"Square One: Personality Impacts Job Fit"

Written by Arthur G. Schoeck


Recently, one of my friends (let's call her Martha),repparttar president of a very successful distribution business, lamentedrepparttar 104311 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 inrepparttar 104312 next two years. I had met both Martha and Phyllis at a trade show, and I was particularly impressed withrepparttar 104313 initiative and energy of Phyllis,repparttar 104314 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 withrepparttar 104315 firm, I was not surprised. What Martha had not done inrepparttar 104316 interviewing process was predeterminerepparttar 104317 behavior she needed, along withrepparttar 104318 skills and experience necessary, and then evaluaterepparttar 104319 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 onrepparttar 104320 phone!") misfits, who will not last as telemarketing professionals, and screen-in candidates who will enjoyrepparttar 104321 responsibilities you outline for them. Hiring effective people has become a precarious undertaking inrepparttar 104322 last few years, and many company executives find themselves mired inrepparttar 104323 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 onrepparttar 104324 subject of getting hired, you'd think they could earn a Ph.D. in "hiring science." Young people are disciplined inrepparttar 104325 rigors of askingrepparttar 104326 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,repparttar 104327 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 asrepparttar 104328 "DISC" theory. Althoughrepparttar 104329 DISC theory has wide acceptance in psychology circles, businesspeople are just beginning to understandrepparttar 104330 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 whenrepparttar 104331 situation doesn't suit him. This person is apt to say, "It's my way, orrepparttar 104332 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 onrepparttar 104333 street beforerepparttar 104334 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 isrepparttar 104335 one withrepparttar 104336 20-year pin in his lapel, who can be counted on to be onrepparttar 104337 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 isrepparttar 104338 high "C," or compliant, individual. She (or he) wants to do things rightrepparttar 104339 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 torepparttar 104340 table when you confront her with her mistakes. What Makes An Effective Telemarketer? Remember that what makes each of us unique isrepparttar 104341 specific blend ofrepparttar 104342 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 Creativity

Written 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 onrepparttar Mind Maps!

I read Tony Buzan's first book on Mind Mapping back inrepparttar 104310 early eighties, but I was too caught up inrepparttar 104311 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 ofrepparttar 104312 work I do with clients.

Tony Buzan createdrepparttar 104313 Mind Map concept inrepparttar 104314 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 engagerepparttar 104315 right side of our brains in what is normally considered a left-brain task: organizing information.

We've already learned that one ofrepparttar 104316 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 withrepparttar 104317 analytical left orrepparttar 104318 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 acrossrepparttar 104319 page.

So when it came time to organize notes and teachrepparttar 104320 proper form for creating outlines, it's easy to see why we turned torepparttar 104321 tried and true linear approach. You knowrepparttar 104322 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 dorepparttar 104323 same thing with agendas, meeting minutes, and project plans. Orderly lines of information. Black ink on white pages. Empty spaces.

Boring, boring, boring--and notrepparttar 104324 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 onrepparttar 104325 game. So, instead of creating typical linear outlines, Buzan insisted on becoming radiant. He developedrepparttar 104326 concept of putting your central idea right inrepparttar 104327 center ofrepparttar 104328 page. Your main points then radiate outward fromrepparttar 104329 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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