“It takes courage…to endure the sharp pains of self discovery rather than choose to take the dull pain of unconsciousness that would last the rest of our lives.” ~Marianne Williamson,

For organizations and for individuals, awareness is an essential step to creating an action plan for success. When looking to gain self-awareness, the biggest challenge is gaining reliable and accurate information about ourselves. Our PACE Profiling® & Assessment Process is designed to provide comprehensive, tangible feedback you can work with.

The PACE Profiling® instrument gauges participants’ primary behavioural style. Behaviour can be observed, measured, interpreted and used to predict future reactions and performance. Awareness of behaviours provides the essential inputs for self-management and self-mastery. To complete the awareness cycle, the PACE Assessment Process assimilates observer inputs through other interventions such as 360 degree feedback, assessment centers etc., sifts and normalizes the data from multiple sources to create a comprehensive individual profile that can form the base for any incremental transformation activity. A typical PACE Profiling® report includes the following sections:

 I.Your Highest PACE Profiling® Dimension

 II.Your overall pattern and descriptors

 III.Perception Gaps

 IV.Increasing Personal Effectiveness

 V.Your responses

Our developmental interventions such as learning workshops and coaching often use the PACE Profiling® & Assessment process as a first step, where required. This helps to:

– Ensure the solutions are customized to meet the actual needs of the participants.

– Significantly augment participants’ learning since the participants start from a higher level of self-awareness, and with a stronger urge for self-development which, in turn, creates ownership and active participation in the learning process.

Our studies have observed a 69% increment in learning effectiveness and coaching outcomes where participants were encouraged to undertake a journey such as the PACE Profiling® & Assessment process before embarking on any developmental or transformational intervention.

More about how awareness can boost performance and leadership

As individuals, if we are not aware of our demonstrated behaviours and our perceived contribution at the workplace, it is likely that we are not performing to our full potential. For organizations, self-aware employees lead to reduction in workplace conflict and enhanced collaboration and productivity. When people know what their strengths, blind spots and areas of improvement are, they can design their work-life for maximum effectiveness and learning. Numerous studies* have found a direct positive correlation between performance and level of self-awareness.

Self awareness is probably one of the most valuable and least acknowledged leadership competencies. To quote Chris Musselwhite “self-awareness of your strengths and weaknesses can net you the trust of others and increase your credibility – both of which will increase your leadership effectiveness. On an organizational level, the benefits are even greater. When you acknowledge what you have yet to learn, you’re modelling that in your organization it’s okay to admit you don’t have all the answers, to make mistakes and most importantly, to ask for help. These are all characteristics of an organization that is constantly learning and springboards to innovation and agility — two hallmarks of high performing organizations.”

 ‘Knowing others is intelligence; knowing yourself is true wisdom. Mastering others is strength; mastering yourself is true power.’ ~ Tao Te Ching

*A research report on “Managerial Self-Awareness in High-Performing Individuals in Organizations” by Allan H. Church, W. Warner Burke Associates published in the Journal of Applied Psychology (©1997 The American Psychological Association) summarized its findings as below:

“Individual differences in the construct of managerial self-awareness (MSA) – operationalized as congruence between self and direct reports’ behavioural ratings—were examined in 134 high-performing (HP) and 470 average-performing (AV) managers obtained from 4 independent datasets. Results based on several different approaches to measuring ratings agreement indicated that HPs were significantly more managerially self-aware compared with AVs. This relationship was consistent regardless of data source, organization, or method of assessing managerial performance. No overall relationships were found between congruence and level of item importance, gender, management level, age, or tenure.”


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