"Square One: Personality Impacts Job Fit"Written by Arthur G. Schoeck
Recently, one of my friends (let's call her Martha), president of a very successful distribution business, lamented firing of one of her key associates (Phyllis). Phyllis had been hired as a customer service rep in a new, telephone-based customer service effort that was acknowledged by Martha as a critical resource for her firm's growth in next two years. I had met both Martha and Phyllis at a trade show, and I was particularly impressed with initiative and energy of Phyllis, telemarketing freshman. However, when I ran her profile (we'll get to that in a moment), I could see she was under a lot of stress to be more like her boss, and less like herself. Her misguided zeal, to behave in an uncomfortable and unnatural way, would be her undoing. Later when Martha told me that Phyllis was no longer with firm, I was not surprised. What Martha had not done in interviewing process was predetermine behavior she needed, along with skills and experience necessary, and then evaluate impact Phyllis would have on her company. Impact technology is what I want to share with you in this article. It will help you screen-out well-meaning ("Sure, I like talking on phone!") misfits, who will not last as telemarketing professionals, and screen-in candidates who will enjoy responsibilities you outline for them. Hiring effective people has become a precarious undertaking in last few years, and many company executives find themselves mired in ruts of their less-than-successful experiences. Why Has Hiring Become So Difficult? Have you talked to a graduating college senior lately? The competition for good jobs is insane. Seniors spend so much time on subject of getting hired, you'd think they could earn a Ph.D. in "hiring science." Young people are disciplined in rigors of asking right questions, dressing for success, and knowing when to smile and when to be assertive. In short, they're schooled on how to impress an inexperienced interviewer. I'm fighting back! In 1928, a psychologist named William Marston wrote a book called The Emotions of Normal People. Although his text is too deep for most of us, profile I mentioned earlier is a direct result of his work. He theorized that everyone's personality is a blend of four basic characteristics: dominance (D), influence (I), steadiness (S) and compliance (C). Today, many refer to this concept as "DISC" theory. Although DISC theory has wide acceptance in psychology circles, businesspeople are just beginning to understand power of Marston's behavior principles. Let me briefly explain these four qualities. DISC Behavior Characteristics A person who exhibits high "D," or dominant, behavior takes an aggressive, sometimes demanding approach to problems. He (or she) undertakes challenging assignments, and is not afraid to confront his boss when situation doesn't suit him. This person is apt to say, "It's my way, or highway." Someone who displays high "I," or influencing, characteristics is friendly, persuasive and verbally aggressive. If you shut her (or him) in an office away from people or a telephone, her resume will back on street before day is done. She loves people and, correspondingly, has a strong desire to be "liked." If you ask her if she has a moment to talk, you're likely to get an earful! Characteristic number three is high "S," or steady, behavior. This person is easily identified by his (or her) patience and loyalty. He is one with 20-year pin in his lapel, who can be counted on to be on job day in and day out. With his "passive" aggressiveness, he will wait you out. He doesn't mind repetitive tasks, and prefers working on one thing at a time until it is completed. "Steady Eddie" describes him well. The final behavior in this mix is high "C," or compliant, individual. She (or he) wants to do things right first time, every time; and displays this as "defensive" aggressiveness. Her emphasis on quality and accuracy can sometimes drive Ds to distraction, but organizations count on her dependability in positions where exactness matters. She fears your criticism of her work, so you'd better bring plenty of evidence to table when you confront her with her mistakes. What Makes An Effective Telemarketer? Remember that what makes each of us unique is specific blend of four characteristics described. Very few of us display just one dominant characteristic. Most of us exhibit two primary behaviors and two recessive behaviors. Let me explain how this blend would occur in a typical customer representative (CSR) personality.
| | Becoming Radiant: Mind Mapping For CreativityWritten by Maya Talisman Frost
I don't take notes anymore. Instead, I create one wildly colorful, creative and inspiring page whenever I need to make a decision, prepare a presentation, or plan an event. That whole two-column plus and minus approach? Gone. Bring on Mind Maps! I read Tony Buzan's first book on Mind Mapping back in early eighties, but I was too caught up in old-school world to see how it could be of use to me. I recently rediscovered Mind Mapping and it has become an integral part of work I do with clients. Tony Buzan created Mind Map concept in early seventies. Based on his brilliant observation that our brains do not process information in a linear way, Mind Mapping allows us to use words, images, and color in an effort to engage right side of our brains in what is normally considered a left-brain task: organizing information. We've already learned that one of keys to maximizing our potential as humans is to forget that whole right-brain/left-brain divide. Instead of seeing ourselves as a logical person OR a creative person, we're both. We've simply chosen to put more energy into developing skills associated with analytical left or daydreaming right. We must recognize that there's a fine line separating analysis from daydreams and that in order to have a fully integrated brain, we need to do both. We speak in a linear pattern. We can say only one word at a time, and we can hear only one word at a time. Similarly, we read in a linear pattern-words flow in lines across page. So when it came time to organize notes and teach proper form for creating outlines, it's easy to see why we turned to tried and true linear approach. You know format: Roman numeral one (I) followed by A, B and C, followed by 1, 2 and 3. We look for things to slot into each line in order to make it fit properly. In school, we spent hours preparing these outlines for book reports, speeches, and term papers. In our work as adults, we do same thing with agendas, meeting minutes, and project plans. Orderly lines of information. Black ink on white pages. Empty spaces. Boring, boring, boring--and not best way to use our brains. Along comes Buzan, who says that we would be much better off if we allowed our right brains to get in on game. So, instead of creating typical linear outlines, Buzan insisted on becoming radiant. He developed concept of putting your central idea right in center of page. Your main points then radiate outward from center. Each one of these points sprouts its own branches and twigs. He referred to this star-like pattern of ideas as Radiant Thinking.
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