Excellence in leadership Assessment: What It Really Means at JQA

Written by Catherine Marks

Consulting Director

“In our work at JQA, excellence is non-negotiable.”

If you ask my husband about my relationship with ‘excellence’, he might laugh. At home, I am not remotely precious about DIY or gardening projects. ‘Good enough’ is often good enough. I am relaxed, pragmatic, and not the least bit bothered if the picture frames are not quite straight.

But even he knows: when it matters, I care deeply about getting it right.

And in our work at JQA, excellence is non-negotiable.

It is also one of our core values. As we approach our twenty-fifth anniversary, it is clear that this quiet but unwavering commitment to quality is what has earned us the trust of our clients.

At JQA, excellence does not mean being fussy or rigid. Nor does it mean perfectionism for its own sake. For us, it is about rigour, thoughtfulness, and precision, all in service of delivering something genuinely useful. Our assessments must offer insight, not just information. They are grounded in data, but shaped by expert judgment and a deep understanding of context.

"For us, it is about rigour, thoughtfulness, and precision, all in service of delivering something genuinely useful."

We live this value in the way we operate every day. From the care we take to train our new associates in our specific tools and techniques (and these are, without exception, very experienced professionals already delivering to the highest standards), to the careful selection of evidence-based tools, to the QA process that every report goes through before it leaves our hands, our approach is built to uphold the highest standards. And we do not just talk about best practice, we keep refining it.

Our assessment methods are one of the clearest expressions of this commitment to excellence. Whether we are evaluating cognitive complexity, leadership potential, or derailment risks, we draw on research-backed models, real-world insight, and our own internal validity data to identify the level of work at which a leader is most likely to thrive. This is where their thinking matches the complexity of the role, where they are more energised, more effective, and better able to contribute. It is the state of flow, and helping leaders operate in that space is central to the value we aim to create. For our clients, this alignment translates into confident, evidence-based decisions about potential, succession, and leadership fit. It is a standard we hold ourselves to, not just because it works, but because it reflects the care, precision, and integrity we believe excellence demands.

Excellence at JQA also means knowing what not to do. We do not overinterpret a personality profile. We do not make assumptions without triangulating data. And we do not cut corners, even when time is tight.

Ultimately, excellence is about trust. Our clients trust us to help them make big, often sensitive decisions about people, roles, succession, and strategy. That trust is earned not only by the quality of our reports, but by the integrity, nuance, and care with which we deliver them.

It is also worth saying that excellence does not mean being inflexible. In fact, we work hard to balance consistency with pragmatism, adapting to different cultures, organisational contexts, and talent strategies, while staying true to our principles. That balance is something clients often comment on.

At home, I am married to someone who served in the Royal Navy, and he knows a thing or two about high standards. We are very different in how we apply them (and let us just say, he is far more particular about wall-mounted shelves). But we complement each other well. And he is the first to agree: when it matters, I am relentless about quality.

At JQA, we are the same. Excellence is not a slogan. It is a discipline, and a promise.

Partnership is the Value That Holds It All Together

“If you want to go quickly, go alone. If you want to go far, go together”

Written by Sean McEnery

IT and Operations Director

The best response we receive from our clients is, “We appreciate your partnership on this”,  because that tells us we have built something real.

In today’s complex, fast-moving world, one thing is clear: you cannot do it alone. Whether you are navigating global supply chain disruptions, implementing new systems, or leading cultural change, real progress depends on the ability to work in deep collaboration with others. The organisations that thrive are the ones that know how to build trust, share accountability, and co-create meaningful solutions.

That is why partnership is not just a value at JQA; it is a way of working.

Partnership is one of those words that shows up everywhere. It is used in mission statements, pitch decks, and company websites. In practice, genuine partnership is surprisingly rare. Sometimes it becomes a transactional collaboration. Other times, it is shaped by unequal power dynamics, where one party clearly drives the agenda.

At JQA, we have a different perspective. We believe true partnership is built on shared value, mutual respect, and a long-term view. That means listening first, designing with people and staying engaged, especially when the work gets hard. We are always aiming to create something that lasts.

We have seen the impact of this approach in real life. Take a recent leadership development project we ran with a global client. Instead of arriving with a custom solution, we started by meeting with the Talent Team. We listened to their challenges, made sure we understood the brief, and co-developed a proposal that aligned with their strategic HR goals. The result was a unified approach between senior leaders and HR Business Partners, a renewed sense of direction, and strides made towards a stronger leadership culture.

JQA team members working in partnership, at a company conference held at Rudding Park in North Yorkshire, England.

After a training session, a quick WhatsApp message from the client said it all:

“Thanks Megan, you and your teams are incredible.”

 

That kind of feedback does not just feel good, it reinforces what we believe: partnership creates outcomes that go beyond expectations. Our day-to-day work reflects this mindset. It means taking time to understand each partner’s unique context and ambitions. It means brainstorming together, offering tailored solutions grounded in best practice, and writing proposals that genuinely aim to serve, not to sell.

True partnership also demands a different kind of leadership. Not one that leads from the front with all the answers, but one that is willing to share the space. It requires humility, curiosity, and a belief that growth happens together. As traditional hierarchies give way to networks and ecosystems, these qualities are becoming more important than ever. In a time when polarisation and short-term thinking are everywhere, partnership reminds us to slow down, connect, and collaborate.

At JQA, partnership is a practice, not just a principle. It shapes how we engage with clients, how we support one another internally, and how we contribute to the broader world. It is the foundation of everything we do.

Stay tuned for more articles in this series as we explore how our other values – Excellence, Empowerment, and Integrity – come to life in our work, and what they mean for leadership in a changing world.

When people come together with trust, intention, and shared purpose, they can achieve far more than they ever could alone. That is what true partnership is all about.

Organisational Values Still Matter – More Than Ever

JQA's four corporate values
JQA's four corporate values

Written By Catriona Hearth

MSc Occ Psych, MBPS

JQA Lead Associate Psychologist

Much has been said about the shifting world of work. Change and disruption is everywhere – geopolitical instability, AI breakthroughs, rising employee expectations. But amidst the noise, one truth remains: Your values could be your biggest competitive edge.

Recent industry articles emphasise that those businesses that can adapt quickly to constantly changing circumstances can attract better quality talent than their competitors, as well as improve productivity and drive innovation as a result. The key? Organisational values that mean something and can be used as guiding principles in decision making – they are the constant.

 

Back in the ’90s, the link between individual and organisational values was already a hot topic. My  MSc dissertation on ‘Measuring person-organisation fit through the identification of values, and their application in the recruitment process’ was considered groundbreaking within the NHS at the time. Fast forward to 2025, and companies are still investing heavily in defining their values – but in today’s VUCA/BANI/TUNA world, can values keep up?

“Values are like fingerprints. Nobody’s are the same, but you leave 'em all over everything you do” -Elvis Presley

Absolutely – if done right.

To borrow a quote often attributed to Elvis Presley, “Values are like fingerprints. Nobody’s are the same, but you leave ’em all over everything you do”. And that is exactly the point. Values are not just corporate wallpaper. When they are clearly defined, deeply embedded, and authentically lived, they become the foundation of culture, decision – making, and performance. In fact, a 2024 Forbes article highlighted that during times of change, strong values become a critical lever for leaders to drive business results. It is clear that the careful integration of values with the strategy, mission, and goals of an organisation have a direct and measurable impact on scalability and profit.

But here is the challenge: it is no longer enough to plaster bland values statements on your website. Today’s employees – especially Gen Z – are seeking alignment. They want to work for organisations whose values mirror their own, where culture is more than talk, and purpose is part of the everyday. The challenge for organisations, then, is how to move beyond superficial messaging about purpose and values to attract and retain talent. Leaders must not only articulate but embed organisational values deeply into their operations, so much so that these values become a core part of the employee experience. Organisations and their leaders need to ensure a more transparent approach to employer branding that showcases how these things are brought to life, and that they are reflected in the reality of working in the organisation, not just buzzword values on the website.

Our four values are at the heart of everything we do and every desicion we make

This means leaders must go beyond storytelling and start story-living. Real values are easily evident in how people are hired, how decisions are made, how leaders behave, and how organisations respond when the pressure is on. That is when values truly become a differentiator – not just for engagement, but also for performance and profit.

In 2025 and beyond, the most successful organisations will be those where values are visible, lived, and aligned at all levels of the organisation. When core values are truly ingrained in your way of doing business, every decision will be made with those values in mind.

At JQA, we like to practice what we preach. We are driven by purpose, underpinned by clearly articulated values that resonate and inform our strategic and day to day decisions. We empower organisations and individuals through expert insights to identify and nurture leadership talent fostering sustainable success and lasting impact. Together with individuals, businesses and local communities, we drive positive change and create meaningful long-term success in an increasingly complex world. We value:

Partnership – collaborating with mutual respect and inclusivity. By working together, we build strong, sustained relationships that improve lives, create value and deliver lasting shared benefits.

Excellence – we are committed to rigorous, research- backed methods and draw on deep expertise to deliver meaningful impact. Our focus on quality ensures our solutions are thoughtful, effective and held to the highest standard.

Empowerment – through strategic insight, we unlock human potential; empowering individuals and businesses with the confidence, capabilities and clarity they need to thrive in a constantly evolving world.

Integrity – trust is at the heart of everything we do, guided by authenticity, transparency and ethical practice. We create safe spaces for honest dialogue and transformative change, grounded in respect for human dignity and confidentiality.

Look out for upcoming articles on how we bring these values to life, and how they differentiate our practice.