Meet the Team
Robert’s first career in electronic engineering led naturally to his second career in corporate management in that field. But it was his third career – in personal and professional development where he pioneered techniques for evolutionary change that have taken him to more than 100 organisations in 23 countries, involving over 25,000 people.
Robert’s extensive first-hand facilitation experience highlighted the need for an accurate and objective instrument that could measure an individual’s developmental progress. His work showed that instruments that see personality as a number of fixed ‘types’ create a limited, one-dimensional picture of a person. The assumption that people can be defined by their behaviour leads to an attitude of “fitting square pegs into square holes”, which only serves to limit growth and waste potential.
Robert wanted to identify, not simply behaviour patterns or ‘types’, but the normal deeper motivations which are not obvious to others and yet are the pre-requisites of effective self-management.
This “gap in the market” led Robert to design and develop Q12 in collaboration with his colleague, Walter Bellin. Q12 assumes that as people succeed in meeting their evolving needs within a natural hierarchy of needs, their motivations change in essence and behaviour becomes a simple matter of choice.
By identifying deeper motivations within a multi-dimensional model of evolutionary change, Q12 provides a much richer context that puts people in charge of their own destinies. Q12 is already being used by more than 4000 people globally to effect positive, lasting personal and corporate change.
Walter Bellin
BA Philosophy (Hons)
Walter Bellin’s career evolved in two phases. He began by creating and leading personal development workshops designed to help people make deep and permanent, positive changes in their personal and professional lives. The programs, attended by more than 45,000 people, provided a method for participants to gain deep insights into their own motives – their emotional, thinking and behavioural habits and patterns.
This led Walter to formulate the conceptual framework and development principles that are now the basis of the Q12 instrument.
Walter’s second career evolved in the late 1980’s, when he began designing and leading programs in leadership development for executives and managers, and organisational cultural change programs for private sector corporations and government agencies.
Utilising the original ideas and concepts from his earlier work, Walter and his colleague Robert Prinable designed and developed the Q12 instrument. Q12 can provide anyone with the in-depth personal insight and self-awareness that is essential to developing authentic and effective leadership.
The depth and power of the Q12 instrument in exploring people’s internal mental and emotional landscape – and their consequent behaviour patterns – can be a major factor in creating positive and sustainable change, both individually and collectively.
Walter has facilitated personal and leadership development programs for thousands of executives and managers in over 100 organisations in 7 different countries. He has also designed and delivered numerous organisational culture change programs – involving changes in collective attitudes, values and behaviour – for which the Q12 instrument is of immense value.
Bernadette Degabriele
MBA, BEd, DipTeach
After a successful career in the Royal Australian Navy as a Lieutenant Commander, Bernadette came to business consultancy with a primary interest in people management. As the NSW Consulting Manager, for Opticon Australia, she successfully led, managed and developed consulting teams, and delivered assignments that involved organisational change and transition, personnel management, program and project management, and complex IT implementations in Australia and the UK.
Her broad experience in organisations, large and small, public and private, afforded Bernadette deep insights into the nature of the vital interdependence between successful change and effective leadership: while most organisations are good at developing technical skills and managing goals they often fail to develop their people commensurate with the envisaged change. While emphasis on leadership development is generally acknowledged, organisations provide little on how that development might be achieved for an individual. This led Bernadette to coaching as an optimal solution, and in that endeavour discovered Q12.
Bernadette found that typical profiling instruments tend to put people in boxes related to their current jobs and to ignore the potential of an individual to grow. Q12 focuses on personal development first and application of that development second - this places self-knowledge and development strategy in the hands of the individual ensuring commitment to sustainable change.
Bernadette brings her passion for personal and professional development to her highly effective executive coaching and consulting services. With Q12 she enables her clients to improve the quality of both their working and personal lives, resulting in greater personal satisfaction and greater organisational effectiveness simultaneously.