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The Brenner Process
A guide to self-awareness and conscious choice
Evidence

Why this kind of work moves business results

The mechanisms this program is built from, self-awareness, strengths-based development, and structured reflection, are among the best-documented levers in organizational research.

10–15%
of people are actually self-aware, though 95% believe they are (Eurich)
+23%
profitability, top vs bottom quartile of employee engagement (Gallup, 3.35M employees)
26–72%
lower turnover in high-turnover organizations using strengths-based development (Gallup)
#1
predictor of team effectiveness at Google: psychological safety (Project Aristotle)

Self-awareness is scarce, and its absence is expensive

Organizational psychologist Tasha Eurich's five-year research program found 95% of people believe they are self-aware while only 10 to 15% are. The Korn Ferry Institute analyzed 6,977 self-assessments at 486 public companies: professionals at poorly performing companies had 20% more blind spots and were 79% more likely to show low overall self-awareness.

Engagement moves hard outcomes

Gallup's Q12 meta-analysis covers 183,806 business units and 3.35 million employees across 90 countries. Top-quartile units beat bottom-quartile on profitability (+23%), sales productivity (+18%), absenteeism (78% lower), safety incidents (63% fewer), and quality defects (32% fewer).

Strengths-based development has measured ROI

Across 49,495 business units and 1.2 million employees, strengths interventions produced 10 to 19% higher sales, 14 to 29% higher profit, and 26 to 72% lower turnover in high-turnover organizations. When managers focus on strengths, 67% of employees are engaged; when they are ignored, 2%.

Structured reflection and coaching work

Two peer-reviewed meta-analyses (Theeboom et al., 2014; Jones, Woods & Guillaume, 2016) found workplace coaching produces significant medium-to-large effects on performance, wellbeing, coping, and goal-directed self-regulation, with the strongest gains at the individual level.

Teams run on psychological safety, and conflict has a price

Google's multi-year Project Aristotle found psychological safety was the single most important dynamic of effective teams. Meanwhile the classic industry study of workplace conflict found US employees spending around 2.8 hours a week on it, roughly $359 billion in paid hours annually.

The market has already voted

Workplace assessment is a $6.1 billion industry growing about 8% a year, with roughly 85% of revenue from business customers. Organizations already buy this category; Brenner's difference is depth, a personal narrative instead of a type.

A fully cited evidence brief, drawing on Gallup, Korn Ferry, Google, and the peer-reviewed coaching literature, is available to organizational partners on request.