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WE ALSO PROVIDE A WIDE RANGE OF SUPPORT for emotional intelligence. Learn more about THis by selecting from the links below...

look How's your EI?

Richard Branson, Winston Churchill, Sir John Harvey Jones. None of them exactly sparkled at school – and yet it didn’t seem to hold them back. Maybe you know someone yourself who was a genius in the classroom but who’s made heavy weather of their career. The reason is simple. I.Q is only one aspect of doing well. The other is our ability to empathise, to fit in, to understand, to handle others - and ourselves. We call it Emotional Intelligence or EI.

It is the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships. - Daniel Goleman, 1998

EI refers to the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions in us and in our relationships. EI describes abilities distinct from, but complementary to, academic intelligence or the purely cognitive capacities measured by IQ.

Traditionally, the emphasis when evaluating potential performance has been on intellectual; now compelling research indicates that emotional intelligence is twice as important as IQ plus technical skills for outstanding performance. When IQ test scores are correlated with how well people perform in their careers, the highest estimate of how much difference IQ accounts for is about 25%.

As a manager of a telecommunications company sums it up, "You don't compete with products alone anymore, but how well you use your people".



Edison consultants have just completed accredited training to now use one of the most extensive assessment tools on the market, Dimensions. Download a sample report.

So if you think that improved personal effectiveness may be your route to increased personal performance.
find out more

or want to discuss it further with a member of our learning support team
then contact us now!




In assessing a candidate's potential to develop, with particular reference to management and leadership roles, people have recently become aware of a number of styles or factors which can lead to "burn-out" or to the candidate initially showing high potential but later becoming "de-railed", often as a result of the very attributes which led to their early successes. History is full of examples of this, with business and political leaders often falling into the traps which are described below.


The "public" sackings of high performing managers will regularly hit the headlines. It is often such a shock that someone who at one time has reached the top of their profession can now be considered not worthy of the role. But should we be so surpised, is it not just an inevitable part of the psychological make up of such an individual?

Contact us for a copy of Personality and Leadership Derailment prepared by Dr Alan Bourne and Richard A McKinnon on behalf of Talent-Q. Let us help you develop the right people.

Derailment assessment

Often those whose careers become "derailed" will end up leaving the organisation involuntary, or are unable to progress any further due to a perceived lack of fit between their style and the role or the organisational requirements. Whilst certain attributes are acceptable, indeed desired, at junior to middle management levels, at more senior levels they can actually cause someone's career to derail. Having an awareness of common derailment factors and how likely a candidate is to demonstrate them can help assess someone's suitability for a role and also to consider what interventions may be required in order to prevent derailment from occurring. A derailed manager will often have an impressive career to date but derailment can easily curtail further progression.

We can use Dimensions assessment output to highlight the 8 "Derailers". These 8 factors or styles originate from continous research carried out on personality disorders, or as some authors term as "lists of "derailers". However, it is in no way suggested here that high (or even very high) scorers on these factors are likely to suffer from disorders at a level which might require clinical treatment.

At the opposite end of the scale are the "career limiters". The "career limiters" are those factors which actually prevent people's careers from even starting, so whilst someone may not demonstrate many of the "derailment" factors, if they exhibit a lot of career limiters their career progression may be held back as they may lack suitability for promotion to even the more junior managerial roles.

Each of the 8 "Derailers" can also indicate strengths, which are likely to lead to success and which in many cases will not result in "derailment" . On the other hand, a low score on a potential derailer may indicate a "career limiter" as well as a lack of a risk of derailment. During the Dimensions overall assessment the candidate's responses will also be mapped onto the 8 factors. This profile will act as the basis for individual development coaching and subsequent personal development plan and activity.

The Derailment Report comes as part of the Dimensions assessment.

Need to identify the possibility of derailment by either yourself or a member of your team? Imagine the possibilites of superior performance and focused development, start the ball rolling....contact us today to get Dimensions feedback