Each section of the report provides an opportunity to reflect on a bespoke series of statements (blue statements at the top of each page) and then relate these preferences to the behaviours of others (colourful diagram at the bottom of each page). The great advantage of this is that personal skills can be considered in relation to others.
In addition, the Blind Spots, Handling Setbacks and Role Agility sections of the High Performance profile are a great resource to help a person think through opportunities to upskill. This will often involve developing a greater behavioural range, enabling a person to flex into behaviours that are perhaps less familiar, but are necessary when working with other people.
What Defines a Career Change?
Finding meaningful and fulfilling work is important on so many levels. A typical person might work 90,000 hours in their life – equivalent to 13 years and two months. Career changes can play a vital role in helping keep people stimulated and contributing their very best. This can involve a small sideways move (perhaps taking on additional responsibility or a different role within the same organisation), or a more dramatic change to a different industry altogether.
According to the recruitment agency Apollo Technical, the average person will have a total of 12 jobs in their lifetime and 29% will complete a total career change at some point.
The prospect of a career change – large or small – can feel pretty daunting, especially in today’s economic climate, which is riddled with so much volatility and uncertainty. This can compound the struggles that many dissatisfied workers face – wanting to make a move but lacking the clarity or courage to take that first step. Yet, when you dig below the surface, most workers are more interested in the waythey work and the culture of the workplace, than they are necessarily in the specific work they are doing.
Moving careers is far more common today than a generation ago, spearheaded by the Millennial generation. The backdrop to this is the general trend in upward mobility and the increased opportunities that technology is presenting. That said, Millennials are increasingly making greater demands on their employers in terms of working conditions, flexibility, and benefits, and setting a precedent with it. Career change is no longer the ‘big thing’ that it perhaps was.
Recruiters are increasingly using C-me’s profiling tool to help sift through final stage candidates, helping advise employers on the person who is the best fit behaviourally to the specific work culture and role requirements.
Prospective employees will also be greatly helped by using a C-me profile because of the help they give in reflecting on behavioural preference. Job searchers will be able to present themselves more accurately and paint a fuller picture to a potential employer if they are more self-aware. It is worth noting that job interviews ought not to be one-directional. For prospective employees, it would be wise to interview the organisation as much as the employer interview the candidate.
Does the organisation promote a more innovative, faster paced and risk-taking approach or a more measured, reflective and processed one?
Where the answer to this is “No”, time need not be wasted pursuing the wrong fit.
The colours used in C-me’s profiling do not map neatly onto particular jobs. There is far more nuance involved and what is right for one person may not be de facto right for the next. That said, certain patterns do emerge in particular industries. More technical production and engineering organisations tend to have a predominance of the Blue Colour Preference (logic, process, detail, rigour). Educational organisations tend to have a greater predominance of Green Colour Preference (relational, values-driven, supportive, collegiate). Start-ups tend to have more Yellow and Red colour Preferences (determination, drive, innovation, risk-taking).
Knowing one’s own colour preference can help people reflect on how they are likely to be able to contribute to a particular organisation and also predict some of the inevitable frustrations that are likely to occur.
What Are the Key Skills Needed for Starting a New Business?
New businesses are by definition unique and each one will require different skills. Creativity and a degree of risk-taking are obvious behaviours common to most new business owners. Yet it would be short-sighted to assume that just because person X is starting a business, they have to possess all the skills needed to get this business going. The beauty of teams (formal and informal) is that each person brings a different contribution with the output being greater than the sum of its parts. Certain roles can be outsourced. Other roles can be filled by paid positions, as a business plan allows.
Better knowing oneself is vital for being able to discern blind spots and the gaps that other people can fill. Even the most self-aware people will not see themselves as clearly as they might perhaps like to believe.
C-me’s psychometric tests provide a profile that can be used as a mirror to encourage deeper self-reflection. Most users declare an 85-plus% resonance, meaning the generated statements are accurate and therefore meaningful. Reading the profiles with a trusted friend provides an opportunity to really root out possible blind spots and help people make wiser decisions about whether or not to start a new business, founded on a more realistic assessment of self.