Leveraging
Cognitive Collaboration
to Drive Results
Volatile
Uncertain
Complex
Ambiguous
The New Norm?
“Disruption
Industry 4.0
Fourth industrial revolution
Industry 4.0
Internet of Things (IOT)
Automation
Data exchange
Cloud computing
Artificial Intelligence
iGeneration
Age today
> 68
48 - 68
28 - 38
< 18
By 2020,
millennials
will take up
more than
50% of the
workforce.
What do these all mean for:
Businesses?
Workforce?
Te a m s ?
Leaders?
Business stakeholders
need to consider:
Collaboration, rather than competition
Multi-sector partnerships
bold leadership and strategic action
How Millennials Want
to Work and Live
1. Purpose
2. Development
3. Coaching
4. Conversations
5. Strengths
6. Work-life balance
Top 10 Skill s in 2 0 2 0
1. Complex Problem Solving
2. Critical Thinking
3. Creativity
4. People Management
5. Coordinating with Others
6. Emotional Intelligence
7. Judgement and Decision Making
8. Service Orientation
9. Negotiation
10.Cognitive Flexibility
Source: Future of Jobs Report. World Economic Forum
Top 10 Skills in 2 0 2 0
1. Complex Problem Solving
2. Critical Thinking
3. Creativity
4. People Management
5. Coordinating with Others
6. Emotional Intelligence
7. Judgement and Decision Making
8. Service Orientation
9. Negotiation
10.Cognitive Flexibility
Source: Future of Jobs Report. World Economic Forum
Thinking
related
Top 1 0 S kill s in 2 0 2 0
1. Complex Problem Solving
2. Critical Thinking
3. Creativity
4. People Management
5. Coordinating with Others
6. Emotional Intelligence
7. Judgement and Decision Making
8. Service Orientation
9. Negotiation
10.Cognitive Flexibility
Source: Future of Jobs Report. World Economic Forum
People
related
Thinking skills, People-related
skills are crucial
Flexibility, connectivity, mobility
Collaboration will be key
Future Teams
RESEARCH POINTS TO THE IMPORTANCE OF
DIVERSITY, COLLABORATION AND TEAM WORK
https://hbr.org/2017/03/teams-solve-problems-faster-when-theyre-more-cognitively-diverse
https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/
http://www.kornferry.com/institute/better-return-self-awareness
Who is on a team matters less
than how the team members
interact.
Helping employees to better
understand themselveshelp
to improve an organization’s
overall performance.
Investment in training
is associated with higher
relative productivity, especially
when all or nearly all of the
workforce receives regular
training.
Chartered Institute of
Personnel and
Development
Teams solve problems faster
when they’re more cognitively
diverse.
https://www.cipd.co.uk/Images/productivity_2015-getting-best-out-of-people_tcm18-10313.pdf
Sources:
What could success
look like?
Consciousness
Communication
Cognitive collaboration
Managing Teams
How do these businesses drive
results with Emergenetics?
Who we are,
what we do,
how we do
things around
here
How we
work together
with a shared
vision and
purpose
How we interact and
communicate with one another
How we grow
our community
Who are our people,
how we bring them
onboard, how we
develop and retain our
talent
WHAT’S YOUR DESIRED OUTCOME?
Raise
Self-Awareness
Establish
Team
Build &
Sustain Culture
‘ME’ TO ‘WE’
Globally, emergenetics is used in…
Raising self awareness
Communication
Presentation
Sales pitching
Leadership development
Coaching
Mentoring
Conflict resolution
Hi-potential development
Team formation
Trust building
Team alignment
Team effectiveness
Team norms
Harnessing diversity
Team decision-making
Team goal setting
Team coaching
Organisation development
Merger & Acquisition
Change management
Culture transformation
Mission, Vision, Values
Strategic and action planning
Employee engagement
Talent development
Raise
Self-Awareness
Establish
Team
Build &
Sustain Culture
WHAT IS
Developed from empirical
research and study into
psychology, education and
neuroscience, the
Emergenetics Profile reports
how individuals and teams
prefer to think and behave.
EMERGENETICS?
The Emergenetics Profile
Valid, reliable, and doesn’t
label
Online survey of 100 questions
Uses Likert scale of 1 to 7 to
measure degree of preference
Statistically valid and reliable
(coefficient alpha between 0.76 and
0.83)
Meets industry’s highest standards
for psychometric instruments (1999
and 2014 Standards for Statistical
and Educational Testing).
One survey, many solutions
Emergenetics Profile
Group Profile
Emergenetics Combined Scores
Analytical
Structural
Social
Conceptual
Expressiveness
Assertiveness
Flexibility
0 10 20 30 40 50 60 70 80 90 100
General Population
EG Preview Workshop Bangkok - 28 June 2012
57
42
49
67
62
61
44
Group Dot Graph
TM
© Emergenetics LLC, 2014
HOW YOU THINK: PERCENTAGES
How you Think: PercentilesHow you Behave: Percentiles
General Population
0 10 20 30 40 50 60 70 80 90 100
Quiet Introspective Reserved Talkative Gregarious
Peacekeeping Easygoing Competitive Forceful Driving
Focused Firm Adaptable Accommodating Welcomes Change
Structural
Social
Conceptual
Expressiveness
Assertiveness
5
48
60
CONCEPTUAL = 51%ANALYTICAL = 4%
STRUCTURAL = 4%
Imaginative
Intuitive about ideas
Visionary
Enjoys the unusual
Learns by experimenting
SOCIAL = 41%
HOW YOU COMPARE TO THE GENERAL POPULATION: FEMALES
Clear thinker
Logical problem solver
Data driven
Rational
Learns by mental analysis
Practical thinker
Likes guidelines
Cautious of new ideas
Predictable
Learns by doing
Relational
Intuitive about people
Socially aware
Empathic
Learns from others
BRENDA ROANE - APRIL 15, 1999
Geil Browning, Ph.D. / Wendell Williams, Ph.D.
Flexibility
Analytical
5
EMERGENETICS | PROFILE
2014
Emergenetics, LLC, 1991,
BRENDA ROANE
What are they thinking? Visual, all about people, intuition, big picture
How best to reach them? Stories and summaries - Unorthodox activities
that break up the routine
How to initiate action? Appeal to emotions while brainstorming the big
picture
Decision-making process? Gut instinct, impulsive (Red) - Intuitive, sense of
knowing (Yellow)
Internal or external processor? External - oral communication leads to the right
answer
Need time for thought? Usually not
Embraces change? Reacts based on the situation
Multi-tasker? Sometimes
Driver? Yes
Challenges for an employer? Selectively embraces details
Interaction Strategies
Communication Strategies
What to say and how to say it
“I had this wild idea…”
“Let’s brainstorm new ways to
solve this.”
“This routine stuff is so boring.”
“What is the bigger picture
here?”
“How are you feeling about
this?”
“Respect and dignity belong
above all else.”
“I’m concerned about how
others will react.”
“I’m sure you want to be
involved in the discussion.”
Speak up.
Gesticulate.
Fast-paced actions are OK.
Confrontation and lively debate are OK.
Vary your Flexibility level.
Meet in the middle - neither defined
nor too many options.
© Emergenetics LLC, 2014
HOW YOU THINK: PERCENTAGES
How you Think: PercentilesHow you Behave: Percentiles
General Population
0 10 20 30 40 50 60 70 80 90 100
Quiet Introspective Reserved Talkative Gregarious
Peacekeeping Easygoing Competitive Forceful Driving
Focused Firm Adaptable Accommodating Welcomes Change
Structural
Social
Conceptual
Expressiveness
Assertiveness
5
48
60
CONCEPTUAL = 51%ANALYTICAL = 4%
STRUCTURAL = 4%
Imaginative
Intuitive about ideas
Visionary
Enjoys the unusual
Learns by experimenting
SOCIAL = 41%
HOW YOU COMPARE TO THE GENERAL POPULATION: FEMALES
Clear thinker
Logical problem solver
Data driven
Rational
Learns by mental analysis
Practical thinker
Likes guidelines
Cautious of new ideas
Predictable
Learns by doing
Relational
Intuitive about people
Socially aware
Empathic
Learns from others
BRENDA ROANE - APRIL 15, 1999
Geil Browning, Ph.D. / Wendell Williams, Ph.D.
Flexibility
Analytical
5
EMERGENETICS | PROFILE
2014
Emergenetics, LLC, 1991,
BRENDA ROANE
As a leader, she can exhibit a focused approach or act in a more open-minded way. She
encourages personal connections and boundless thought, and most likely she is
communicative and prefers a fast pace. She probably has a vision that extends far into
the future, and she expects others to share her enthusiasm for the overall concept or
goal. Most likely she forges strong alliances, and excels at teambuilding and mentoring.
Keep in mind that her preference for “right brain” thinking may make it hard for some
people to understand what she expects of them, so it is important to utilize her
Expressiveness and Flexibility to convey her true intentions.
Leadership Styles
She is probably imaginative, intuitive about ideas and people, visionary, socially aware, and empathic. She is good at seeing what is
coming before others do. She may excel at finding relationships between different items, finding new solutions to old problems, and
developing theories or concepts.
She seems to acquire information from her environment. She probably is able to grasp subjects without any background information,
and she knows what is happening without reading a book. When it comes to making decisions and solving problems, she relies on her
own intuition, as well as the expertise of others. She may learn by experimenting on her own or by being shown what to do by others.
Either way, she is unlikely to sit down and read a manual or follow step-by-step directions.
Because her thinking is intuitive, she runs the risk of being perceived as “out there,” and she may feel out of step with other people in
her organization. This is hard for her because she is so Social. She may experience a conflict between her desire to be liked and to make
everyone happy (her Social preference) and her desire to do whatever needs to be done to implement her vision (her Conceptual
preference).
What are they thinking?
Because her level of ExpressivenessExpressivenessExpressivenessExpressiveness is in the third third, she is probably talkative, outgoing, and lively. She may openly communicate
affection for others, may easily start conversations with strangers, and may be comfortable attracting attention to herself. Her facial
expressions and gestures probably are animated, and she may be happy to share information about herself.
Because her level of AssertivenessAssertivenessAssertivenessAssertiveness is in the third third, she is probably determined, driving, and telling. She generally doesn’t mind
handling uncertain situations, and she may enjoy being in charge. As a rule, she voices her opinions and concerns willingly.
Because her level of FlexibilityFlexibilityFlexibilityFlexibility is second third, she is in the “It Depends” group. She may behave in a more easygoing manner, or she
may take a firm position. Depending on the situation and her companions, she decides how much energy she wants to put into being
affable and easygoing, or determined and controlling.
Behavioral Preferences
www.emergenetics.com
Individual Tip Sheet
WEteam Report Emergenetics+ App
All it takes is for each member of a team to take
the questionnaire, you can get a suite of
reports.
The Emergenetics Profile
Provides insights
Thinking approaches you tend to
use most of the time
How you tend to behave when it
comes to social interaction,
pushing a point across or
completing a task, and when
confronted with change.
How you compare to the general
population
Raise awareness of self and others,
build understanding for improving
communication.
The Group Profile
allows teams to
understand their
combined preferences.
Prompts for teams to discover
how they tend to think and
behave, and what to do to be
more effective and productive.
Used to figure out group
dynamics, identify possible
decision-making gaps,
determine team strategies.
The Emergenetics Group Profile
EMERGENETICS DOT GRAPH
The Group Dot Graph shows
where every team member
stands in relation to each
other’s preferences.
Allows for a deeper dive into the
dynamics of the team.
Used for new member onboarding
and integration, understanding why
conflicts between members could
have happened, and strategies for
employee engagement and team
coaching.
Emergenetics Combined Scores
Analytical
Structural
Social
Conceptual
Expressiveness
Assertiveness
Flexibility
0 10 20 30 40 50 60 70 80 90 100
General Population
EG Preview Workshop Bangkok - 28 June 2012
42
67
62
61
44
EMERGENETICS TIP SHEET
Tip Sheet of each team
member provides others with
clear interaction strategies.
Highlights essential interaction
strategies for others to use.
Provides tips for better and more
effective communication.
Used to establish inter-personal
communication strategies, build
relationships, resolve conflicts, and
build understanding of how best to
work with each other.
TM
© Emergenetics LLC, 2014
HOW YOU THINK: PERCENTAGES
How you Think: PercentilesHow you Behave: Percentiles
General Population
0 10 20 30 40 50 60 70 80 90 100
Quiet Introspective Reserved Talkative Gregarious
Peacekeeping Easygoing Competitive Forceful Driving
Focused Firm Adaptable Accommodating Welcomes Change
Structural
Social
Conceptual
Expressiveness
Assertiveness
5
48
60
CONCEPTUAL = 51%ANALYTICAL = 4%
STRUCTURAL = 4%
Imaginative
Intuitive about ideas
Visionary
Enjoys the unusual
Learns by experimenting
SOCIAL = 41%
HOW YOU COMPARE TO THE GENERAL POPULATION: FEMALES
Clear thinker
Logical problem solver
Data driven
Rational
Learns by mental analysis
Practical thinker
Likes guidelines
Cautious of new ideas
Predictable
Learns by doing
Relational
Intuitive about people
Socially aware
Empathic
Learns from others
BRENDA ROANE - APRIL 15, 1999
Geil Browning, Ph.D. / Wendell Williams, Ph.D.
Flexibility
Analytical
5
EMERGENETICS | PROFILE
2014
Emergenetics, LLC, 1991,
BRENDA ROANE
What are they thinking? Visual, all about people, intuition, big picture
How best to reach them? Stories and summaries - Unorthodox activities
that break up the routine
How to initiate action? Appeal to emotions while brainstorming the big
picture
Decision-making process? Gut instinct, impulsive (Red) - Intuitive, sense of
knowing (Yellow)
Internal or external processor? External - oral communication leads to the right
answer
Need time for thought? Usually not
Embraces change? Reacts based on the situation
Multi-tasker? Sometimes
Driver? Yes
Challenges for an employer? Selectively embraces details
Interaction Strategies
Communication Strategies
What to say and how to say it
“I had this wild idea…”
“Let’s brainstorm new ways to
solve this.”
“This routine stuff is so boring.”
“What is the bigger picture
here?”
“How are you feeling about
this?”
“Respect and dignity belong
above all else.”
“I’m concerned about how
others will react.”
“I’m sure you want to be
involved in the discussion.”
Speak up.
Gesticulate.
Fast-paced actions are OK.
Confrontation and lively debate are OK.
Vary your Flexibility level.
Meet in the middle - neither defined
nor too many options.
Tip Sheet of each member
also provides others a
deeper understanding of
the member.
Gives a brief on how this member
may lead.
Provides a brief description of how
this member may think and
behave.
Used as prep prior to team
meetings, feedback and appraisal
sessions, one-on-one coaching
sessions.
© Emergenetics LLC, 2014
HOW YOU THINK: PERCENTAGES
How you Think: PercentilesHow you Behave: Percentiles
General Population
0 10 20 30 40 50 60 70 80 90 100
Quiet Introspective Reserved Talkative Gregarious
Peacekeeping Easygoing Competitive Forceful Driving
Focused Firm Adaptable Accommodating Welcomes Change
Structural
Social
Conceptual
Expressiveness
Assertiveness
5
48
60
CONCEPTUAL = 51%ANALYTICAL = 4%
STRUCTURAL = 4%
Imaginative
Intuitive about ideas
Visionary
Enjoys the unusual
Learns by experimenting
SOCIAL = 41%
HOW YOU COMPARE TO THE GENERAL POPULATION: FEMALES
Clear thinker
Logical problem solver
Data driven
Rational
Learns by mental analysis
Practical thinker
Likes guidelines
Cautious of new ideas
Predictable
Learns by doing
Relational
Intuitive about people
Socially aware
Empathic
Learns from others
BRENDA ROANE - APRIL 15, 1999
Geil Browning, Ph.D. / Wendell Williams, Ph.D.
Flexibility
Analytical
5
EMERGENETICS | PROFILE
2014
Emergenetics, LLC, 1991,
BRENDA ROANE
As a leader, she can exhibit a focused approach or act in a more open-minded way. She
encourages personal connections and boundless thought, and most likely she is
communicative and prefers a fast pace. She probably has a vision that extends far into
the future, and she expects others to share her enthusiasm for the overall concept or
goal. Most likely she forges strong alliances, and excels at teambuilding and mentoring.
Keep in mind that her preference for “right brain” thinking may make it hard for some
people to understand what she expects of them, so it is important to utilize her
Expressiveness and Flexibility to convey her true intentions.
Leadership Styles
She is probably imaginative, intuitive about ideas and people, visionary, socially aware, and empathic. She is good at seeing what is
coming before others do. She may excel at finding relationships between different items, finding new solutions to old problems, and
developing theories or concepts.
She seems to acquire information from her environment. She probably is able to grasp subjects without any background information,
and she knows what is happening without reading a book. When it comes to making decisions and solving problems, she relies on her
own intuition, as well as the expertise of others. She may learn by experimenting on her own or by being shown what to do by others.
Either way, she is unlikely to sit down and read a manual or follow step-by-step directions.
Because her thinking is intuitive, she runs the risk of being perceived as “out there,” and she may feel out of step with other people in
her organization. This is hard for her because she is so Social. She may experience a conflict between her desire to be liked and to make
everyone happy (her Social preference) and her desire to do whatever needs to be done to implement her vision (her Conceptual
preference).
What are they thinking?
Because her level of ExpressivenessExpressivenessExpressivenessExpressiveness is in the third third, she is probably talkative, outgoing, and lively. She may openly communicate
affection for others, may easily start conversations with strangers, and may be comfortable attracting attention to herself. Her facial
expressions and gestures probably are animated, and she may be happy to share information about herself.
Because her level of AssertivenessAssertivenessAssertivenessAssertiveness is in the third third, she is probably determined, driving, and telling. She generally doesn’t mind
handling uncertain situations, and she may enjoy being in charge. As a rule, she voices her opinions and concerns willingly.
Because her level of FlexibilityFlexibilityFlexibilityFlexibility is second third, she is in the “It Depends” group. She may behave in a more easygoing manner, or she
may take a firm position. Depending on the situation and her companions, she decides how much energy she wants to put into being
affable and easygoing, or determined and controlling.
Behavioral Preferences
www.emergenetics.com
EMERGENETICS TIP SHEET
EMERGENETICS WEteam REPORT
WEteam Report
recommends groupings
based on cognitive
diversity.
Allows leaders to quickly assign
members of the group into
teams that are as diverse as the
group allows for.
Used for focused group
discussions, brainstorming, task
force team selection, and cross-
functional teams formation.
EMERGENETICS+ MOBILE APP
Emergenetics+ provides
interaction strategies at
your finger tips.
Allows members to quickly access
tips for better interaction and
communication.
App allows for members to compare
profiles between members, and also
generate a summary for a selected
group of members.
Provides tips to workplace scenarios
including presentation, giving
feedback, resolving conflict etc.
Used in day-to-day business
activities, building relationships and
teams.
Free
Download
on
EMERGENETICS FRAMEWORK
Emergenetics concepts
can also be used as a
framework.
Aside from understanding how
individuals and teams tend to
think and behave, the concepts of
Emergenetics can also serve as a
framework and methodology.
The ‘WEtemplate’ is based on the
seven attributes of Emergenetics
and promotes a holistic approach
toward problem-solving.
Used in strategic and action
planning, brainstorming,
evaluation, customising products
and services, service innovation.
NOT JUST PRODUCTS, BUT CUSTOMISED SOLUTIONS
Internal
Certifications
Marketing/
Communication
Support
Strategic Integration
Metrics
Emergenetics+ App
Assessments
Customized
Workshops
Application Tools
eLearning
Business Challenge
CASE STUDY – WESTERN UNION
Business Challenge:
Build a client and customer focused
environment within ~4,000 non-
managerial contributors in geographically
disbursed areas
Objectives:
Building Interpersonal Skills
Optimizing Team Success
Providing Shared Value
EMERGENETICS SOLUTION
Features desired:
Global
Self-paced, online delivery
Participation tracking and knowledge transfer
Quick hits
Reading, reflecting, action materials
Follow-on job aids
Solution Provided:
Virtual, Emergenetics Profile
delivery
Seven, customized eLearning
guides designed to build individual
and team skills
Accompanying Emergenetics-
based tools tailored to each guide
Pre/Post data gathering to
measure effectiveness
Access to Emergenetics Library of
support articles
EMERGENETICS SOLUTION
SOLUTION RESULTS
$250,000
Annual cost saving
99%
of participants
found the Profile
valuable to their
work.
97%
of participants found the
Emergenetics Tip Sheet
Valuable to their work
4.36/5.0
Average evaluation score
for all eLearning modules
96%
of participants would
recommend the program
to their colleagues
4,000
Participants
worldwide
SOLUTION RESULTS
2014 Chief Learning
Officer Magazine
Gold Medal Award
Winner for Global
Learning
T+D Magazine Feature
EMERGENETICS CAELAN & SAGE PTE LTD CO. REG. NO. 200500308G • WWW.EMERGENETICS.COM
INTERVENTION
ONGOING
ENGAGEMENT
VIA EMAILER
LUNCHTIME
TALKS
EMERGENETICS
COMMUNICATION
WORKSHOP
POST-WORKSHOP
FOLLOW UP
EMERGENETICS
PROFILE
CERTIFICATION
'ME’ STAGE
GAINING INSIGHTS
GREATER SELF-AWARENESS
PHASEINTERVENTION
TEAMBUILDING
ACTIVITIES
COACHING CLINIC
MANAGER WORKSHOP
POWER OF WE
MODULES:
• ACCELERATING TEAM
PERFORMANCE
• BUILDING TRUST
• RESPECTING
DIFFERENCES
ADVISOR
CERTIFICATION
POWER OF WE
MODULES:
• CRAFTING TEAM
NORMS
• FOSTERING
INNOVATION
• MANAGING CHANGE
'WE’ STAGE
APPLYING EMERGENETICS
BACK IN THE WORKPLACE
REALISE TEAM POTENTIAL
TRANSFORM CULTURE
IMPROVE SYNERGY AND
COHESION WITHIN AND
ACROSS DIVISIONS
Page 10
ORGANISATION ROLL-OUT PLAN
Post-MOTM Action Planning & Review
Before end of MOTM workshop:
Reflect on areas to improve
Identify gaps and blind spots
Brainstorm for strategies
Plan actions to take
One month after MOTM
workshop:
Do a review, get feedback
Refine action plan
Practise, practise, practise
Tips and reminders for participants
Plenty of resource on
Emergenetics blog,
Geil’s ‘Work That
Works’ book,
Emergineering 101
Book of Tips, etc
Templates for Workplace Scenarios
)
OBJECTIVES TO BE ACHIEVED
1.
2.
3.
4.
5.
LEGEND
WHO ELSE NEEDS TO BE INVOLVED?
MEETING CHECKLIST
WHOLE EMERGENETICS MEETING TEMPLATE
Include names of people you would need to reach out to aer this meeng
WHAT’S THE BIG PICTURE?
What is the overall vision / picture that we should keep in mind during the meeng?
Allow me for rapport building / self-introducon
Establish the meeng agenda
Share the objecves and purpose of the meeng
Start and end the meeng on me
S
T
A
T
C
Allow me for brainstorming
Suspend judgement
Allow ideas in both the verbal and wrien form
Facilitate the inclusion of all ideas
C
C
Ex3Ex1
Fl3
Provide accurate data and stascs
When conversaons digress, go back to the
topic at hand and work towards intended objecve
Address how issues discussed aects the bigger picture
Include visual references and pictures
Allow quiet moments for reecon
Allow parcipants to move around
Gently encourage quiet members to speak up
Encourage those who speak up oen to listen
Stay on task - Arrange for sub-meengs when new
topics that do not involve all parcipants arise
C
Ex3
Ex1
Fl1
A
A
C
As3
As1
Provide a summary of the meeng
Show appreciaon to all parcipants for their
contribuon
Create an acon plan
Allow for one-on-one meengs to clarify doubts
aer the meeng
AC
S
T
Ex1
APPEALS TO:
THINKING ATTRIBUTES BEHAVIOURAL ATTRIBUTES
Analycal Preference
Structural Preference
Social Preference
Conceptual Preference
Expressiveness
Asserveness
Flexibility
1st / 3rd
1st / 3rd
1st / 3rd
3rd / 3rd
3rd / 3rd
3rd / 3rd
DATE START TIME END TIME
A WHOLE EMERGENETICS MEETING
What’s this meeting about?
When’s this meeting held?
Who’s attending the meeting?
#3 Brainstorming
#2 During the Meeting
#1 Before the Meeting
#4 End of Meeting
WWW.EMERGENETICS.COM
USING A WEAPPROACH™ IN YOUR PLANNING PROCESS
WWW.EMERGENETICS.COM/APAC
WHY?
An expressed interest in logic, data
and understanding the reasoning behind things.
ANALYTICAL (ANA)
WHAT IF?
An expressed interest in the big-picture,
visioning and new ideas.
CONCEPTUAL (CON)
WHEN? HOW?
An expressed interest in process and following rules
and guidelines.
STRUCTURAL (STR)
WHO?
An expressed interest in
people and relationships.
SOCIAL (SOC)
Ranging from quiet and reserved to outgoing and gregarious.
EXPRESSIVENESS (EXP)
Ranging from peacekeeping and accepting to competitive and driven.
ASSERTIVENESS (ASR)
Ranging from focused and firm to accommodating and easy going.
FLEXIBILITY (FLX)
The Emergenetics Framework
The Emergenetics Framework consists of four thinking and three behavioural attributes which are used to describe the way people
think and behave. It can also be used to provide a holistic way to plan, as each attribute provides an area of thought for consideration.
Individuals often have varying preferences in their thinking attributes, and often behave in ways at varying degrees of intensity.
The Emergenetics framework ensures that, despite an individual’s preferences, he or she is able to conscientiously work holistically
and not miss out any particular aspect in the work done.
EMERGENETICS CAELAN & SAGE PTE LTD CO. REG. NO. 200500308G • WWW.EMERGENETICS.COM
To further sustain impact of Emergenetics within the
organization, we recommend implementing lunchtime topical
talks conducted by Emergenetics Associates on how to apply
Emergenetics in that subject.
OVERVIEW
1-hour lunchtime talks
Topic chosen is dependent on client’s requirements and needs
No. of pax per run depends on venue capacity
OBJECTIVE / OUTCOME
Attendees will gain deeper knowledge on application of Emergenetics
SUSTAINING IMPACT
LUNCHTIME TALKS
Page 18
Sample topics:
Time management
Emotional triggers
Decoding leadership
Innovation-inspired leadership
Cognitive collaboration
Power of intentional change
Even…
Effective parenting
Build better relationships
Run Lunchtime Talks Each Month
Conduct Skill-building Workshops
The Manager Coach Workshop is a 2-day programme that provides both
emerging and seasoned leaders the essential coaching skills needed to
better manage their teams and boost performance. Participants will also
be equipped with an easy-to-implement coaching process to generate
clear commitments with strong accountability to achieve the results
necessary to boost performance.
This programme is specially customised for participants familiar with the
Emergenetics
®
Profile, and revolves around the GROW coaching model.
A half-day follow up workshop will be scheduled within 3 weeks of this
session for participants to share insights and receive feedback to improve.
POWERED BY
The Manager Coach
Workshop
A 2-day programme powered by Emergenetics
®
WWW.EMERGENETICS.COM/APAC
Emergenetics Custom
Advisor Certification
Apply Emergenetics Principles in Departments and Teams
Emergenetics APAC
Certication Programme
WWW.EMERGENETICS.COM/APAC
Leverage Emergenet ics in you r busines s with our traini ng programm e
Combine Emergenetics with other
Processes
Emergenetics APAC combined EG with
Action Learning, a facilitation process
that allows for leadership
development while solving a real
world problem. EGA was awarded “AL
Innovation Award” for this work.
Case studies:
https://www.youtube.com/watch?v=fNCoIGgtHGI&t=41s
THE EMERGENETICS EXPERIENCE
Emergenetics is best delivered through a
workshop experience (one-day ‘Meeting of the
Minds).
Alternatively, the Emergenetics Profile can be
debrief through a virtual session (e.g. ‘webinar’) or
in-person by a certified Emergenetics associate.
There are also e-learning solutions available.
All workshops and programmes can be tailored to
incorporate organisation messages and themes.
CAPABILITY DEVELOPMENT
Emergenetics International runs the 3-day Emergenetics
Certification programme worldwide in numerous langauages.
Organisations can send key members (e.g. L&D, HR, OD) to
attend these public sessions, or organise for certification to be
conducted in-house.
Certification allows the organisation to have in-house capability
to design and run Emergenetics-based programmes.
In addition to Emergenetics Certification programmes,
Emergenetics International also runs a 2-day Advisor
Certification for key leaders and supervisors so they may be
equipped with knowledge and skills to use Emergenetics in the
context of leading teams, coaching and mentoring.
NEED MORE INFORMATION
We would love to share more with you in
person.
Please contact:
Terence Quek, PBM
CEO, Emergenetics Asia Pacific
Master Trainer, Emergenetics International
terence.quek@emergenetics.com
Who we are,
what we do,
how we do
things around
here
How we
work together
with a shared
vision and
purpose
How we interact and
communicate with one another
How we grow
our community
Who are our people,
how we bring them
onboard, how we
develop and retainour
talent
WHAT’S YOUR DESIRED OUTCOME?
REVEALING PREFERENCES.
REALISING POTENTIAL.
THANK YOU!