Contact:   John Shenton

Telephone: (044) [0]1202 496269

Mobile:        07946 577521



Profiling Perfection use DISC

Providing a total support programme for change implementation.



Welcome to my blog


Having been a psychometric profiler for over fifteen years and been involved with many companies in both an active  management role in the UK and overseas, I would like to offer insights into the real value of soft skills to business owners.

Please feel free to contribute in a positive manner if possible.

By John Shenton, Jan 1 2020 08:51AM

I have already outlined the first need of 2020 to be staff retention, giving the obvious reasons for this.

I have suggested that the first step on the road to maintaining staffing levels without internal losses to be the act of “benchmarking” and have laid out the basics of the exercise.

We are now able to consider the resulting factors that empower teams to become more and more successful over time giving rise to increased job satisfaction thus ensuring longevity within the staffing across the company overall.

If we are unsure of our present position within the business as far as job satisfaction is concerned then the first step of benchmarking should give us some clues. These will come from the changes that individuals are having to make to their approach to their job roles within a team which will only show up in the softskills profiles provided by “the PROFILE PEOPLE”

This is not strictly 100 percent accurate as some profiling systems do show these changes but most do not. Add to this that the majority of “profile readers” do not understand the value of these changes and you can begin to understand why soft skills management is not always taken seriously.

The profiles carried out by us will highlight areas where individuals within a given team, or even a whole business have to spend time modifying their preferred behaviours.


Behaviour modification comes about when a person has no option but to adapt to circumstances that are out of their control resulting in them modifying the way they approach that challenge. When this happens on a regular basis, that person is moving out of their comfort zone into areas that cause them to try to change who they want to be.

NOTE: Over 80% of teams reviewed have this problem to some degree

Have you ever been forced into a situation at work where management styles cause you to react in ways that are “normal for you”? The obvious example is where time becomes the overriding factor in reaching a conclusion. Your preferred style is to work to a plan that you have worked out for yourself and one which you know will allow you to finish your tasks successfully. If your boss keeps changing this focus for you – how do you feel about the job you are being asked to do?

Having been involved in literally hundreds of team reviews – it has become obvious that the more the individuals within the team are “forced” to modify the way they need to work – the less effective that team becomes at producing high level results.

Conversely when a team operates in harmony – that team is generally seen as a happy team whose performance levels appear above average to others.

This then is the beginning of a much longer journey. There is a warning that must come with this review and that is one of managing positivity over a more negative style of management.

With this comes a responsibility that management needs to be willing to assess themselves first and be willing to create a change movement if found to be necessary. If team harmony appears out of kilter, then attempting to manage individuals out of their functionality will not be the way forward. The team manager must look deeper before jumping to conclusions and team members do not need to be involved at this early stage.

The second stage of the review is to look at the job descriptions.

A job description must be designed to be specific about the use of available skills that allow team members to perform well.

We have all heard about the difference between hard skills and soft skills and the types of measurement that can be applied to gauge the level of NEED within the job functions.

This gives rise to our understanding of competencies and the describable level of competence needed to do a job well.

When we bring these elements together, we begin to more fully understand why one team works well and another struggles.

We also begin to understand that hard skills blended with soft skills and competencies spread across a team can be used more effectively when all members of that team share a complete understanding of working strengths within the team members capabilities.

When I hear someone say that we should not recruit a potential candidate because their soft profile does not meet with a “pre agreed shape” – I worry that the business as a whole might be closing its mind to a bigger picture thus limiting the potential of the business to make the most of all the resources available.

If you feel comfortable that your business is making the most of this information, why not test one team to find out just how well it really is working.

If you are prepared to acknowledge that things could be better – pick a team of about twelve people who do not appear to be on top of their game, all of the time.

Give John Shenton a call and ask for a review project– for management level only.

1. He will ask you for 12 job descriptions as they are available today without modification.

2. A simple review of the individuals performance ratings from their last assessments in the form of 1 to 10 low poor/ to 10 high. Very good.

3. A review of the team measurements in simple terms – what must they do on a daily monthly basis and how close to they get to any given targets applied.

4. A soft skills profile to be completed by every team member and the team manager(s).

You will get a report for open discussion with however many managers are involved with this team, that will result in a conclusion about what to do next to improve the performance of the team.

What will this cost your business?

The cost of soft profiles with individual feedback to each team member for this project only is:

£35 per profile and £65 for one to one feedback with each team member – resulting in individual reviews of positive contributions for each team member. This will involve each team member in about one hour of their time.

Day rates on sight to achieve this will be agreed before the project starts and will include travel and subsistence agreements. Day rates will reflect the complexity of the business overall and start at £600 per day plus expenses.

Management and staff time is something you must take into consideration against any potential for team output improvements. Ask yourselves how you might value performance improvement in measurable terms. No measurement – no improvement – just guesswork?

Just as a thought – if the project were to cost your business £3000, what performance increase would pay for this over what period of time?

When you have the answer – call John on 07946 577521 to discuss step one.

This call will cost you nothing so what have you got to lose?

Call today for an immediate appreciation of the challenges and potential rewards for your business.

By John Shenton, Jan 1 2020 08:47AM

For this article to be valued by Directors and Managers and Staff we need to simplify the detail


1. The UK has never experienced such a level of full employment

2. Brexit has caused overseas candidates to reconsider their opportunities

3. Staff surveys tell us that management are not considering their wellbeing

4. HR’s role in the business has been overtaken by damage limitation requirements

5. Business’s are subject to more and more regulation

6. People live by the love they receive supported by on line applications

7. Loyalty is a diminishing factor in all walks of live – live for today

8. Management training has not kept up with the rate of change

9. Business growth rates diminish management focus on staff

10. Keeping existing staff becomes essential over hiring new staff to replace leavers.

Tick the lines above that could apply to your business – then ask two random managers and ten random staff to do the same – evaluate the responses.

Given that all of the responses confirm your own beliefs – you should have a plan in place to manage the coming year for your business.

If the answers are all different across the business – consider the possible impact on your existing staffing levels and what impact this will have on business performance for 2020.

Here are 10 numbers to put to the test with your managers and employees:

1. 39% of employees feel they are not appreciated at work

2. 14.9% lower staff turnover in companies that employee regular feedback

3. 2X as likely to be less involved when their manager ignores them

4. 30X more likely to be involved when manager feedback is positive

5. 4 tenths of employees actively disengaged when ignored by their manager

6. The feedback gap – 43% engagement versus 18% when managers don’t communicate

7. 65% workers requested more feedback

8. 58% of managers think they are good at feedback

9. 98% of employees will be engaged by regular feedback

10. 69% employees said they would actively work harder with regular positive feedback

Given these prove to be even partially true in your organisation – what plans will you be able to put in place tomorrow that will be different to the way you handle these challenges today.

Change management requires a kick start.

It often needs an external view to remind you what is happening today.

It often helps to speed up the process if you can employ someone who already has a range of options in place.

Call us today to find out how we can help :

Speak to John Shenton at the Profile People

Helping business achieve more through people

By John Shenton, Nov 21 2019 08:31AM

Consider this

You recruit someone - you teach them to work for your business. You create a great team that works. Something happens and a key player needs to leave.

Ten to one you do not have a complete picture of what made the whole team successful.

So you start over and recruit - train someone to fit into the team, and thats only if you get the recruitment right for this team.

If you had a full team hard and soft skills BENCHMARK updated as the team grew - then you would know what to look for when you recruit, what should work and more importantly - what is likely to fail.

Time then to consider setting up a team benchmark before you lose someone from the team.

Call today to see just how easy this can be. - It could save you a lot of time and money.

John is available on 07946-577521

By John Shenton, Oct 11 2019 01:34PM

Your contact to gain access to this development programme is John Shenton

e-mail :- or call on 07946 577521

Things change at a rapid pace in business - driven in the main by changes in technology.

Four generations of children have been brought up to sit in front of computers attached to their mobile phones where no one actually calls anyone any more - they just text (in every format)

Did you know the most common thing most people do when they wake up is...

Check their messages/ mails.

If one of the biggest complaints understood from business feedback sessions between employees and managers is "POOR COMMUNICATION"...

and this years top challenges for business owner/managers is going to be recruitment and retention...

How do we get people talking again?

To really know a person you need to look them in the eye and really listen to what they are saying.

This is why texting is winning - it is much better you dont really know me until it is too late...

I have developed a new, simple. positive communication package for business owners that allows everyone to really win by talking again.

This is a new app and I am looking for interested parties to help develop models for everyday business applications.

If you would like to help and have access to your own models free of charge please contact me.

By John Shenton, Nov 6 2017 07:53AM

In many ways this CEO gets to the heart of the matter about who is going to be right for the job in YOUR COMPANY.

The CV gives you a clue about what the candidate has achieved in the past but does not cover the soft skills that make up half of the candidates ability and desire to do what is required in your company,

She perfectly covers the point that just because someone has worked in a bigger company that looks like yours, their view of the working world has been coloured by the way a big company works.

Using our tools before you inteveiw will give an insight into the way a person really wants to get a job done. It allows you to ask the real questions you want answered but don't know how to ask,

It does of course help if you know what soft skills are important to your business and this can also be achieved before you interview, by looking closely at that role in your business today.

With our help you can walk the walk and talk the talk to limit the number of expensive mistakes you can make taking on new employees.

Ask for your free questionaire today to see just what we mean.

Contact us today