So for those people who don’t know me, I’m Grant Gemmell.

I’m the managing director here at Facet5 Global. We’re based in Cambridge. In the United Kingdom, and we’ve got a whole range of people from all over the world everywhere from North Carolina at three AM in the morning right through to Australia. So thank you for coming along, and contributing to one just my session, but also I hope you’ve had a chance to maybe attend a couple of other sessions as we we as elvis says, we’re here in the building all week.

And welcome everybody. And you can actually enroll in sessions as we go. So today, I’m gonna share a few slides and a video and just have a conversation.

And I I welcome your input into that, the diverse points of view that we have So let me jump into the screen and let’s get started.

What we’re talking about today, you’re gonna just come back is, my view around personality at the heart of the learning and development process or L and D. And I think there’s a a really interesting we’re at a really interesting point I think in history, and the role of what personality does in terms of bringing that to life and allowing, us as individuals, but also as leaders and organizations, to take a step forward collectively.

So I said, we’re recording, you’d more than welcome to leave your video on. If you don’t, you can just turn it off, either way suits I was speaking with a client the other the other day, and the first thing that came to came out of for her mouth was the world’s gone mad and people are crazy.

And it’s quite funny because I I kind of looked at her and went, you know what? I I think you may be right.

I think that actually it’s, a really interesting position that we find ourselves in the world just at the moment.

And it got me really thinking then.

Well, actually has the world gone mad and and are people crazy, has anything actually changed, or is it just our perception of that that’s, driving that?

And I think we’re all probably familiar with the concept of, of, of, that, volatile uncertain complex and ambiguous, world that we’ve lived in.

And I don’t think that, you know, that’s any different to what it has been. And for those people who don’t know, Google was coined, I think, by the US army war college posted at Coldwall, and it was helping us kind of put some language, around the challenges that were presented in a, in a post cold war in Oregon. And what we have found is that we’ve just adopted that in our leadership language and and strategic planning and organizational development.

So when I, had a think back and I I asked my friend ChatGPT because he’s quite clever at some things. I said, well, you know, what actually has changed over the last year? Has it is it how sense of the world is gone and people are crazier than ever, or has it always been that way?

And really, when we think about it and we come back you know, the beginning of my working, probably working career in the in the eighties, we certainly had a lot of things, happen but has there been a pivotal point, really, in our recent history that means that things and the pace of change and the magnitude of change is increased, that it feels just more intense, and more pervasive and and a lot more to process than it ever has.

But if I think about, you know, the Voca mindset, it something means. Sometimes it just describes me on a good day.

But I think I I think the the concept is as pertinent as today as it ever has been.

When I look across all of these, and these are just a random selection of events that have happened over a timeline.

And there is many when I think about it, there is many great events, many things that have happened that are just as inspiring as there are horrifying.

And it got me thinking around, what is it about the What about a human nature that inspires us to bridge difference, for example, to build trust and to create amazing things when we come together.

And what is it about difference and maybe trust in itself or the lack of trust that actually creates division or moments of reflective history that we’re not so proud of.

So it got me thinking about the concept of trust, more broadly in the concept of difference. And that when we have trust, it’s a real unifier in the way that we live and that the way we work. And actually, it’s quite a fundamental in in life. Without trust, we don’t have, quality of relationships. We don’t have, societal cohesion, we don’t have, the ability to really effectively and robustly collaborate great, great thing. So trust becomes a really interesting concept for me. And I I think it’s embedded in and intertwined in to a lot of the things that we do day to day.

Just stopping there very, very quickly is in terms of trust and and that timeline and that opening comment that the world’s gone mad and people are crazy.

Would you agree with that? Would you would you feel that that sense of, pace and magnitude of change is really amplifying? Do you fill that in the in the work that you do and the relationships that you have and your observation.

I’m not sure that I would.

Partly because I became a bit of a fan of, of Stephen Pinker, And, if you read his book, I’ve forgotten what it’s called, but anyway, there’s nothing about the angels that but he he actually wrote it and it was somewhat controversial at the time. It’s not that long ago, maybe ten years.

We said if you look back in history, we’re actually at the most most peaceful time in history.

It’s a bit hard to believe that when you look at the news every day, and there are terrible, terrible things going on. But compared to what was going on, I think it was, well, his, writing, research supports it, that actually went we’re not doing too badly. So I would say it hasn’t gone completely mad in that way.

Picking up your other point though on trust, I don’t know whether you’ve picked up on the, what’s happened with Open AI.

With the them chucking the guy out to the the CEO.

And the reason given was the board has lost trust Well, not sure they did the right thing with that because, not only did he go to Microsoft, but apparently seven hundred of his colleagues have also said we’re going as well. They’ve only got seven hundred and forty employees. So, yeah, I think you’re right. Trust is clearly important. So, what’s happening there though? And I think in in terms of how we define trust and and, our our view of trust and whether we give it it easily, sustain it easily and develop it easily, or, you know, there’s a few hoops to jump through. But I think there is a common element there, which is without trust, then a lot of the work that we do is much, much harder.

We’re spending more time and more effort trying to bridge a divide. And and what that divide feels like, it sometimes is that chasm is quite insurmountable.

For people. So I think trust is an an underlying feature there.

Yeah.

Let me jump back into the slide. So we think about then, that if trust becomes more of a cornerstone about society, then actually, what is it about trust and has that changed over the number of years? I don’t know if people know the Edelman barometer, trust barometer at all, but it’s a fantastic site. I do warn you it’s not, all roses and cheese and and champagne for sure, but it it does give you a really great indicator of a yearly trend in the way that we, perceive the rest of the world, and particularly government and media and non government organizations and business, for example.

But as you can imagine, what they have found is that trust is in being in decline for a number of years now. And in particular, trusting our government and in our media has has fallen sharply over since two thousand and twelve, right through to the point that, you know, we’re getting what they call global pandemic or epidemic or a crisis around trust in itself. And ending up in around that two thousand and twenty one, two thousand and twenty two really amplified with what they call that epidemic of misinformation and mistrust leading, us to really doubt our governments, doubting our media, doubting, large business, leading to world that potentially has been become more polarized than a debt has become a fall.

Now I’ve, you know, I I do that in my and I say that with a a bit of caution because it’s in my lifetime, I suppose. I mean, we have had world wars. We have had, horrific conflict, and we have had huge division But in terms of trust, when we start measuring it, then the Edelman trust parameter is a really interesting concept.

Now, The interesting thing here, though, for me, and and as I take you kind of on a couple of detours around the garden path with my conversational presentation is that while the drop in, trust in our leaders, in our journalists, in our media, and potentially, large organizations, so we have a declining trust.

Actually, what we have seen is a stabilization or a small increase in trust, more locally. In my business, in my leader, in my coworkers, in my neighbors, in my community, So while the world around us has certainly become fractious and harder to engage with, we have turned back more trialing, I suppose, you could say, looking for more support and relevance in a smaller community of people.

And so and it’s not unusual. I think when, you know, we think about the world and I I look at the news just at the moment. My ability to process and display empathy and, provide empathy or even think compassionately, I feel has become reduced because it’s it feels like there’s just more that I can, manage that we we’re finding that we become quite overwhelmed by that because a sense of helplessness does come in. So naturally, you know, we look more locally, for that. And the, a great example of that is community leaders during COVID, for example, those small community people independently that’s coming in providing more support working with their communities, working with other people. So that level of trust has while it’s not in the a global picture, it certainly has come more locally.

Does that mean, I suppose? And then I’ll ask your point of view more than ever than that if we think about leadership, it has become more it’s going to play a biggest opportunity in a more critical role.

If we’re moving away and we’re looking at leadership and the trust that we want from our leaders, from more broadly to more locally, then actually leaders have a, more than ever have an opportunity to play.

Not only in their own organizations, but the Edelman barometer also talks about more broadly and more society we are expecting more from our leaders, and our businesses not just to act in local and not only in their own businesses, but in their communities as well.

I mean, sorry. Let me just mute a couple of people.

There in the background.

So that means that the capabilities of our leaders, I think, has never been more important.

And that organizations, and in particular, the learning and development functions or the, you know, the supporting functions that go around that, have a critical role in supporting these.

Let me just stop there.

Any any view on that? Any comments on that. Do you think that is a fair point or is that just rubbish jog or nothing to see here?

Grant, just about that.

Okay. It Sorry. Who is There is actually a a really large chunk of of work that’s been done.

I was going out and facilitating large groups of local leaders for the federal government.

So I was hired by an institute and agency in the federal to go out and talk to the local leaders about the work they were doing in their communities and to help perpetuate that across the communities because they were seeing a huge inability for them to actually be trusted and to get information out there. So, again, sort of building, that network.

And then the other the the other question that I had for you is have we seen a shift in that same timeline that you presented what is the shift in trust scores been in the fasted instrument?

Yeah. I’m, that’s a very good question, and thank you for leading me into the next part of the presentation. We have had a look at that.

And I will come to that. But I think, yes, I hadn’t, and thank you for bringing up the work, amazing work that you’re doing at that community level, and the it kind of amplifies for me and and reinforces the need for, and the trust that we have in more local communities.

We have always been more of a tribal, being. And we’ve always lived in small communities. We’ve always had people, around us. So it’s not unusual for us. Then as the world goes, you know, quietly mad and chaotic, and more what we feel more frenetic than ever is to draw back in and and to hold those around us more closely.

But it also has then great positives but also can and candid also has some negatives in terms of misinformation and skewing of people’s realities in that environment. But from a business perspective, I do I do think it’s it’s a linchpin of a moment where we are, looking to our leaders and anybody who is doing work with leaders will is a leader, I think you’ll agree with me saying, leaders roles have amplified, they’ve become more intensified we are asking more of them on a more regular basis, than we ever had before.

We are thinking having to think more broadly as leaders and thinking not only of the impact on our own self and our own staff, but our own business, our own society, and having to do that on a more consistent and at a quicker pace than we’ve ever had to do because it’s a more competitive market as the markets change more frequently, and what the what the world needs more frequently having to keep up with that is quite difficult.

Let me just jump back in. Thank you for those people and and your, points of view.

Now.

So where else are we seeing this trend, I suppose.

There’s a whole range of yearly HR reports, for example, to come out gardner, LinkedIn, PWC, McKinsey, all of those, do HR reviews each year. And then two thousand and twenty three, what we’re seeing out of the Gartner report, for example, which is freely available online. It’s a really interesting piece of work. Is that sixty percent of HR leaders are prioritizing leader and manager effectiveness.

And that eighty three percent of organizations expressed a desire to become more people centric, have a more people centric culture.

So what does that actually mean, I suppose? It’s it’s about recognizing that there is a set of core capabilities, that our leaders and managers need in order to be effective.

Obviously, it’s a, you know, commercial mindset as well and that when we have those and we recognize that when we are more people centric that we create more value is we’re reducing turnover. We’re increasing engagement and and, you know, obviously things like discretionary effort.

Gutner, in their report, and this is an adaptional that we’re speaking about the human centric leadership model.

And, you know, just like everything, it it kind of, swings and roundabouts, I suppose.

But there is a real shift from, technical skills, I think, in, in the last couple of years, into more people skills or soft skills, for example.

I think soft skills is still a little bit limiting. And so we’re using the word capability. What are those capabilities that leaders need and what’s that new approach that or is it an old new approach? Is it just sort of come back again?

When they relate to both them, to themselves in terms of having being authentic, having true expression, understanding themselves, and seeking to understand others looking to relate to others differently. So show showing more genuine care, more respect, more concern for other people bridging, building trust, understanding difference, you know, being more encompassing and the end of diversity, equity, inclusion agenda, for example, Black Lives Matter, all of those sort of things are good representations of that. And then importantly, the capabilities that we need in order to, reflect that in, in our role, and our response to, and you could change role to context for example, let me just close that. And I think you’re right, Mark, that essential skills, not soft skills.

These are the human skills or human capabilities that we we believe at facet five or me in particular, I suppose, is that we have a range of those that we use day in, day out.

These are essential components of and then when we start to master those, understand those, adapt our approach and understand others and and ourselves, we can actually create a human centric, business and society and community quite easily well, easily with a little bit of effort, but you get my point.

So a little detour, another little detour for those people that know me, I do like to, Chris Crums my, I thought it’s, but I’m going to just try and see if I can play a, video for you. So let me, see if I can share this. And I don’t know if people have seen this before, but I do I do quite like it. So let me know if you can’t hear the sound.

So let me, let me stop that. Let me just have a a conversation while I find the actual English version of that, that, video.

Which would be helpful unless you, fluent in Bahasa like I am and, you know, Polish or the other languages that I don’t speak, as well. But one of the questions that we did have, from Martha was, obviously, has personality changed over that period? What has What is the thing that maybe is consistent or inconsistent over that period of time?

And we have Norman here, and I don’t know people who don’t know Norman He is the, founder and author of Bass five.

And we went back through the data over a longer period of time over the last sort of twenty years just to have a think about what would that data look like?

So let me just come back to here while I find that video.

So what has what hasn’t changed at the same rate?

Well, we believe that our personalities have remained fairly consistent not identical, but over the last number of years, you’ll find that the data say from two thousand and twelve to two thousand and twenty three and even the data preceding that What we’ll find is that the data is maintained, the mean scores over time have remained fairly consistent. You’re not seeing massive fluctuations here in the dataset.

Now this is global data, so it’s collective data. So it does include all countries and genders and generations as well.

I think the interesting thing about this for me is that you know, while the world has gone going mad and people may be crazy.

Actually, when we think about it, if we step out of that whirlwind for a moment, what we have is something that we can rely on over a longer period of time. Now I’m not a a fan of the view of a trait model view that our personal lady doesn’t change. I think it does, but it does it at a much slower rate in a more predictable way over a longer period of time.

Without that, everybody here would say, you know, when you were younger, you feel quite different and and you probably have different capabilities and different views of the world than you do now.

And that’s to be expected.

But the interesting thing here, and I’ll ask for Norman’s opinion just in a minute just to pre warn him, is that the data for me becomes a really important consideration than when we are developing our lead in. So let me just quickly go through my points and I’m gonna ask Norman for here. So If we’re gonna build capability in our leaders and our teams, then my view is that we need a consistent way of relating to ourselves, others and our work.

Personality for me lies at the heart of how we go about building that capability, and that it makes our efforts more meaningful, more human or person centric, the, a bit more enduring because we have a bit more of a understanding of what our development will do for an individual and how they can take that forward. So therefore, more sustainable approach to capability.

Just gonna quickly stop this. So Norman, I’d be then interested in, you know, having him had a look at the data for me across that period of time.

What your thoughts are.

Yeah. Thanks. Thanks, Rhett.

Sorry. Is my yeah. Clearly, I am up Alright.

A couple of points I’d make.

One is that it does seem to be a a constant question that people come up with, about, you know, how I’ve changed.

I I would strongly argue that that They may have changed, but it’s their behavior and their responses to situations that changes, not the core personality itself.

I think that’s unlikely to change very much except as you said in long terms. I mean, there’s some evidence that, things like conservatism and stuff like that can change over a lifetime.

But that raises the the next, point that I would make is all of the, applications that, that that we work in are relatively short term they, talking about, you know, this person may be for the next year or two.

In business, I’m not aware of anybody who’s trying to make decisions, on what a person is going to is likely to do in the next twenty five years.

And yet, that’s what the there is research, that does look at that kind of thing.

There was a very crummy piece of research done when somebody, pulled out, thirty something thousand, profiles that had been done on a Google test.

And then they just split the sample up by age group and said, oh, look, there’s differences.

They then tried to say this is what has happened that that they had changed at the time, which of course is just nonsense.

But if you might remember, Grub, that you and I went to, a country once where they were very very keen on having strategies for managing millennials.

That’s when millennials were quite young.

They’re sort of like grown up with four kids now.

And they we we had their data, and we’re able to show that there was virtually no difference, across the, the age groups that they had, we felt, well, I don’t know what you felt, Graham, but I felt a little awkward because I was sort of, saying to these people that a lot of the programs you’ve been building on how to manage a millennial might not be particularly useful so yes. I I think that’s what I would say is that the if there are trends, they are long, long term trends.

I’m gonna give you my number once.

And I I think that’s I think also in that work that we did, when we asked for the expectation of what great leadership looks like and what was required leaders across generations There was no significant difference in the desire of of different generations that we looked at around being included being valued, about, being, you know, being understood or seeking to understand maybe significant difference in the way they go about doing that. But at the core of that, we’re all looking for consistent things from our leaders. And that was a real surprise because they were, expecting them to, you know, fit a mindset that they already been communicated to.

And what we wanted to do is rebuke that and just say, well, actually, at our heart, our personalities doesn’t matter what our generation is. Our our personalities are playing a significant and and, unifying role there. And what we need to do is start thinking about how do we connect with each other. How do we understand each other, versus how do we just look at difference?

Yeah.

Very good. Thank you very much for that.

So let me, quickly go back to the slides, otherwise, we could be here all day if I keep talking. So personality part of the development, obviously self awareness, difference, uniqueness, and personality for us are not option lecture is they’re a way of writing the ways of change in organizational performance, particularly that sense of self, being able to understand ourselves in the con and then understanding ourselves in the context of our work and the environment. We find ourselves, and then the ability then to master that and and the flex that we often have to have.

We also can say that, you know, understanding personality helps individuals and businesses harness their own potential. And the way that we do that is through tailored development pathways, powered by personality, ensuring that personal accountability for learning and development And I think there is a strong sense, and it’s certainly in one of the presentations this afternoon around the inner development goals, where accountability is playing a much stronger role for, a person’s potential, and that the organization is there to provide the mechanisms and the environment and the right context for that to come to life. So it underpins that more sustainable L and D initiatives and and mindset moving away from disconnected, sets of activities to a more strategic approach that, allow people to pull that thread or that golden thread and use their personality, use the strength of that personality throughout their, working career.

I think it also helps us as we mentioned that first one around, enabling Flicks, you know, that sense of technology shift, and culture shift, and all of those sort of things happening around us.

When we have a better understanding of ourselves, and what our preferred approach is that it gives us a better understanding of the flex that we need, to the situation that we have. So I’m not saying that because our personality is our personality, we should be making the excuse and that, you know, if you’ve got a hammer, everything looks like a nail, it is helping us well, understand ourselves through that initial assessment, and then, helping us understand how when, and why we need to flex in a different context. So I think that’s really critical for a lot of learning and development situations is if we are going to help people then we need to help them at a more fundamental level than just teaching them basic skills.

Important in mindset for Vesta five is that while assessment underpins action, it does not, in, necessarily mean categorization.

We’re there to create more self awareness, but our understanding between individuals, to create a starting point really for action to develop, that then individuals can whatever their aspiration, can use that to, be a better version of themselves.

And I think that, you know, personality can drive performance in in that it’s often an overlooked one or that we are doing it because it’s, fun, or easy, or it’s another initiative.

But when we combine personality, and capability with the individual with a whole range of other initiatives, then I think we can create a more, sustainable, more long term productive organization, community, and society.

Any any views on that? Do you think that’s rubbish? I think that’s About right.

Yeah. Franc is good.

You know, look, I agree with everything you’ve been saying. I got all all your points and, I think the bottom line for me is that people are still people people fundamentally haven’t changed.

We need quality of relationships. We need good quality communication. We need to be able to give and receive feedback, and it’s all those things that come from understanding yourself and others, which I think improve all of that.

Your earlier point about trust, you know, I’ve I’ve seen it recently in an organization where, you know, team members untrust each other or they’re stretched to a point where they don’t have the capacity to support each other, that’s when those relationships start to break down.

So it comes back to the quality of the relationships, I think, and just, fundamentally, we’re still people. We still need people. And that the quality of relationship is about how do we help people understand each other the difference and celebrate that difference and and the diversity that we have.

But I think it plays if I if I come to this next slide as well, which is, while we while we provide great data in the FASify model, you know, valid and it’s reliable, trusted at seven, six base, it’s enduring.

It’s it’s really then how do we bring like in the initiatives, and how do we create the insights from that data that allow it to be more meaningful and personal cycle and contextual and intuitive, lots of words there. But to your point, Frank, how do we then help people bridge the gap, how do we ask people to take some action that’s purposeful? How do you step forward in in and sometimes that’s quite scary into a relationship?

In order to be more curious and to seek understanding in order to create more mutual outcomes.

And then how do you demonstrate trust in that way. So I think pen personality helps us with quite a unique view, and we often talk about data to insights in size to action. And while the data is great, it is still just data until we do something meaningful with it.

Little bit of a personal indulgence here.

And for those people who maybe dialed in to, Ian’s call yesterday around the future of personality assessment, for example, So while I have a very strong belief that I think personality and self awareness are core and accountability are core to what we’re doing, not all personality data is equal.

Now if you’re familiar with a whole range of personality models, and you may even use a few of those, whether they’re treat based Gibson or or typologies.

This picture is trying to represent the breadth and depth of the data that we measure. It’s the breadth and the depth of, and it’s just starting on, if I’m really honest, it’s just starting to touch on the the, the complexities and the magnificence and the magnitude of what personality actually looks like. So imagine each one of these squares has fifty different variations in the new times at by fifty, you get to about ten trillion combinations of personality with a five factor with thirteen sub factors on a ten scale score.

It’s then not about the breadth. It’s not about how that data is then represented.

Absolutely agree that simplification pragmatic and, pragmatic representation of the data is really, really important.

And those little dots up in the top left hand corner there, a typology for me and an Ypsidiv. That is the breadth and the depth of the information that those models typically measure.

Now, it’s a generalization, I know, and I’m biased. Yes, I do get that. But if we were going to work with individuals, then wouldn’t you want to know all about that person? Would you want to be able to represent data in a more fuller way, regardless of how it’s represented. If you then believe that you can take all of that and compress it into those small dots and those small dots are amplified because I can’t make them any smaller in that picture.

Then we are not doing in my view, we are ticking a list. We are in the box. We are not actually, representing the whole of the individual in this process.

Well, that’s my kind of thing.

I was going to say, to to and I might totally agree with Grant, which is probably just as well. But, My biggest concern about all of those things apart from the gross oversimplification, is what is missing And, the in all of those things, the, there are plenty of papers around. I’ve written some, the one thing that is consistently missing from pretty well, all of the other one that that those ones are perhaps referring to is emotionality.

And, there’s, it it’s just been seeing a few articles recently referring to it. About how, emotionality permeates every other aspect.

That you see. It is the golden thread that, just to pick that mine up again, the golden thread that runs through every single aspect what we what we do and what we’ve seen.

If you miss it, then you’re missing probably about twenty seven percent of all the variation between people. And so that’s that’s another reason to be cautious with the oversimplification.

Yeah.

Sorry. That’s my hobby horse.

I think we share that hobby horse. It gets ridden around quite a lot. Might need might need a little wreath at some stage as well. So let’s then think about, you know, coming back that little detour, a little personal rant of my own on on accessibility of, and the, encompassing in the measure of the data. As I mentioned before, is not about then how we, represent that data in a more simplified pragmatic and meaningful way, making sure it’s accessible, it is ensuring that we encompass the whole of the person in that process.

So what we’ve been looking at then is what do we think of these core capabilities or essential skills in how I relate to myself, how I relate to others, and how I relate to my role or organizational context around me. Now there’s going to be natural tensions and shifts and aji bhaji in between those different aspects of how we do that. And it’s certainly going to be driven by the context that we find ourselves in, and that, you know, we all know, and we all probably take more of a strength based approach is that when we do turn up well and we are in our in our right environment with the right people and the right role, for example, that natural sense of comfort and flow becomes quite natural.

So we wanted to start to think about then what are these, capabilities that, we have naturally been developing and and that we’re focusing on over the next little while.

So some of these, around the self then talk about self awareness. They talk about, an intimate understanding of our drivers, our motivators, our strengths, our strengths overplayed, our values and opinions.

And the role of then self regulation in managing those in a more positive way, whether that is, self control, managing our opinions, managing our motions.

Importantly then, how do we go about instilling trust in ourselves from other people, and how do we build trust in that as a core capability. We’ve spoken about trust as as a foundational piece, and I think it’s a capability, a conversation, a practice skill set, a mindset that we need to really instill more.

You could take open to learning and change just, and just change it to curiosity.

For me as well. But it’s a little bit more. How do I step into a space and talk about, how do I have that discussion? How do I become curious? And open to other people’s viewpoints in different situations.

And then importantly, what does resilience look like for me?

This is not a a prescribed, model, but it’s basically saying, how do I how do I move from kind of an unsteady state to a steady state and what does that look like for me and what do I need to do that?

If we then think about the How I relate to others?

Then how do I value difference? How do I influence other people positively? How do collaborate, how do I communicate, how do I manage conflict, how do I participate in a team, and importantly what are the social skills that I need in order to kind of grease the wheels of of work. And I think you could be quite proficient in all of these sort of things, but actually if you’ve got poor social skills, then, you know, it doesn’t always land very well.

The last part then looks, the context. And when we’ve kind we’ve just restricted it down to role as well and organization.

So I think then it’s about how do we, what what capabilities do we need in order to think more critically, solve problems, to manage our work, to foster accountability in ourselves and other people, move from what feels like a doing mindset to an action oriented mindset where action is a considered thought that considered where you’re going for.

How we innovate how we think strategically and how we make effective decisions.

So these are the capabilities. I think that our personality, and their core capabilities that we are investigating at the moment to say, what are these? And how do these look? How do we build these capabilities in individuals?

And to your question mark, is there a differentiator between trusting self versus instilling trust and others trusting us I think there probably is. I think others trusting us is, when we relate to other people and we relate to our role about turning up doing what we say we’re gonna do, you know, being non not being judicious in in our interactions with them. So I think when we instill trust in others, and we create trust, you need all of these in order to do that well.

That’s a bit of a rubric. Can I just make a comment about this, the whole concept of trust?

One of the things that I think, is is significant about, trust is it’s not something that exists, Justin’s in one person.

It requires, an an activator from the other side. You don’t trust your, well, I suppose, people can doubt themselves, they’re, worrying about how they would behave.

But generally speaking, what we’re talking about is do I trust that person, or does that person trust me?

It requires a, a second person to do that.

So an interaction effect there.

And there’s another thing I was gonna say about about trust.

Oh, yeah. You you you alluded to it there.

Trust can be Well, I’ll I’ll go back a point.

I can remember when I first started talking to people about, competencies And every single organization I met said that the most important thing was integrity.

I said, well, okay. Makes sense. I suppose it is. What do you mean by it?

And the best one said, well, I mean, doing what you said you were going to do.

Okay. So, and then you realize that that’s not exactly what they meant because if you said I’m going to join this company and fire most of the people, change everything we do and so on, it basically take a, a chainsaw to the place.

And if you did that, you would they’d have to say you’re showing absolute integrity because you did exactly what you said you were going to do.

But that’s not what most companies mean when they say, oh, we want to, people who will behave with integrity.

They want people who will behave nicely.

And that’s a very different, the different thing.

I I can remember having those conversations with numerous, organizations.

And they were very keen on on having integrity until they looked at it in detail. I said, maybe, no, we need something else. And we just don’t have the right word for it. So That’s so. That’s me. Okay.

Norman, it looks like we’ve lost grant off the call. It does, doesn’t it? Hello.

Here he is.

Sorry. My internet just had a a momentary Okay.

The background?

No.

Right.

So I guess part of my question had to do with it being on that line with self versus being on the line with others because I was right where you are Norman from a standpoint of it takes two to to tango.

Yeah. And so that’s why that was part of the question was around it being in the line you know, of self.

Yeah.

And I don’t wanna, I’m not dismissing the importance of, trusting your self, and that in itself is a, a complex situation.

I’m sure there are people around who do doubt how they will behave in one situation or another. So you could say they don’t trust themselves But that’s not, I think, what is generally meant by trust in, in society or in an organization.

I I remember once, running a a workshop, and, there was a a general, thing running throughout. We said, well, we don’t we’re not gonna say things properly here because we don’t know what are gonna do with the information.

And so there was clearly a lack of trust there. And then we got down to, like, what’s causing this?

And they sort of universally were pointing at the, the CEO who was attending the thing. And he asked. He said, well, tell me, tell me, tell me, what do you think?

And, I said, okay. Why don’t you leave the room and let people write things up? Just see see what comes out of this. And he He was very brave.

Oh, overconfident. One of the two. And, he said fine. So he went out of the room and people hit those flip charts and started writing, and one of them put up the most foul mouthed description of this guy. He’s lying this that that and, I thought, oh, okay. That’s interesting.

And when he came back in, he looked at that. He read the other ones first and they saw they said, and he stopped dead. He turned around. He pointed straight at the guy who he knew had written that.

And he said, I know what you mean. You’re absolutely right. I was totally wrong, and he then, sort of went basically laid himself bare.

It changed everything because suddenly they were a felt that they could say something and not, be fired the following day.

So it was a it’s not a it wasn’t an easy event, but it was one that was quite important at the time.

So we’ve got your background? Yes. Sorry. Small, storm coming through on internet issues here in Cambridge.

The technology center of the UK. Yeah. Yeah. Let me let me share my screen again and we’ll move on as we come to the end of the hour.

So a few key considerations that we’ve been thinking about, in the development of our approach is, that must requires, awareness. So the way we go about looking at each of these is helping the individual understand their approach This is not an assessment approach to say that you have something or not. It’s how do you approach trust building? How do you approach valuing difference.

How do you approach, collaboration, building that foundation skill And as with all skills, all approaches, all strings, mastery is still required, and that requires practice requires skill building. It requires persistence.

So while we have it, it it’s not always inherent, and we may not always access it in the right way.

We’ve spoken about this before about unassessment of pin underpins growth and potential not categorization.

These I think when we have mastery of these core capabilities or essential skills, I think they do lay a foundation, and I think that gives us confidence it gives us self efficacy and that builds autonomy.

I think that, gives us some sustainability in how we and confidence in how we are approach our role, how we approach others. And importantly, I think how we approach the world as well.

It is evolution, not revolution.

It is a the old word that everybody loves still, which is a journey. It doesn’t stop. It’s about how do you become better at these And I think then the the core to that is about a a strong self reflective process or practice that individuals have. The ability to stop in the moment to learn from, how they’re going and what they’ve done in order to improve their, capability and the last one is, it’s my favorite saying everybody hears me say that it’s not a hammer or an excuse, when everything you know, when you’ve got a hammer, everything looks like a nail.

And it’s not an excuse. Oh, this is my approach. It’s my personality. So therefore, I can’t do anything different. This is about understanding in order to flex, because we do that every day and we’re required to do that every day. But when we understand where we’re coming from, We’ve got a better understanding of what skill support and environment we need in order to do that well. And then when we look at that organizationally, we can start to think about the investment that we can make in people and the environment that we need to make for people in order for them to perform at their best.

So a piece of work we’ve been doing, if you’re interested in this document, then it’s a, description of our core capabilities. It looks at some of the organizational benefits and risks and some of the behaviors and over over strength overplayed strengths of those behaviors as well of the capabilities that I’ve just shown you, that will be available at the end of next week. So if you’re interested, maybe just, put a yes into the chat for me, and we’ll send that out. And I’ll be interested in your point of view on that as well.

So it looks at those nineteen competencies, across the the work that we’re doing.

Over the next few months will be developing measures and, more intimate knowledge of how each personality goes about doing that.

In order to form some of our workshops and and offering.

So I’m gonna just quickly stop there. Actually, I’m gonna come down to this one. So if you, haven’t signed up some more sessions, here are the sessions that are happening, well, we’re crossing over into one on leadership that’s in Polish. It’s a great one on changing your mindset, changing your life at ten, leadership journey, which is a really interesting conversation resilience and mental strength. And, one that probably kind of echoes the conversation that we’ve been having this morning, which is the in a in a sustainability If you don’t know about the inner development goals coming from the UN and, the World Health Organization, it’s a really fascinating, piece of work, and it looks at personal accountability for going into the future. And you can scan that QR code or just go back onto your own website, only to log in. So let me just stop there very quickly.

Happy thank you for those people who’ve put in in the yes box.

Happy to take any questions or commentary or critique on the on the content that you’ve seen this morning. Otherwise, I will let you get on with your evenings days. Let Martha go back to bed as it’s three AM still Yeah. Yeah. So open open full for anybody that wants to say anything.

Wanna thank thank you, Grant. I’m looking for, opening these conversations.

They’re not finished. There’s, they’re unending, actually. Yeah. Yeah. And, you know, very happy to continue to do that.

Yeah. Yeah. I I I think you’re right. I think it’s about how do we, as a, you know, a tool, for example, in a suite of solutions, how do we support people going into the future.

And I think it’s about how do we help people be more confident and have stronger self efficacy and be more capable, and so that they can actually face into the world because the world’s not getting any any, more sane and nine quicker.

I think it’s it’s gonna continue to be crazy and circle around. So we’ve we’ve got a unique opportunity, I think, to hold help people in that process.

We’ll do that.

Great. Okay. Thank you. Well, thank you very much. Yeah. Thank you everybody. Enjoy the, enjoy your morning afternoon evening, and please if you’re there and you’re looking for some light entertainment or some deep thought, then Fast at five live here right through until Thursday afternoon.