelligence’ (SI) together with ‘Personal Preferences’ (PP). The model contains eight prime competencies made up of 76 sub-competencies which in turn are made up of 316 statements to define leadership excellence:

  1. Personal Intellect & Judgement
  2. Personal Preferences
  3. Self-Awareness
  4. Self-Management,
  5. Social Awareness
  6. Relationship Management
  7. Self-Determination, and
  8. Personal Conscience.

 

Follow us on Twitter@LeaderShapeUK as we launch case studies and further details of our seminal research or take a look at the University-backed qualifications you can take with us, as we unveil the elephant in the room - Leadership - and take you through the steps to becoming a successful transpersonal leader, beyond the ego. Enjoy the journey with us!


[i] Zohar, D. and Marshall, I. (2000) Spiritual Intelligence – The Ultimate Intelligence, London: Bloomsbury.

 

LEADERS NEED TO BE ABLE to respond to the fact that today we can hold less than 10% of the information we need in our brains [i], compared to 75% only 20 years ago. This means the old mantra that ‘knowledge is power’ is no longer valid. We need awareness, to earn the respect and loyalty of our followers, to nurture their desire for continuous learning, engagement, involvement and recognition.

 

 

 

The thing we need to understand about leadership is how it differs from ‘management’. Management is about planning, organising, staffing, controlling and problem solving whereas leadership by contrast is about establishing direction, aligning people, motivating and inspiring. Management produces key results – leadership produces change and transformation.[ii] (“Do you know the difference between Leadership and Management”. Take our quiz:  to check how well you understand the difference.)

 

Follow us on Twitter@LeaderShapeUK  to see our latest case studies and details of our seminal research or take a look at the University-backed qualifications you can take with us, as we unveil the elephant in the room - Leadership - and take you through the steps to becoming a successful Transpersonal leader, beyond the ego. Enjoy the journey with us!

 


[i] Kelley, R. (2008) Longitudinal study with knowledge workers, Pittsburgh: Carnegie-Mellon University.

[ii] Covey, S. R. (1992) The Seven Habits of Highly Effective People, New York: Free Press; and Landsberg, M. (2000). The Tools of Leadership, London: HarperCollins Business.

 

 

 

Entrepreneurs must realise that transpersonal leadership is the model for start-ups! ‘Transpersonal Leadership’ is fundamental to anybody with an aspiration to build a world-class company, according to 2008's fastest growth company, ByBox - now a £50m turnover company.

Says CEO, Stuart Miller:

The day you start a company, there is no difference between YOU and the COMPANY. You ARE the company. You have goals for the company and goals for yourself. This is where transpersonal leadership matters. The more authentic your personal goals are in the context of the company you are building, the less tension there will be as you grow and the more natural it will be for people to commit to your leadership."

 

 

 

  

Stuart's vision was to revolutionise parcel logistics by delivering successfully to electronic lockers at night rather than failing deliveries to peoples’ homes during the day (because they weren’t there).   What was his personal objective? Simple.

I wasn’t sure that I was good enough to lead a team to build a world-class company. And I desperately needed to find out. Any tension between my personal objectives and those of the company? No – they are aligned entirely:  to pour my guts into creating a world-class company that will build the parcel delivery platform for where the world is going next.”

Contrast this with some established FTSE100 institutions. Does the CEO take that job because they’re not sure if they are good enough? Or is it primarily for the salary, ego and prestige that comes with being a ‘Captain of Industry’? What do followers think about leaders who are only in it for the badge and the cash? 

LeaderShape and ByBox agree that leadership by badges and cash must eventually give way to leadership without ego. Entrepreneurs must authentically align their personal goals and those of their venture. Otherwise, they will not galvanise the trust required to lead through the critical growth phases. And those personal goals must be for the good of the company, not the ego of the leader.
 

Follow us on Twitter@LeaderShapeUK as we launch case studies and further details of our seminal research or take a look at the University-backed qualifications you can take with us, as we unveil the elephant in the room - Leadership - and take you through the steps to becoming a successful transpersonal leader, beyond the ego. Enjoy the journey with us!

Tomorrow’s Company has backed John Knights' Invisible Elephant and the Pyramid Treasure report as an agenda-setting ‘think and do’ tank which looks at the role of business and how to achieve enduring business success. The organisation focuses on strong relationships, clear purpose and values as the foundation of effective leadership and governance and challenges business leaders around the world to work in dialogue with others to tackle the toughest issues.

The founding principle is that business can and must be a ‘force for good’. This in turn requires a strengthening of stewardship by shareholders in partnership with boards of companies. Says Chief Executive, Tony Manwaring:

Herein lies the true power of this new framework on leadership – it plots a course which begins with the personal and a style of leadership driven by the demands of the self, and provides a step by step pathway to ‘Transpersonal Leadership’, recognising the needs of others, in service to the future as well as the present. Tomorrow’s Company argues for stewardship – this requires a different kind of leadership, able to look back and forwards, respecting previous generations, determined to leave a legacy for future generations from which they in turn can build."

Looking at the lastest neuroscientific principles, Tony says a new way of leading is coming from the new brain science, which teaches us to teach using the intelligence we have within.

Follow us on Twitter @LeaderShapeUK as we launch case studies and further details of this seminal research or take a look at the University-backed qualifications you can take with us from this Autumn, as we unveil the elephant in the room - Leadership - and take you through the steps to becoming a successful transpersonal leader, beyond the ego. Enjoy the journey with us!

How do people and organisations become transpersonal, delivering leadership beyond the ego that serves the needs of stakeholders and communities, not just shareholders?

You might expect a institution like PwC to be very financially focused. UK chairman and senior partner Ian Powell says the Big 4 accountant launched its strategic vision, simply called Who We Are just as the question of integrity became a major issue in management and leadership. LeaderShape has taken that idea further, into a holistic, transpersonal framework.  
 
Here's Ian at the launch of the Invisible Elephant and the Pyramid Treasure, together with Tomorrow's Company, Tata and Korn Ferry at CMS Cameron McKenna       
 
The key words for PwC and for many organisations who value Transpersonal Leadership include: integrity, confidence and humility.  Ian Powell says:
 
We must all accept personal responsibility to play our part in demonstrating these values and behaviours - opting out is not acceptable. Put simply, this is how we define success.”  
 
Follow us on Twitter @LeaderShapeUK as we launch case studies and further details of our seminal research or take a look at the University-backed qualifications you can take with us, as we unveil the elephant in the room - Leadership - and take you through the steps to becoming a successful transpersonal leader, beyond the ego. Enjoy the journey with us!

The Invisible Elephant and the Pyramid Treasure publication launched at CMS Cameron McKenna is backed by the Chartered Institute of Management Accountants, Tata, Korn Ferry and published by Tomorrow's Company.

It describes a new way to develop a leader that is appropriate for these times and our future.

John Knights says:

I have become so frustrated reading just some of the myriad of very positively critiqued books on leadership that only tell you WHAT the author thinks good leadership is and WHAT you need to do differently to become a great leader. I want to focus on the really interesting part – and the most difficult part – HOW to become an excellent leader. That is: What do I need to do differently myself to become a better leader?

 

 

Unfortunately, most people are promoted to leadership roles for reasons that have nothing to do with the likelihood that they can actually lead. It may be that they have a lot of experience in the organisation, or they may be the best bottle-washer, or have the loudest voice, or be very political, or are believed to have a ‘safe pair of hands’. Whether any of these promoted people actually turn out to be really good leaders seems to be fairly random. If only these souls who are chosen, or doing the choosing, would realise that learning a few specific behaviours could make all the difference between success and failure, we might have a far greater number of happier followers and many more effective organisations.

Why do we get leaders of major organisations that usually only last for two to three years? It is because they are spending that time ego-based, feathering their nests and it takes that long for the shareholders and non-executive directors to understand it and do something about it –although the NEDs and shareholders are also implicated in the way they allow compensation packages to be structured.

What most leaders don’t get is that the key to great leadership is not how they change an organisation or how they change how other people work more effectively, it is about how they change THEMSELVES. The necessary first step to become a great leader is learning HOW to develop new more effective behaviours and the second is learning HOW to keep your values in full consciousness when you make decisions. And then that actually putting this learning into practice – is the rest of your life.

Follow us on Twitter @LeaderShapeUK as we launch case studies and further details of this seminal research or take a look at the University-backed qualifications you can take with us, as we unveil the elephant in the room - Leadership - and take you through the steps to becoming a successful transpersonal leader, beyond the ego.

Enjoy the journey with us!

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