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Check Yourself Before You Wreck Yourself

Check Yourself Before You Wreck Yourself

What does “Check yourself before you wreck yourself” really mean? Put simply, consider the consequences of your actions as an investor before you end up in trouble.

This pandemic is creating unprecedented disruption. Many of us are working from home. Many are feeling out of our comfort zones.

The temptation is to get online to read all the news. We read that panic is gripping the markets and suddenly we’re not watching the virus news, we’re watching our investments fall and rapidly rethinking our life plans and goals.

Your Financial Advisor Checks In

You receive a call from your well-meaning financial advisor assuring you that this virus will pass and to stay calm and leave your plans (made in more stable times, I should add) intact.

Now concern starts to rise. Your financial advisor isn’t a doctor; he doesn’t know when this virus will burn itself out. He doesn’t have a timeline on when markets will recover.

Here comes the creeping: This is where you stop yourself before you wreck yourself.

Become Behaviorally Smart

Time to meet this challenge with confidence, despite the unknown. With just an investment of 10 minutes, you can have validated insights into your financial behavior. Behavioral insights measuring virtually every communication, investing, decision-making and spending habit you inherently have.

Armed with this insight you are significantly better-placed to ward off irrational feelings and worse, foolish decisions in time of market crisis.

Your advisors mean well; they are as much a part of this uncertainty as you are. Of course, they will and should reach out to reassure you and provide you with peace of mind. But as you sit at your computer, think – you can easily manage your own reaction if you know yourself at a deeper level.

How else can you know how to respond to any suggestions or inclination of a strategy change? Maybe you should wait and benefit from a downturn. Maybe you should stick to your life goals.

Unless you know what drives your decision making you are floundering around in the dark in terms of, What’s next?

And for Advisors…

A word to any advisors reading this: You will be personally and professionally facing the same behavioral issues as your clients. You too need to know how best to tailor your advice to the individual behavioral and decision-making styles of your clients. Observations and risk profiles do not get below the surface to what drives decision-making behavior.

The risk for you is twofold. At best clients make irrational decisions for you to follow. At worst they find a new advisor.

The immediate value to you of applying Financial DNA behavioral insight to your business is what it delivers not just to you on a personal level, but also to the counsel you provide clients:

  1. Risk behavior – risk-taking and tolerance.
  2. Financial relationship management – communication style.
  3. Financial planning management – spending and saving patterns.
  4. Wealth building motivation – goal-setting propensity.
  5. Financial emotional intelligence – emotional reactions.
  6. Your Behavioral Biases – biases in making decisions.

Call to Action

My whole team is on standby to help you get to know your financial personality. Whether you are an investor or a financial advisor, take advantage of this opportunity to speak to one of my behavioral staff. Sign up for a no-cost 15-minute consultation now.

Would Your Clients Recommend You to a Friend?

Would Your Clients Recommend You to a Friend?

This article first appeared on Nasdaq.

I wonder how many advisors ask their clients some version of, Would you recommend me to your friends?

The advisor-client relationship is a personal one. After all, talking about your money is about as personal as you can get. Why then are advisor organizations still using various forms of gifting to attract more clients, rather than fostering highly engaged clients? (Which I would posit is the best way to attract additional business – by advisors having tailored, meaningful conversations with existing clients.)

Advisor style, client style

To really appreciate the role advisors have in asking the question – would you recommend us to a friend? – it’s important to know the style of each advisor and their client to understand the different behaviors of each at a deeper level. If advisors do not have any understanding of behavioral differences, they will not be able to connect with clients sufficiently (deeply) enough to be able to broach this question.

Every time an advisor meets with their client, the conversations they have, the advice given and the stories they exchange should all lead to the final exchange – would you recommend me/us to a friend? Whether they actually make a referral is only part of the equation; one thing you are really asking is, Are they happy, well-served and do any adjustments need to be made to your relationship?

The outgoing, engaging, conversationalist client will more likely recommend, without being asked, if the service is good and if the exchange was both helpful and fun. They also will be the first to say negative things when the service is not right.

The more reserved, quiet client who is contented with the service they are receiving may well recommend you to close friends without being prompted to do so. And they likely would not actively share negative experiences they have had with their advisor with others unless prompted to do so.

People are different. Each has their own unique personality. Trying to attract new business with a one-size-fits-all approach will never work. Again, the key is to invest in understanding individual behaviors at a deeper level, then using this insight to bridge the gap to manage the differences. Also, technology solutions can be deployed to help manage the customization of the different behavioral experiences required.

So, what’s getting in the way of this approach? Clearly much depends on the individual behaviors of both the advisors and the clients.

Think ahead

The next generation of investors will have little or no experience of face-to-face connection. They will rely on technology to do business. To receive the customized and compliant service they want from a provider will be determined not just through the outcomes of successful advice, but even more importantly, through understanding the behaviors of their advisors and how closely the different personality styles align.

Next-gen clients will:

  • Expect you to get to know them;
  • Want you to understand their life goals;
  • Demand that advice lines up with the grand plans they have for their future; and
  • Expect or even require you to advise and counsel them on how to take appropriate steps to achieve their goals.

(Hint: Get ahead of the game by meeting these needs now, and not waiting for the next generation to tell you what they want.)

Balance traditional and tech

For many, the personal touch will always best the remote tech solution. But it is not for everyone all the time through the client life cycle. Getting the balance right by understanding behavioral differences and managing them is where relationship success sits. Yes, the introduction of technology can be seen as a negative disrupter, but it isn’t.

Building a strong connection with clients based on understanding their behavior will reveal those who explicitly want a face-to-face interaction, and those who prefer a digital solution (at least to some degree). Knowing how to manage these differences and different expectations is where meaningful conversations can be developed.

Once a relationship is built, connection can be maintained via any media. Reliance on technology to stay connected with family and friends and keep each other up to date with happenings is now the norm. Why wouldn’t the advisor-client relationship more heavily invest in the use of technology, as it also enables scaling customized experiences for each client?

Interestingly many observers of the financial services industry cite technology as the “rogue,” yet if a personal relationship is what is required, where better to forge these relationships than through the smarter use of technology?

Grow and win

When advisors invest in knowing how to deal with different behavioral styles, the first question after the initial face-to-face client meeting with a client should not be – would you recommend us? – but, Would it be good to stay in touch more regularly online?

Consider leveraging digital technology solutions while making sure that offline communication with clients is not ruled out completely. Not all advisors or clients will be comfortable with this. But if you have no understanding of behavioral styles, you will never know who to target with this 2020 approach to delivering financial advice, which can build deep relationships to grow the business.

So, if you want to build business through clients referring you, first build a behaviourally smart financial planning process, and then add on or adapt tech solutions to enable a customized behavioral experience for every client. Of course, through greater behavioral understanding you will know the more outgoing clients in your portfolio who will be comfortable to step out in the world to recommend you.

It just may be that technology will also provide a way for more of the naturally reserved clients to make referrals as well. Forget investing in “nice to haves” and “consumables” – products – to attract new clients and build referrals. Start investing in understanding human behavior and how it can be practically applied – for your benefit and for the benefit of your clients. A win-win.

It’s in this atmosphere of genuine connectivity that an advisor’s services can grow, both in depth and reach.

Risk-tolerance

(Far) Beyond Risk-tolerance Questionnaires

My colleagues and I have been having an active discussion about the relevance of risk-tolerance questionnaires. So, I was excited to see a Sept. 6 article in the Wall Street Journal by Jason Zweig, “Knowing if you can stomach the next big market swing.”

Not the right data, not enough data

Zweig’s bottom line, “Any good adviser should devote more time to your risk capacity and your goals than to your risk tolerance.” In leading up to that point, he makes the case that risk-tolerance questionnaires not only don’t go far enough in that they target just that one metric, but also says they may not even be accurate in that area – at least not in the long run.

Research cited by Zweig notes that risk-tolerance questionnaires are susceptible to being short-circuited, for instance, by emotions of the moment. Thus, a questionnaire that should be predictive across your investing for years to come may really just reflect your risk tolerance or aversion that day.

Similarly, when looking at what different advisers do with risk-tolerance survey results, we see adviser bias. That is, the questionnaire’s results can be — and are — interpreted by financial pros in significantly different ways. Further, Zweig says its known that advisers often ignore the results of such surveys altogether.

This article identifies the problem with traditional risk profile questionnaires that we overcome with a more objective, non-situational psychometric model — validated insights that provide a fuller, more lasting set of robust data points that may be relied on, theoretically, in perpetuity and which cannot be gamed by investor or adviser.

The right info, better results

Among the differences with our 17-years-in-the-making Financial DNA tools: We do not have market-driven questions that lead to situational bias. We do not get into market perceptions. The questions we ask are neutral to education, experiences in the past, feelings and more.

We get a broader set of insights, including behavioral biases, spending, goals and communication. Most people do not understand risk because it is not explained well and knowing communication style powers better communication on such key points.

The power exists for investors and advisers to better assess risk…and to move beyond just that one metric. Still, I continue to hear — anecdotally and directly — that some advisers think their clients won’t take the time to complete the more accurate and more robust discovery process.

If I am to believe that, then it means most investors are not willing to spend 10 to 12 minutes gaining insights that will impact their portfolio for a lifetime. (Insights that, by the way, also can powerfully affect decision-making and relationships across any and all facets of our lives.)

Rubbish! That’s a supposition I cannot accept.

The proof is in the pudding

A forced-choice scoring model like ours is academically proven to be one standard deviation more accurate than the Likert Scoring Models (aka, situational questions used in traditional risk questionnaires). The traditional scoring model of risk profiles leads to over-inflated scoring and situational results, whereas forced-choice scoring provides a more accurate and reliable starting point for long-term decision making.

The forced-choice questions also lead to more predictive measurement, making a subjective process more objective. For example, non-situational phraseology consistently measures ingrained (rather than learned) behaviors. They lower the chance of misinterpretation. Traditional situational questions lead to inconsistent measurement, meaning responses change depending the situation and market, they are difficult to interpret and require more education, and they tend to over-state strengths (like risk tolerance) and understate struggles (challenges you and your adviser will face).

Finally, a short, tight discovery process deploys validated questions that lead to highly accurate, deep and reliable results which remain consistent for the long term. And again, they are harder to game.

Not convinced? Complete the Financial DNA discovery for no-cost and no-obligation. You’ll ultimately get a one-page infographic report with actionable insights. Now, imagine sharing that report with your adviser (or with your client if you are the adviser) and having this brief investment of your time paying dividends across your portfolio and the rest of your life – for a lifetime.

Getting In The Way Of Our Own Financial Success

Getting In The Way Of Our Own Financial Success

This article first appeared on Nasdaq.

If we are to be effective in the decisions we make, we need to understand our uniqueness, our talent, our individual behavior and our personality. Without this insight, we are unlikely to make rational, wealth-growing financial decisions.

What gets in the way of our own success? Lack of self-awareness? Do we have a bias we are unaware of? Perhaps it’s because we do not know how or why we make the decisions we do. Or maybe it’s because we have no life plan or direction in life.

That’s what we call getting in the way of our own successes, whether financial or in life in general. So, expecting financial advisors to know how to advise us is a big ask. We are all unique, even though some of us might share similarities, we are all different in terms of how we respond to situations and make financial decisions.

Add to the mix a partner, and unless we and they devote time in to understanding each other’s communication, behavioral and decision-making approach, we simply have more confusion. More to decipher. I might add that the partnership dynamic is often a significant problem for financial advisors to navigate. Examples:

  • One party is results-focused; the other relationship-focused.
  • One wants the pension fund; the other the big house.
  • One wants to research and make the financial investment decisions without an advisor. The other needs guidance from an expert.
  • One is trusting and will go with whatever the advisor says. The other is skeptical and questioning and challenges everything they say.
  • One is comfortable taking risk; the other cautious and conservative.

Still, we often put our financial decisions in the hands of advisors who have absolutely no understanding of how to manage these our differences. Therefore, we make dumb decisions and get in the way of our own success. Not only that, if we make no attempt to be behaviorally self-aware, we will keep making the same dumb decisions and failing at our own financial success. I believe we make those dumb decisions because:

  • We lack self-worth.
  • We lack confidence.
  • We are too easily persuaded.
  • We are not growing in terms of understanding our behavior.
  • We don’t understand how to buy time out to consider our response to decision making.

Or perhaps we simply fail to consider the why of what we are doing. Why:

  • Am allowing other people to make financial decisions for me?
  • Have I not considered the significance of delegating these life decisions?
  • Is it that I’m accepting the decisions others are making about my life and circumstances?
  • Aren’t I making these decisions for myself?

Taking a step to gain insight into our inherent talents and behaviors ensures we are well equipped to understand how we make decisions. What should our life goals be? How and when and who to entrust with advising us? There are many quality behavioral data gathering processes that can be used. Be behaviorally smart and make sure you the advisor know yourself and, in turn, help your clients complete this discovery process. This will put you both on the same page. Your clients have a lot at stake and will appreciate the small investment of time it takes for you and them to best know how to help them. The vast majority of clients will find it at least enlightening and often fun.

Why not begin right now – try our complimentary DNA Behavior Natural Discovery here.

How to Become a Behaviorally Smart Advisor

How to Become a Behaviorally Smart Advisor

The financial services industry needs new business models ones that help re-define what a financial advisor is capable of beyond just a numbers oriented investment orientation. The traditional twenty-five year + model of providing investment access and selection is being disrupted by technology and new players coming from other industries. The friction from this evolving operating environment seems to be leading to exploring more holistic and new client-focused experiences that create more engagement and deeper connections.

The Institute for Innovation Development, to explore this further, recently talked with Leon Morales, Managing Director of DNA Behavior International a behavioral finance technology platform designed for financial advisors to Know, Engage and Grow their relationships with their clients and prospects. We discussed the evolving nature and changing value proposition of financial advisors into this more holistic model with advisors serving as client behavioral coaches and mentors.

Hortz: You have frequently quoted from the Spring 2000 Journal of Investing article that states 93.6% of the financial planning process is the behavioral management of clients. We have always understood that being an advisor is, bottom-line, a relationship business but, what does that number tell us about the true nature of the financial advisor role

Morales: All the studies and resulting data that have looked at the issue appear to agree, that client behavioral management is one of, if not the, most important function of financial advisors. Understanding the clients communication style, personality, emotions and fears, these need to be mastered and managed by the advisor. Learning practical ways to understand the individuality of clients, how they make decisions and what triggers their emotions, are key to being able to guide the client over the longer term successfully, coaching them to truly achieve financial goals. What this points to is the ultimate importance of advisors being behavioral managers as much as they are technical managers of investments.

Hortz:What do you recommend as the key steps advisors must take to start strengthening their behavioral IQ and behavioral management skills with clients?

Morales: The most important step required for moving from the traditional financial advisor role to that of a Wealth Mentor is to learn first how to ask much better questions of the client. This enhanced discussion builds greater client relationships and opens the dialogue to reveal core behaviors, biases, reactions under pressure and other issues. Part of our Certified Wealth Mentor program’s takeaways is a list of many key conversation opener questions, used for client meetings. Further, the questions will encourage the clients to probe their own thinking. The advisor then gains insight into how the client makes decisions, the client’s reaction to taking a new direction, or confirmation they are on the right path.

Together with insights from our behavioral reports, this enables the advisor to identify points of alignment between what’s stated in the report, versus what clients are saying. This comparison enables the advisor to zero in on the clients areas of strengths and struggles and narrows down the tension between processes and behaviors that might get in the way of delivering outcomes. This kind of client connection, using our very concrete system, builds long term advisor/client relationships and advisors will know how to manage client bias and reaction under pressure.

Hortz: What are some predictable insights you can discover about your clients

Morales: Our DNA Discovery process delivers insights in several key areas:

  • Communication- -enables advisors to connect and work with the client on their terms
  • Biases – – awareness of assumptions or mental habits that need managing
  • Spending patterns –uncovers money habits that may impact investment strategies and outcomes
  • Risk tolerance and reaction to market movement- provides detailed behavioral insight into the client’s natural risk tolerance and risk propensity

Hortz: Can you walk us through your claim that a behavioral approach, using your wealth management platform, results in 99.5% client solution suitability and additional client value

Morales: The use of the Financial DNA behavioral approach enables the advisor to more deeply engage with their clients. Asking the right questions, and having a robust discovery process that more rigorously breaks down all the elements that make up risk, to a much tighter client discussion, reveals how much risk really needs to be taken, how much risk could financially be taken, and blending learned behavior and natural behavior to cover the right level of risk. Behaviorally smart advisors -who manage these conversations with the client well – will get a much higher level of suitability in what they recommend and what gets deployed or purchased in the end.

Dalbar research shows that 7.45% a year is the potential loss because of investors not having an advisor and making poor decisions. There is safety for clients in having a behaviorally smart wealth mentor manage their portfolio, rather than trading their own accounts. This goes back to the risk profiling where we believe we can get to 99.5% clients solution suitability. Therefore, 91% reflects accuracy from the DNA Natural Behavior Discovery and the other 8.5% comes from the learned behavior discovery.

Hortz: Do you see an evolution in what a financial advisor’s core job is and how they will be perceived in the future?

Morales: Yes. I believe that the advisor needs to become a guide for life for the client and to be able to navigate all the issues clients might face. When the client sees the advisor as their go to person for help with decisions, a trusted collaborator, that not only impacts their financial and investment world, but also life decisions and choices, all of which are foundational and have financial consequences. This kind of advisor-client relationship opens wider conversations regarding family dynamics. Advisors need to be the family advisor, and that’s going to be a big area for them in the future. To do that, they need to broaden their skills to handle a wider range of areas, or at least be able to communicate about them.

Importantly, a core adjustment required is the change from client meetings to client conversations. The word conversation makes the advisor/client engagement process easier, less formal, more likely to deliver open discussions. This adjustment is the process we have been bringing in to some of the firms we have worked with recently.

Hortz: How do you help advisors change their habits and ways of doing business to help them evolve into this new advisor business model

Morales: While education and our Certified Wealth Mentor Program are an important part of the process, a key strategy for DNA Behavior International, in order to help advisors make this happen, is to embrace our role as a behavioral Fintech company. We can now take our behavioral tools, processes and knowledge and embed that into their practices through an easy, accessible, online behavioral platform which provides them with practical and scalable behavioral intelligence across every client and firm employee. They would have readily available behavioral awareness, using our built-in discovery processes, and real-time behavioral management capabilities using our apps. Behavioral management can now be infused into the DNA of the firm.

Hortz: Tell us a little about your steadily growing list of strategic partners (BrilliantFIT, AMP) and how you work with them in extending your behavioral platform and resources to equally support advisors, clients, and other key financial services vendor firms

Morales: We have a wide range of technology integration able to be deployed, not just in the financial services arena, but across many disciplines and industries. With Financial DNA, we are a leader in the deployment of personality and behavioral based tools, but we also have such relationships as our hiring partner Brilliant Fit, based in Melbourne, Australia. They are making inroads by integrating behavioral discovery to the filtering of candidates for management roles and ongoing career development.

We built an alignment with Salesforce, so DNA insights are on the Salesforce platform. We are also currently working with firms on matching advisors to clients based on personality styles. We work with big data to open a significant access to leads by building algorithms to be able to link that data to personalities. We are working with a range of financial planning software groups globally using our behavioral chip strategy to power the behavioral management of the client experience.

Hortz: From your perspective in building to and working with a wide cross-section of financial advisors, what is your best advice for advisors in how to navigate this changing business environment in which they are now operating?

Morales: From my perspective, the first key point would be for advisors to develop their emotional intelligence (EQ). Personal development will make them more effective advisors as they interact with a wider range of clients. Maturing professionally in this way will make them a better advisor in guiding others through life challenges again, an expansion of their roles beyond financial guidance. This approach is what will lead to sustainability of the relationship.

Also vitally important are building more processes inside their businesses, particularly around technology, to enable a customized experience to be delivered. Introducing good technology releases advisors to build business and identify gaps where they need to hire and develop good teams.

A further key area is looking at existing revenue models. The current approach needs to be reviewed considering the changing role of advisors with the ability of advisors to become behavioral coaches to their clients. Knowing the importance of behavioral management, advisors can use these behavioral insights to look at how they make their money.

Delivering goals-based financial planning means advisors need to look at how they bring in a retainer fee for working with the clients on an ongoing basis. The new revenue model needs to reflect: running the annual meetings, helping the clients work out their goals, navigating difficult decision-making situations and transitions. Price points can be reviewed, as they add value through mentoring- coaching clients on how to manage their behaviors towards their goals.

Ill leave advisors with one of the favorite quotes of our founder, Hugh Massie: Strict rationality kills culture and relationships, and unmanaged emotions destroy wealth. Financial advisors will be well served to be able to deeply engage and reconcile client thinking and behavior with that clients life and wealth goals.

Written by Bill Hortz, Founder & Dean, Institute for Innovation Development

The Institute for Innovation Development is an educational and business development catalyst for growth-oriented financial advisors and financial services firms determined to lead their businesses in an operating environment of accelerating business and cultural change. We position our members with the necessary ongoing innovation resources and best practices to drive and facilitate their next-generation growth, differentiation and unique community engagement strategies. The institute was launched with the support and foresight of our founding sponsors – Pershing, Voya Financial, Ultimus Fund Solutions, Fidelity, and Charter Financial Publishing (publisher of Financial Advisor and Private Wealth magazines). For more information click here .

Are You a Behaviorally Smart Consultant?

Are You a Behaviorally Smart Consultant?

Some of the greatest and most successful businesses started in a garage, on a kitchen table, or the idea was first written in a childlike dream journal.

Many of us broke away from safe salaried positions to step out on our own. Not having the desire to chase the corporate or entrepreneurial dream, but all with a passion in our heart and all wanting to be an independent consultant in our chosen field.

But for every consultancy there is a time when you face a cross road. Maybe the consultancy has plateaued and you just can’t get it to the next level without more framework, processes and, importantly, insights. Most consultants know that place and sometimes the solution to re-start the motor comes from the most unexpected places.

It could be a chance meeting; a never before identified hole in the market that you can fill; a restructuring of your target audience or a chance reading of an article like this.

We at DNA Behavior International are looking for YOU.

Not your clients, not your expertise (well, that would be interesting to hear about). We are looking for consultants who know they need another valuable tool in their kit to be able to offer a higher level of expertise to their clients, deploying behavioral insights inside organizations.

Some 20 years ago a conversation took place in which a couple of minds shared their frustration with how they were being served in the financial services industry and we thought, if they had known how to communicate with us, if they had known how to understand who we are and what we were trying to achieve in life they would have kept us as clients. Needless to say, they didn’t.

But the conversation turned to a broader range of topics. Why, we asked each other, do service providers neither know or care who we the client (or customer) is?

We then moved our conversation into our own areas of expertise and what we could do to save the world, or at least, failing businesses. This is what we talked about:

  • How can a service provider get to know what makes their client tick?
  • If they could, would that mean they could offer a more effective service?
  • Would they need enhanced skills in building interpersonal relationships?
  • Would understanding a persons inherent behavior change the way businesses operate?

For example:

  • How people were hired
  • Who was hired
  • Who is the ideal client
  • Building a healthy corporate culture
  • Team spirit
  • Leadership – what approach works, what doesn’t work and how willing would they be to put People before Numbers
  • Would communication be different
  • Might there be fewer conflicts in need of resolution
  • Would individuals have a greater sense of responsibility and passion to delivering the vision of the business
  • And would getting the behaviors right and understood radically impact how clients are treated and how much more likely they are to stay with you)
  • Could the bottom line of a business consultants work be improved if they knew how to impact the behaviors of the clients they work with?

So, here’s what was birthed some 20 years ago out of that conversation.

DNA Behavior International is a behavioral sciences business which uses validated behavioral insights to enable organizations to deliver customized employee and client experiences. In particular, it helps people and businesses with effective communication, operating in their strengths, managing emotions and making smart decisions that helps individuals and organizations discover and leverage strengths.

And this is why we are looking for YOU.

We want to find consultancies who want to partner with us to build their practices/businesses.

We are not focusing on consultants in any specific industry; we’ve found that every kind of industry always has an element of people and behaviors where there is a need to know, engage and grow every client and their employees and clients, to build a behaviorally smart business, that in turn grows your consultancy.

What we are looking for are consultants who want to grow their business using scientifically validated behavioral intelligence solutions.

This is a call to arms for all such business owners who are currently engaged in delivering services to organizations.

Whether you provide coaching, mentoring, training, 0r HR functions, and from the C-suite to the shop floor, DNA Behavior International is looking for you

Partner with us, and our behavioral intelligence solutions will unlock business value for you and your clients and give you a significant competitive edge.

We at DNA Behavior International will be the point of difference that sets you apart from other business consultants.

This solution is already in use worldwide in major industries; we have decided to widen our relationship to include your consultancy.

DNA Behavior International is an international authority in the field of scientifically based insight into Natural Behavior Discovery. It is the world’s only all-in-one behavioral intelligence business platform for reliably discovering all dimensions of personality.

  • Its use can solve 87%of business issues.
  • It can improve employee productivity by up to 40%.
  • It increases team productivity by up to 70%.
  • It increases revenues by 23% per year

So, if you want to know more and receive a complimentary discovery process then link with me and/or message me. carol.pocklington@dnabehavior.com