Barry Conchie

In my version of that, when I set my own company up in 2013, my aim was to do interesting work with interesting people. So my expertise is in assessment and selection. I'd had a career spanning nearly 40 years before I set up my own company. So I had a lot of background, a lot of experience in leadership.

In my version of that, when I set my own company up in 2013, my aim was to do interesting work with interesting people. So my expertise is in assessment and selection. I'd had a career spanning nearly 40 years before I set up my own company. So I had a lot of background, a lot of experience in leadership.

And I quickly got to the point where we were growing so quickly that I couldn't handle it on my own. And I needed to bring people on board. But being an expert in selection, nobody came up close to what I was looking for. And then when I started working with the company where Sarah was at,

And I quickly got to the point where we were growing so quickly that I couldn't handle it on my own. And I needed to bring people on board. But being an expert in selection, nobody came up close to what I was looking for. And then when I started working with the company where Sarah was at,

It kind of dawned on me pretty quickly that if there was ever a possibility that she became available on the market, I'd slap her up in her heartbeat because she checks so many boxes. I had a very successful book that came out, sold a ton of copies. And I'd always had this idea of a book in my mind for our old company based on the work that we did. It was time to write that book.

It kind of dawned on me pretty quickly that if there was ever a possibility that she became available on the market, I'd slap her up in her heartbeat because she checks so many boxes. I had a very successful book that came out, sold a ton of copies. And I'd always had this idea of a book in my mind for our old company based on the work that we did. It was time to write that book.

And I thought, Sarah's going to be a part of this.

And I thought, Sarah's going to be a part of this.

The last book I wrote was when I was at Gallup. I used to lead Gallup's leadership research and selection. When I left Gallup and set up my own company, it was a completely different focus to what I did in Gallup. I was relentlessly focused on top-level selection, whereas in Gallup, we were a bit more of an all-round consultant. So we had to cover a whole gamut of different things.

The last book I wrote was when I was at Gallup. I used to lead Gallup's leadership research and selection. When I left Gallup and set up my own company, it was a completely different focus to what I did in Gallup. I was relentlessly focused on top-level selection, whereas in Gallup, we were a bit more of an all-round consultant. So we had to cover a whole gamut of different things.

But in my own business, I just became relentlessly focused on leadership. And I built my own leadership assessment. So I researched it, validated it. And that assessment in and of itself tells a really interesting story. So it became a story of itself and it was a story that needed to be taught. So if you can imagine my life existing in three big chunks.

But in my own business, I just became relentlessly focused on leadership. And I built my own leadership assessment. So I researched it, validated it. And that assessment in and of itself tells a really interesting story. So it became a story of itself and it was a story that needed to be taught. So if you can imagine my life existing in three big chunks.

The first chunk was like pre-Gallup work as a senior professional in education in the UK. I spent about 10 years at Gallup and then I spent 13 years in lower business. And this particular book captures the last 13 years. Now, here's an interesting thing to think about, Stephanie. Two things can be true at the same time, even though they sound contradictory.

The first chunk was like pre-Gallup work as a senior professional in education in the UK. I spent about 10 years at Gallup and then I spent 13 years in lower business. And this particular book captures the last 13 years. Now, here's an interesting thing to think about, Stephanie. Two things can be true at the same time, even though they sound contradictory.

So here are two things that sound contradictory, but both are true. The first is that human beings are infinitely variable. But our experience of this is every person we meet. And it doesn't matter whether they're professional, it doesn't matter whether they're family, it doesn't matter whether they're in the neighborhood or community or whatever.

So here are two things that sound contradictory, but both are true. The first is that human beings are infinitely variable. But our experience of this is every person we meet. And it doesn't matter whether they're professional, it doesn't matter whether they're family, it doesn't matter whether they're in the neighborhood or community or whatever.

Person by person by person, these folks are infinitely variable, not in people of the set. Contradictory fact number two, humans are eminently predictable. Even though there's such a variability, we can predict aspects of human behavior, aspects of human performance pretty accurately. And what we do within our business is we try to marry both of those things.

Person by person by person, these folks are infinitely variable, not in people of the set. Contradictory fact number two, humans are eminently predictable. Even though there's such a variability, we can predict aspects of human behavior, aspects of human performance pretty accurately. And what we do within our business is we try to marry both of those things.

So we measure the variability in people. We can see that you're different from Sarah and you're both different from me, but we can work in a way that enables us to build up accurate statistical predictions of success in terms of performance. When you think about that at a leadership level, that's our value.

So we measure the variability in people. We can see that you're different from Sarah and you're both different from me, but we can work in a way that enables us to build up accurate statistical predictions of success in terms of performance. When you think about that at a leadership level, that's our value.