The Power of Personality: unleash your potential in all that you do

Natasha Graham, Rachael Lewis and Angelina Bennet signing copies of The Power of Personality in London on Friday.

Natasha Graham, Rachael Lewis and Angelina Bennet signing copies of The Power of Personality in London on Friday.

Ever wondered how your personality affects your life? Three of the co-authors of  the newly published collaboration “The Power of Personality: Unleash your potential in all that you do”, were snapped signing copies of the books in London on Friday

Left to right is Natasha Graham, Rachael Lewis and Angelina Bennet.   The book is a collaboration of experts brought together by Gareth English to apply their leading edge experience and understanding of type and the MBTi to a variety of different aspects of life.

Chapters include parenting; shopping; managing stress and leadership.

Natasha Graham is leading the way on research into how personality impacts on the way you exercise;

Rachael Lewis lends some of her extensive experience in how personality type affects team performance and decision making;

and Angelina Bennet describes her insightful model and findings on how to avoid the dark side of your personality

Copies of the book are still available on amazon £12.99 – click on the image to find out more.

book on amazon

3 Things High Performing Teams Do


High performing teams differ in 3 ways

Thanks to some pretty trail blazing research in 2004 (Losada & Heaphy) distilled the 3 things that differentiate high, medium  and low performing teams.

Firstly they analysed three important stats for these leadership teams:

1. profit and loss

2. customer satisfaction

3. 360 feedback

Only if a team performed well on all three measures was it assigned to the HIGH peforming category.  Those that had low scores on all three measures were deemed to be LOW performing teams and the rest (who had a mixed result) were MEDIUM.
They the proceeded to observe the meetings and analyse the behaviours of each of these teams and compare that to their performance category and they found some pretty interesting results…


Members of poor performing teams were 30 times more likely to think about the impact of any decision on their own department than its impact on others.  This compared with medium performing teams who for every 3 times they thought about the impact on themselves, also considered the impact on others twice.

The Highest performing teams had a completely balanced consideration of impact on themselves against impact on others.  In effect, they were as concerned about the impact of their decisions on each other and their stakeholders as they were about the impact on themselves, showing a wider perspective on their decision making.


Members of the lowest performing teams spent most of their time offering opinions and views on the issues being presented whilst the medium teams gave three opinions to every 2 views they sought from others.

The highest performing teams showed a complete balance between giving and seeking out the views of others, again demonstrating that they have a wider perspective on their discussions and decision making.


Perhaps most importantly poor performing teams spent as much as twenty times longer making negative comments on each others’ ideas and pointing out potential problems. For the medium teams they spent just 8 times longer critiquing each other and pointing out flaws and problems.

Astoundingly though Losada & Heaphy observed the highest performing teams spending six times longer building on each others’ ideas, supporting and encouraging each other through positive contributions than they did make negative comments.


Whilst critical problem solving is important to leadership teams, it seems that the main differentiating factor in team performance is the ability to develop a trusting and creative atmosphere where there is real connectivity between the members and they are able to build on each other’s contributions.

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