THE HIDDEN COST OF MANAGING EVERYONE THE SAME WAY
What is the wrong management approach costing you?
You can hire someone with the potential to succeed and still fail to get the best from them—simply because the recognition, reward, development or support you provide does not reflect what genuinely motivates them.
CSI identifies the workplace preferences and motivational drivers that should shape how the individual is managed, recognised, rewarded, developed and retained. It helps prevent well-intended decisions from reducing engagement, wasting potential or encouraging valuable people to leave.
TWO DIFFERENT WAYS TO LOSE SALES PERFORMANCE
Hiring risk first. Management risk next.
THE CAPABILITY RISK · SPQ*GOLD
Are they equipped to sustain the sales activity?
SPQ*GOLD examines the selling comfort, motivation, resilience and goal focus required to sustain activity and proactively create opportunities. It helps identify barriers that interviews or performance symptoms alone may not reveal.
SPQ reveals the barriers.
THE MANAGEMENT RISK · CSI
Could the wrong approach waste their potential?
CSI shows how workplace preferences and motivational drivers should influence management, recognition, financial reward, personal development and retention.
CSI reveals the levers.
THE SAME APPROACH WILL NOT WORK FOR EVERYONE
Personal recognition, money or personal development?
A reward only works when it reflects what the individual actually values. CSI makes those differences visible before a well-intended management decision has the opposite effect.
PERSONAL RECOGNITION
Recognition can be the reward
Some people need their contribution to be noticed and acknowledged. Without that recognition, even good pay and career prospects may not make them feel properly valued.
FINANCIAL REWARD
For some people, money really matters
Others are motivated most strongly by earnings, commission and a transparent relationship between the results they produce and the reward they receive.
PERSONAL DEVELOPMENT
Investment to one person; punishment to another
Development can make one person feel understood and invested in. Someone else may see the same programme as an unwanted second job—and proof that their manager does not understand what motivates them.
CSI helps managers reward the person in front of them—not an imaginary “average employee”.
WHAT CSI EXPLORES
Workplace preferences that shape performance, motivation and retention
People
Working with, managing and leading other people, including communication and relationship preferences.
Information
How someone prefers to acquire, process and use new information.
Goals
Preferences around pursuing objectives, structure and achievement.
Decisions
How the individual is inclined to evaluate options and make decisions.
Pressure
Preferences and likely responses when work becomes demanding or ambiguous.
Leadership context
Questions to explore when the role includes managing performance, influencing others or setting direction.
TWO PRACTICAL CSI OUTPUTS
Individual insight—and a clearer view of the whole team
The attached examples show the distinction between understanding one person’s workplace preferences and comparing patterns across a leadership or working team.
INDIVIDUAL CSI REPORT
A detailed workstyle profile
The report shows where a person’s preferences sit against the moderate range, then translates the results into practical behavioural implications across interpersonal style, learning, work orientation, decision-making and pressure.
TEAM CSI MATRIX
See similarities, differences and outliers
The matrix places team members side by side across the CSI dimensions. It helps a manager identify contrasting preferences, potential friction points, complementary strengths and areas where one leadership approach is unlikely to suit everyone.
Example team names and scores are shown solely to demonstrate the format and comparative output.
What the client receives
- Overall workstyle interpretation
- Leadership and communication implications
- Questions to explore further
- Management tips for stronger preferences
- Development guidance
- Cross-reference to the demands of the role
THE COMPLETE PERFORMANCE PICTURE
When to combine SPQ*GOLD and CSI
For sales hiring, SPQ*GOLD normally answers the first question: is this person equipped and motivated to undertake the required sales activity consistently? CSI then answers the next one: how should we manage, motivate and support them?
SPQ*GOLD may be sufficient when the decision is narrowly about sales suitability. Add CSI when you also want to improve onboarding, personalise management, understand motivation, plan development or strengthen retention.
Hire with evidence. Manage with insight.
