Speakers for your next conference

Adrian Furnham

Professor of Psychology at University College London




Professor Adrian Furnham was educated at the London School of Economics, and at Oxford University where he completed a doctorate (DPhil) in 1981.

Previously a lecturer in Psychology at Pembroke College, Oxford, he is now Professor of Psychology at University College London. He has lectured widely abroad at, amongst others, the University of New South Wales, and the University of the West Indies.

From 1999-2001 he was Visiting Professor of Management at Henley Management College, and was Visiting Professor at Hong Kong University Business School.

Adrian Furnham has written a wide range of books on leadership and managementincluding Culture Shock (1994), The New Economic Mind (1995), Personality at Work (1994), The Myths of Management (1996), The Psychology of Behaviour at Work (1997), The Psychology of Money (1998), The Incompetent Manager (2003), The Dark Side of Behaviour at Work (2004), The People Business (2005) Personality and Intellectual Competence (2005) Management Mumbo Jumbo (2006) and Just for the Money (2006).

Adrian Furnham is a Fellow of the British Psychological Society and was ranked the second most productive psychologist in the world 1985-1995. He is on the editorial board of a number of international journals. He is the current elected President of the International Society for the Study of Individual Differences. He is also a founder director of Applied Behavioural Research Associates (ABRA), a psychological consultancy.

He writes regularly for the Sunday Times and the Daily Telegraph and is a regular contributor to international radio and television.

Adrian Furnham is a renowned business speaker at corporates conferences – approachable, well-informed, and entertaining.

Like Noel Coward, he believes work is more fun than fun and considers himself to be a well-adjusted workaholic. He rides a bicycle to work (as he has always done) and does not have a mobile phone.

He has advised many multinational corporations including Cathay Pacific Airways, Barclays Bank, Marks & Spencer, Air New Zealand, Channel Four, Boots and the Ritz Hotel.

In 2007 he was nominated by HR magazine as one the 25 Most Influential People in HR.

Adrian Furnham on Managing in Troubled Times

Adrian Furnham on Reactions to Organisational Change

CRF 4th International Conference

Speaker interview with Professor Adrian Furnham

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    The Psychology of Talent Management

    Adrian is a business psychologist at University College London (UCL). He has completed extensive consultancy research with both private and public-sector organisations. He is also an academic who has written over 50 books, is a newspaper columnist and a regular commentator in the media. He travels abroad frequently and is much sought after as a motivational speaker.


    How do you define talent and how do you recruit, select, develop and manage people who are clearly highly. How do you define talent and how do you recruit, select, develop and manage people who are clearly highly talented?  What part does ability and personality and creativity play in real business-talent leaders and how do you assess it?

    The masterclass covers:

    • Should organisations have a known talent group that people can move in and out of or is this too demoralising for those not in this group?;
    • Most importantly how do you develop talented people to make sure they both fulfill their talent and are highly effective in your organisation?;
    • Finally what about the dark side of talent and the derailment of people clearly very talented?


    • Being clear on a good definitions of talent;
    • Knowing what factors to measure in both theselect-in and select-out of talent;
    • Realising the shortcomings of the performance/potential model in terms of categorisation;
    • Choosing the best developmental strategy for each candidate;
    • Knowing how to manage the expectations and opinions of those in, and not in, the talent group;
    • Understanding derailment and how talented people might derail.