ABSTRACT
In the previous chapter we grouped talent into the three major groups: creativity, focus and operations. For temperament we use a different model built around the idea of the ego. We appreciate that ‘ego’ has a number of interpretations and want to make it clear that we are using it in the sense of the ‘self of an individual person’. 1 We are not using it as a measure of selfishness or self-indulgence, although we are aware that those who rise to the top of an organisation can face challenges in this area.
