Proven to uncover the subconscious latent potential of both growth and risk
The Cambridge Code has been proven to uncover the subconscious latent potential of both growth and risk that are present in all candidates but lie beyond the reach of established psychological measurement. It identifies risk that lies behind even the best interviews across all industry sectors at all levels.
Definition: To make it to the top of an organisation or a senior leadership role, an individual needs to be able to make tough people decisions and to have the capacity to live with the consequences of their actions. In most individuals this element of ‘steel’ or ruthlessness is contained but can flash when necessary.
Definition: This is innate and extremely difficult to spot at interview. It is often not until someone has worked in an organisation for 6 - 12 months that you can see whether they have real inner drive. Previous achievements are not necessarily a strong predictor of someone's core drive and ambition. Will they keep pushing for the next thing?
Definition: A healthy rivalry within a team or with peers is important but the impact of having an over rivalrous nature can have unrealised consequences. It can impact on an individual’s ability to hire in good people and to allow their team to flourish.
Definition: There is a bit of a rebel in many of us but if someone's rebellious nature is too strong it can lead to intractable clashes with authority.
Definition: Do they have the capacity to reach the top, be a future leader, step into their next role, and provide real succession planning for the company?
Definition: It is important to understand the capacity of someone to recover or bounce back from a knock or set-back - i.e. their resilience and their ability to support others in a crisis
Definition: ‘Is this person flexible enough in their outlook?’ is a frequently asked question. It is important to be able to see whether individuals can adjust to new conditions. Real leaders show great capacity to flex and adapt to new circumstances.
Definition: Some individuals, when confronted with the realisation that they have done something wrong or have made a mistake, have a subconscious tendency to hide that from other people. This can have far reaching consequences.
Definition: Some people want to make sure that they, their company or team always appear in the best possible light. This is very normal when balanced, but at the extreme end this can lead to too much 'spin' or incorrect messaging around important issues/projects/data. This can present a commercial risk to an organisation.
Definition: Some people wear their integrity lightly, for others it is more hidden, and for a few they find it difficult to be straightforward in their actions. Their dissembling around actions/motivations can lead to question marks being raised.
Definition: Needy people are those who constantly seek emotional support due to an underlying insecurity around one or many issues. To really succeed you need to have an an emotional strength that allows you the bandwidth to ‘give’ to an organisation rather than needing to take from it emotionally.
Definition: The low lying tendency to wait too long, garner too many opinions or not 'take the bull by the horns' themselves. If the individual has the correct team around them, or is very bright, then there are few damaging consequences for an organisation.
Definition: To be a true leader and make an impact in an organisation, there needs to be an element of selflessness. If people are too centred on their own needs and ‘closed’ to the needs of others, they will always put themselves first. This tough single-mindedness on ‘self’ can be a strong characteristic but in certain cultures it can be at odds with the heart of the organisational culture.
Definition: This is looking at an individual's ability to be a balanced or healthy decision maker - from a position of strength, versus those who have an unhealthy appetite for risk taking that can endanger an organisation.