phone, and we'll give you the fax number, so that if you want to have your handwriting analyzed, and again, you can use code names or whatever you'd like. We're going to go to break, and we'll be back with Heather Winward shortly.
We're back. I'm Carol Dekkers. I run a company called Quality Plus Technologies, specializing in process improvement, increased requirements definition, and pretty much a lot of different services for the IT industry. My guest this evening is Heather Winward, who joins us from Washington, D.C. And Heather is a professional executive coach who uses one technique called graphology to uncover some of the ideas, some of the personality traits, that people on teams generally hide. Sometimes it's things like people like to work teams, different things that people are motivated by, and I welcome Heather back to the show.
Heather: Thank you very much. I'd like to bring up something interesting, too. You know, oftentimes in an interview, well every time in an interview, if you want the job, you're going to say what you think that person wants to hear. Whether it's "I can work in teams," "I'm honest…"
Carol: And when you say, "I'm beautiful." That's probably one of those things, too.
Heather: Absolutely. So what happens, too, is (inaudible) what happens sometimes after you've paid the money to train that person, you find out they're not the person they portrayed. So that's when I can come in and say, "You know what? We don't want to get rid of this person because people have value, and people can bring something to the table." I can actually look at a trait and say, "Well really, what you're really good at doing is not working with other people. This is a job where dadadada…" and you can actually work with the manager, or the team to really identify where people are most comfortable. And the difference is that you can actually have that person buy into what their job's going to be and have the manager understand that person and how they like to work. And that's information that's invaluable, considering the turnover that people have, the manager-practitioner relationships that are so caustic or can be so hard to live with. And that's just one more thing how you can use it, and how I've used it.
Carol: And Heather, we have our first live caller.
Carol: Candice, do we have a handwriting sample? Or Heather, I guess you're going to have to run down quickly and grab the handwriting sample from the caller who's called in.
Heather: Okay, I'll be right back.
Carol: And you'll be right back. I'll start talking to the caller. Hi, you're on the air.
Caller: Hi. I'm not going to mention my name, because I might be heard over the valley. I think it's wonderful what you're doing, and have her not run to the fax machine. My fax is not working at home, and I'd have to fax it from the office. Which I would like to do, but that would be tomorrow.
Carol: And Heather is probably running down right now. She's on a different floor.
Caller: That's okay. It's good exercise.
Carol: That's true. She'll come running back.
Caller: I think it's wonderful in terms of the money that you can potentially save a lot of companies, because I know a lot of people in management don't have the ability, they really judgmentally judge people by certain characteristics, when every characteristic has a plus and a minus to it.
Caller: And they don't