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Sylvain Rochon, May 9 2021

CykoMetrix Spotlight:  Scott Rust, Co-Founder and Chief Operations Officer at Intuity Performance

CykoMetrix Spotlight is a regular series published by www.CykoMetrix.com , a SaaS-based online assessment company specialized in team effectiveness optimization.

Each show features a prominent personality in the psychometric assessment, human resources, or coaching industries, where we learn about how data can be judiciously used by companies to increase productivity and improve work environments.

In this episode, CykoMetrix CMO Sylvain Rochon meets Scott Rust, Co-Founder and Chief Operations Officer at Intuity Performance.

Sylvain: Hello, welcome to CykoMetrix Spotlight. My name is Sylvain Rochon. I am the Chief Marketing Officer at CykoMetrix, a SaaS-based assessment company that focuses on quantifying team effectiveness. I have my guess here, Scott Rust, co-Founder and Chief Operating Officer at Intuity Performance. Intuity is the partner that elevates individual and team performance. Hello, Scott. 

Scott: Hi, Sylvain. 

Sylvain: Nice to see you again. Welcome to the Spotlight. 

Scott: Thank you very much. It's nice to see you as well. 

Sylvain: Yes. So, Scott, we have spoken a few times before about CykoMetrix and your business. Could you tell us a little bit more about Intuity Performance and how you got started? 

Scott: Yes, for sure. So, I'm the co-founder, as you mentioned, of Intuity Performance and I think you are as well, am based in Ottawa with my business partner based out of Nova Scotia. What's interesting is we actually met about two years prior. We were going through the same coaching program to become certified coaches. During that time, out of that six-month program, we were the only two in the cohort that were actually going out and starting our own businesses. And so, we really connected on the fact that we wanted to go out, be business owners, and started our own coaching practices. We kept in touch since we graduated from that. Over time, we started working together, just last summer on a project. And so, I had my own coaching business that I was working on, and she had hers. We both offered similar trainings and thought along the same lines. We had this third project we were working on together, and as things kept moving forward, we kind of took a step back and realized, "Okay, we have two separate businesses and this third thing we're working on." This really led towards having conversations around, "Well, what would it look like if we just brought everything under one umbrella?" I don't think when we started, we really thought that this is going to lead to a partnership. However, the more conversations that we had about it, the more things started to align. I think one of the really great things about it, I guess, leaning on our coaching experience, was having some difficult conversations at the start of the partnership as to what happens if one partner isn't pulling their weight? What happens if one person actually wants out of the company? By having those kinds of challenging and difficult conversations at the start and be able to hear each other out and understand where we were both coming from, I felt that it really helped us kind of align things together to officially start as a co-founder of Intuity Performance back in October of 2020. And so, it's been an exciting journey so far. 

Sylvain: That's really cool. The start-up stories are always fascinating because people come out of nowhere, come together, and then, decide, "Hey, let's do something together instead of separately." That's exactly what happened with you guys. 

Scott: Yes. Exactly. I know one of the things that came up for us when we were starting is that we really had these three pillars of our business. We both had experience in coaching. We also have been offering workplace training for different organizations. My business partner, Ange, she's an HR geek and expert. She has ten or fifteen years of experience that she was bringing into Intuity Performance and our clients in HR. And so, I think one of the challenges we had from the get-go was trying to understand, "Okay, well how do we talk about these three different services? We don't want to be marketing three different ways and things along those lines." What we came up with was this idea around Whole Person Performance. Where this really came from was this idea that we believe companies thrive when the leaders focus less on the job and more on the person behind the job. And so, what we define as Whole Person Performance was really bringing together the aspect of coaching, training, and HR solutions to be able to help scale tech companies or NGOs and help them build a foundation for their team to grow, and be able to create that environment that really helps them prosper and thrive as a unified team working together. 

Sylvain: Scott, you're mentioning a bit of your method here and your approach. Is that what makes Intuity Performance special? What makes it different from other consulting companies? 

Scott: That's a really good question, Sylvain. It's almost going to sound corny saying, but I think what really makes us different or what's helped us thrive with our clients is that we really sit back and listen. We really try and take an approach and similarly understand where our clients or potential clients are coming from. And then, from there, look at using evidence backed research, such as partnering with people like CykoMetrix to really provide the direction as to, "Well, what do these organizations need? Where is it that we might be able to help assist them?" Whether it be through training, coaching, or even through HR practices. I feel by doing that we really have been able to kind of co-create with our clients. The idea isn't to come to them with a specific program already in mind and saying, "Hey, this is what works for you." but rather sit down at the table with them and say, "Let's talk about this. Let's co-create a program that'll fit." Because each company's organization might face similar problems, but the solutions and the ways you might solve them might be a little bit different. And so, looking at ways to really customize and provide a partnered approach, we found it's really been able to help us elevate both individual and team performance. 

Sylvain: How do you take that particular approach in these COVID-ian times where you can't really go out and meet your clients face-to-face and have these very personal discussions? How do you manage that? 

Scott: Do you know what? I think it actually made it easier. It's maybe easier and more accessible because we've actually able to reach out to more people across Canada and had meetings with those we likely would've never met prior to COVID, so to speak. And so, I feel like this transition to remote work has actually assisted us in connecting with more people and connecting with the clients that we're working with. Although we would love to see them in person and will likely see them at some point, we managed to find ways of using, I guess, coming back to the tech-enabled solutions and combining that with the virtual in-person approach. Coming to resolutions and coming up with assessments to really define how we can work together and what impact that we'll really have as an organization as a whole. 

Sylvain: Cool. Okay. Well, I'm glad that's working out because I know companies have been struggling with how to manage their business without doing the face-to-face. So, it's nice to see that it's working out for you guys. What other people challenges have you encountered? Have you encountered many people challenges with your clients? 

Scott: I would say our primary focus is around those types of challenges more than people challenges. It's more of those things. I'll take a step back I guess before I answer your question. We've had over thirty executives on our podcast for the past six months and there's one resounding theme that has come out from that, and it's 'focus on your people'. At the end of the day, it's your people who will determine your company's success or failure. By spending more time investing in them and supporting them especially now more than ever. Understanding that different people within your company or organization may have different needs. Understanding who is that person behind the screen and what's going on in their life, and then, what kind of support they need. It's taken a lot more effort from the leadership team where they might be able to catch on with things in person or in the office. But now, they'll have to take that extra effort in really understanding that. I guess that's a bit of a segway into some of the challenges we've seen. One of them primarily has been around the idea of communication. Shifting to a remote workforce and a better understanding of how do you communicate with your peers and what's the best way to actually communicate with them? One of the solutions we found to really be able to help overcome that hurdle is to better understand how does the other person you're speaking with or collaborating with like to be communicated with? And so, we utilize DISC profile assessment as one of those ways of identifying communication challenges, and then, being a help support, "Hey, there are different behavioral styles." And so, how can you support the way you speak? Not the way that you want to be heard, but rather, the way the other person needs to hear it and vice versa. This has just really created such a bigger environment for collaboration and help unifying teams who are working towards the same goals and process from there. So, I think that's one of them. There are two others that probably come to mind as well, but I don't want to ramble on either. 

Sylvain: But I think it's true that most of what I've heard was people challenges, as in communication. How to work with one another remotely and personally. I've caused a lot of issues with managers on how to go about it. Not so much the awareness that the problems exist, but how do you actually go around them? How do you find solutions? If I may supplement the question with this one, how do you go about determining solutions aside from tests and assessments like this? How do you manage to solve communication problems as a team in general? 

Scott: I think it's a good question, Sylvain. I think this is where all of the psychometrics comes in in addition to other assessments. It comes down to understanding the people. And so, I think there are two things that come up. One of them is creating an environment for people to feel like they're actually being heard, and then, actually being listened to. Not just creating that environment, but actioning it and doing that. Second to that is using these types of assessment. Let's say CykoMetrix helps identify some different frictions and conflicts that you might not be able to see. One thing I think that we've noticed is that, in the workplace, some of these conflicts or issues are kind of swept under the rug. You didn't see it as much. But now, in terms of communication and collaboration in the online environment, they've really risen to the surface and they need to be addressed. Sometimes, it's maybe somebody in management or the CEO coming to address them, but other times, it's leveraging other resources out there to come in and help educate, train, and bring knowledge to action within your organization to build teams working together. 

Sylvain: Well, good stuff. I think the approach is correct, of course. We're talking and you are using our tool. You started using it. So, that's amazing. I think that's a great value. We need to understand people so that we find them where they are, right? Not where they should be socially, or whatever that may be. Accurate tools actually help out with that. Your approach is very personal. So, I encourage anybody that's looking at this video or reading this blog, check out Intuity Performance. They can help your organization get out of these sinkholes, or just help you increase your performance as teams. That's great. That's what we need as businesses. 

Scott: Yes. We really appreciate that, Sylvain. I guess to elaborate a little further on what you mentioned with the assessment piece. It's a combination of leveraging technology, but also, now combining that with the hybrid of that personal connection. And so, whether it's using assessments or self-learning or whatever that might look like. And then, now, bringing people together because we still need that human component or that connection component. I think that is a big part of training and learning. It's that hybrid model combining both together to your point. 

Sylvain: Awesome. Well, thanks a lot for being here in the Spotlight, Scott. We'll talk again soon, I hope. Please, guys. Check out the Intuity Performance. They'll help you out. 

Scott: All right. Thanks for having us, Sylvain. 

About Intuity Performance at www.intuityperformance.com

Intuity Performance is the partner that elevates individual and team performance. For organizations seeking to invest in their people, we cultivate an environment for growth, by developing unified teams that collaborate to achieve organizational success; through Whole Person Performance. Our vision is to create business environments that recognize soft skills as the foundation required to empower people to achieve extraordinary results.

We aspire to maximize Whole Person Performance through Coaching, Training and HR Solutions, that develop unified teams working towards the same mission.

About Cykometrix.com

Cykometrix is a SaaS based Assessment Company specializing in team optimizations.  Leveraging correlations and data from hundreds of psychological research papers, we deliver dynamic, interactive reports illustrating the team strengths and weaknesses.

Our automated online service provides teams and management benchmarks and suggested training to cost-effectively promote team resilience, efficiency, and productivity. 

Teams can leverage our service to quantify improvements in existing team dynamics using our native Pulse baselining methodologies, the optimal personal characteristics of new employees, and even suggest how to reorganize existing teams for maximum effectiveness.

Written by

Sylvain Rochon

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