C-Me Profiling

GPG have partnered with The Wilsher Group to offer C-me profiling exclusively in The Netherlands


The Wilsher Group has developed its own behavioural profiling system to help clients get the best with, for and from their people. C-me is simpler, more flexible and more cost effective than other similar products in the market, and has proven itself in use with a growing range of clients. C-me enables individuals to recognise and understand both their own preferred ways of working and that of others around them. This improves communication, enhances contribution and creates better balance across the team.


  • Simplicity– it’s quick and easy to use and generates clear and unambiguous reports that are expressed in direct, everyday language
  • Accuracy – clients who have used other systems say C-me is noticeably more accurate when it comes to identifying behavioural preferences.
  • Usability– it’s modular format means users are not overwhelmed with information all in one hit. Progressing through modules that build on each other enable individuals to take maximum value from the initial Evaluator.
  • Value – C-me is competitively priced, and its modular form means that investment can be made incrementally rather than all up-front.
  • Versatility – C-me can be used to meet many different organisational needs, including coaching, training, team building, performance improvement, recruitment and conflict management.
  • Customisable – for larger clients who would like it, C-me can be ‘own label’ badged and customised to meet the specific uses and needs of the organisation. The License then allows reports to be drawn down as and when they are needed.



C-me differs in one important way from other similar systems. Our experience of working with organizations in using the information contained in traditional ‘Personality’ profiles to effect change and growth in individuals, teams and organizations has persuaded us that the focus on ‘personality’ is less useful than focusing on the typical behaviours that the profiles indicate for each colour type and combination.

Ultimately, it is the way that people behave in response to both colleagues and to the challenges that the organization throws at them that really affects how well both the individual and the organization develop and perform.

Individuals also find it easier to relate to the idea of altering their behaviour rather than their personality.  Behaviours can be more easily modified - and to greater effect.

C-me is, therefore, focused more on identifying and creating an understanding of behavioural preferences rather than simply of personality types per se. 

Our purpose is to help individuals understand both their psychological preferences and how those preferences drive aspects of their behaviour; then to use this knowledge to recognise those same elements in others and from that enable them to adapt their behaviour to improve relationships. The journey can be summarized as:

Understand Yourself
Understand Others
Improve relationships by adapting

We aim to do this in a way that is easy to understand and memorable. In this way the theory can be applied comfortably to everyday life; in the office, at home, with children and friends.

We recognise that the aspects of preference that we measure are not the whole story. An individual’s behaviour is dependent on character, culture, education, training, values and many other factors. 

We choose the four Jungian elements of personality as the basis for our approach, not because they are the whole story but because they are easily measureable and recognisable by individuals in everyday life, not just experts after detailed analysis. We choose the colourful language of Red, Yellow, Green and Blue to bring the psychology to life and give an easy-to-use practical, everyday application to all who interact with it.


History of Personality Assessment

“Know thyself” was the inscription on the temple of Apollo in Delphi. Mankind still yearns for self-understanding. In recent years we have decoded human DNA and written the sequence that makes us the species we are, but does this help us?

Two thousand five hundred years ago Hippocrates observed four types of people and classified them as Sanguine, Melancholic, Choleric and Phlegmatic. Part of his theory was that where you lived gave rise to these temperaments. Body fluid played a part with bile responsible for one type of behaviour.

As the years pass things became a little more scientific. In 1923 Carl Jung published his book, Psychological Types, based on his work, research and observations. He contributed enormously to the understanding of the psyche though his fascination with dreams and shadows made some of his writing difficult to digest.

His work on “attitudes”, Introversion and Extraversion and “rational functions”, Thinking and Feeling form the foundation of most modern personality assessments as a basis of observed behaviour.

In 1938 Marston published his book, “The Emotions of Normal People” and used the four elements.

  • D Dominance Extraversion with Thinking
  • I Inducement Extraversion with Feeling
  • S Steadiness Introversion with Feeling
  • C Compliance Introversion with Thinking

These form the basis of the DISC system. The Jung terms were not quoted by Marston but map easily onto his grid. Modern systems use the terms Dominance, Influence, Steadfast and Compliance.

Many modern computer based systems still use this with an updated version of the original Marston questionnaire.

The first business application was probably the Activity Vector Analysis in 1948 based on the Marston work. This used the factors; aggressiveness, sociability, social adaptability and emotional control. The system is still available today and is described as follows:

The AVA system also provides measurement of the behavioural demands of specific positions in the workplace. This allows comparison of the behavioural tendencies of an individual to the behavioural demands of a specific position.

The system of evaluating the requirements of a particular position and recruiting individuals that fit these characteristics has, in our view, huge pitfalls and needs particular care. See Chapter 4, Applications: Recruitment

The Myers-Briggs Type Indicator (MBTI) was published in 1962 by the mother and daughter team Katherine Briggs and Isabel Briggs-Myers. They described it as a psychometric questionnaire to measure preferences in how we see the world and how we make decisions. It is based closely on the Jung preferences but with the addition of Judging and Perception. The four axes are described as dichotomies.

  • Extraversion (E) - - - Introversion (I)
  • Thinking (T) - - - Feeling (F)
  • Sensing (S) - - - Intuition (N)
  • Judging (J)  - - - Perception (P)

These are displayed in the following grid. The percentages of the population in each MB type are shown; the data is from data collected by the Center for Applications of Psychological Type in 2010.

































The MBTI system is the most widely used and researched in the world though it can prove cumbersome in managing everyday relationships. 

The 1990s saw the application of computer technology to a wide range of systems though paper based questionnaires were still the norm.  Several installable software programmes were available with clients buying units and running paper based questionnaires and entering the results into their programme. The technology enabled reports to be more widely customised and generic reports about a type of person became individual reports.

Job matching was still a popular use with questionnaires to define a role for the employer matched to the potential employee’s traits. Systems became more user friendly as companies added symbols and colour to help explain aspects of behaviour. Yellow was a popular choice for Extraverted Thinking with light bulbs or the sun as a symbol.

Belbin described nine types in their Team Role inventory and gave individuals a percentage showing how well they matched with each role, from least preferred to most preferred. The two most preferred roles gave the label for the behaviour. You could be a Specialist/Completer Finisher or a Shaper/Monitor Evaluator.

Insights distributed an American DISC software for several years and then produced the Discovery software changing the emphasis from DISC to Jung. They used eight types again using two names; you could be a Reforming Director or a Directing Reformer. The system went deeper adding Focused, Classic and Flexible within each role and the types on the Insights wheel numbered from 1-156.  All these systems have excellent points and different views of the best way to analyse and present information. We have tried to learn from the best and use modern computing methods to give a practical application of behavioural theory available to all.