About Us

Paul was a young manager in a large insurance broking business who was being tempted by a role with a small entrepreneurial business. Outwardly it ticked some important boxes: it would mean a bump in salary and a more senior title. But something didn’t sit quite right. The CLP Survey provided insight into two motivational areas that were important to Paul that would not be well met in the new firm. The first was his area of expertise. Paul was well recognized in his company for his specific knowledge and experience in a particular area of insurance. Paul’s survey results confirmed just how important that was to him. He was also able to identify that the small firm would require him to be more of a generalist and to lose his identity as an expert. The second insight was Paul’s need for security. Although he liked the idea of a fast-paced entrepreneurial environment, he was able to objectively recognize that, at heart, security and stability mattered to him. Paul respectfully rejected the new job opportunity satisfied that the best fit for him at this point in his career was the company he was already with.

Madeline was in job search mode. But she struggled to clearly communicate what brought out the best in her performance. As such, while making interviews she was failing to secure job offers. Recruiters consistently gave her the feedback that she was a quality candidate, but something was clearly missing. With the insight from her CLP Survey and using language from her report, she was able to project confidence and demonstrate self-awareness that landed her a fabulous new role and helped her negotiate some specific conditions that would make her experience at work very positive.

Mary is a senior manager in a professional services firm. A long-term employee, she had become disenchanted and was considering leaving her firm. On completion of the CLP Survey she was able to recognize two motivations that weren’t being met in her current role. When sharing the insight with her VP she was able to negotiate some small changes to her work that significantly improved her satisfaction. By staying in her role but making change, Mary was able to enjoy the benefits that continuity of service afforded her and avoid the risk and pain of stepping into a new organization.

A medium sized family-owned business introduced the CLP Survey as a tool that every employee undertakes 12 months into their employment with the organization. The result are deep and trusted conversations that ensure employees can continue to align their motivation and the organization builds a strong culture of engagement. The business has also taken feedback from their people and adjusted their rewards program, flexibility policies, and community engagement programs to help build motivational alignment at work.