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Business leaders: secrets of personality profiling

Business Leaders: Secrets of Personality Profiling!

Have you ever had a discussion with a client, employee or vendor that just didn’t click? Would you like to know how to communicate with people in business and in your personal life, regardless of how different their personality is?

A few years ago, I was introduced to the subject of personality profiling. By understanding the four different personality types, you can significantly increase understanding of board members, employees, and even your family. You will
experience amazing results. The personality profiling system is called DISC testing.

The letters DISC stand for the four prominent personality types. All people fit into this scheme in one way or another, and are usually a combination of a least two of these types. These types are as follows:

High D stands for dominating.
High I stands for influencer.
High S stands for steadiness.
High C stands for compliance.

Let’s first take a look at how to use DISC testing to develop a team, and then study how to use this system to communicate more effectively with prospects and clients to really enhance your abilities in any endeavor.

Most property managers and some company or board presidents will find that they fit into the High D category. If you are a High D, you’ll be the driving force in your company. You are the leader. You are the quarterback of the team. You are innovative and organized. You want quick results. You want everything abbreviated, because you have the ability to quickly assess a situation and make a rapid decision.

Although all these are outstanding qualities, you, (High D’s) have to remember that Rome wasn’t built in a day. Just because something has been discussed, it doesn’t mean that the task is immediately accomplished by waving a magic wand. You need to learn to be more patient and to listen more often. Most importantly, you need to realize that the rest of the people in your world are trying frantically to keep up the rapid pace you have set for yourself.

If you are just a bit friendlier, and make an effort to compliment your staff on a job well done, it will go a long way in gaining their trust. They will then feel more comfortable in approaching you with new ideas, or with problems they may have

Let’s take a look at high I. The high I personality, or the influencer, is a very social person. I find that many great sales people fall into this category. They are the master net-workers. They are charming and upbeat, with loads of team spirit, and are instinctively great communicators. This is the type of person who is motivated by popularity and acceptance.

Give the high I on your team lots of interaction with clients and prospects in order to fulfill their social needs. They need to be able to interact and socialize—this is very important to them.
The High I typically lacks organizational skills, and will need help from the high D on your team in this area. They will also motivate others towards the common goal.

They are the cheerleaders on the team. They are the people who work the room at a cocktail party, and often walk out with fifteen to twenty business cards. These are the people who are at various events at CAI, MHA, Twin West, etc.

Let’s examine the high S. The high S person is noted for loyalty. These are the team players. These are the people who have an amazing ability to add a personal touch that sets the team apart from their competition.

As long as the High S has a clear understanding of the business model, they will carry it out with extreme devotion, because they crave a stable environment to work in.
They are characterized by their ability to maintain deeply loyal relationships, because they are motivated by safety, security, and recognition of that loyalty

However, if the high S has a disagreement with others on the team, watch out! They will be inclined to hold it inside, since they don’t like conflict or sudden change.

To complete our tour of the four personality types, let’s look at the high C. High C personalities are the analytical problem solvers of the world. They border on being compulsively meticulous. I’m sure you have most likely had clients along these lines.

High C’s have the ability to offer creative solutions to complex problems, because they deal well with facts and calculations. This is your classic engineer. At the same time, they are inclined to focus so much on the hard data that they omit the human factor. They can over think the situation, and quite literally make a mountain out of a molehill. When you need a solution that requires close attention to detail, the high C will strive for perfection, and will set an excellent example for the team to follow.

You may find that their attention to detail slows things down too much. This is especially true if you are a high D. The high C likes to work at a snail’s pace, while the high D is running 100 miles per hour. C’s are the folks you dread in the homeowner association; because they are nit-picking every single detail and they cause you lots of headaches.

By testing yourself and your team members, you can gain insight into why certain people click, and how to approach each other with the most favorable outcome in mind.

I have provided you with a cursory DISC test. This test will enable you to assess someone in an initial conversation. This is not a supplement to a DISC test—the full test is in excess of 100 questions. However, there is a way to be relatively sure of someone’s personality profile by just asking yourself a couple of questions:

Question #1: Is this person more assertive, or more reserved?

Question #2: Is the person more logical, or more emotional? This question may take a few more seconds of conversation for you to answer, since it is a bit more difficult to determine the answer.

Let’s imagine that a new prospect named “Tom” calls to talk with you about the possibility of hiring your property management company. During the conversation, you ask yourself the first question about Tom, “Is he assertive or reserved?”

You notice that he asks lots of questions, and is very forthcoming with information about what his wants, needs, and concerns are. You don’t have to draw information out of him because he is telling you what he wants. You notice that he’s taken control of the situation, and you are having a tough time getting a word in. This means he is assertive.

Since a D and an I are assertive, you’ve determined that Tom is either a high D or a high I, and you are now working within the top half of the quadrant only. An S or a C would be much more reserved.

You then ask yourself, “Is Tom more emotional or more logical?”

He often uses the phrase, “I think.” (instead of “I feel”) He takes time to evaluate his options and to crunch numbers. This leads you to believe that Tom is a logical thinker. The two logical thinkers are high D and high C. However, since you’ve already eliminated high C by asking the first question, we’ve identified Tom as a high D.

Once you’ve established a prospect’s personality type, you have a better understanding of how they process information. This understanding is key to communications.
Let’s continue with Tom. You’ve figured out that he is a high D. You can know put to use your knowledge of the high D personality type. You know they don’t want to take too much time out of their busy day to speak with you. They want things to happen quickly, and they are fast decision-makers. You need to be brief, to the point, and as efficient as possible.

On the contrary, if you have a high I, things are different. On the grid, we have an assertive person who is emotional. With a high I, you want to take some time to ask about their personal interests. You want to ask what they did last weekend, and about their family. Get social, because they relate to that. When you have future appointments with them, be sure to schedule extra time to accommodate their need to chitchat for an extra ten minutes. These touches aren’t to manipulate a person, but to honor them by communicating in their preferred fashion, even if they aren’t aware of what that is.

Let’s say you’ve determined that this person is a high S. Now we are looking at the bottom-right corner of the grid, which represents reserved and emotional. You need to win the trust of a high S. They are loyal team players. If you can make them feel a part of the team, they will champion your cause to the degree that they will be an additional sales rep out in the field.

Don’t be too aggressive when you speak with a high S, because they need to absorb information at their own pace. You must provide them with solutions that speak to their needs of security and stability. They are very family-oriented.

The final personality type you might run into is the high C. Quite frankly. C’s can be the most difficult people to work with. (Except my wife, who is perfect in every way.) They are very logical and very reserved. They are going to be low-key, and have a long thought process. A high C doesn’t want to listen to a fast-talking person. Deliver information at a slow pace, and deliver facts only. They don’t operate on emotion. These people do very well with spreadsheets.

When receiving a referral from someone familiar with DISC, I might hear: “This person is a high C.” I immediately know that this person will need time to determine whether to work with me, and that they will want to see the numbers in detail. They will also ask lots of specific and detailed questions that I’ll need to be prepared to answer.

In conclusion, working with members of your extended team in utilizing this process is very helpful. The best part about this is that the client wins. They are being treated in the way that works best for them.

Publisher’s Directions: This article may be freely distributed so long as the copyright, author’s information, disclaimer, and an active link (where possible) are included. Disclaimer: Statements and opinions expressed in the articles, reviews and other materials herein are those of the authors. While every care has been taken in the compilation of this information and every attempt made to present up-to-date and accurate information, we cannot guarantee that inaccuracies will not occur. Steve Hoogenakker will not be held responsible for any claim, loss, damage or inconvenience caused as a result of any information within these pages or any information accessed through this site. Steve loves his wife Teri Hoogenakker and their kids, Paul Hoogenakker, Kirsten Hoogenakker and Gerrit Hoogenakker very much.

This article written by Steve Hoogenakker of Taylor Made Landscape. Steve has 20 years in leadership and management. He can be reached at Steve@Landscape.Pro.

The machine tool industry into the boom peak 2010, the boom degrees along the industry chain to the upstream transmission, so that the machine tool industry boom-degree rise, so that in 2010 the economy showed conduction quotes machinery industry

The machine tool industry into the boom peak
    2010, the boom degrees along the industry chain to the upstream transmission, so that the machine tool industry boom-degree rise, so that in 2010 the economy showed conduction Quotes machinery industry. Machine tool industry into the economy will be the peak year. Benefit from the automobile, engineering machinery and other downstream products, the high degree of economy, this year, the economy and ever-climbing machine tool industry, the peak will occur around the second quarter of 2011, which in 2010 will be the peak of the machine tool industry into the boom year, the economy and ever – rose, giving the industry a “buy” rating.
    Measuring the domestic machine tool export situation, the majority of species in the second half of last year sales of the sharp decline in industry sales this year, year on year decline narrowed down or further to achieve year on year growth will be normal. Due to seasonal factors, expect sequential sales growth difficult to sustain, but the industry in June there contrarian growth of the industry chain stabilizing a good pick-up signal.
    Bearing industry to go green line
    At present, China’s bearing industry from the industrial economy of scale has been the world’s total third bearings, but the accuracy of product and technical level with the world’s advanced level there is a considerable gap. Although China’s bearing industry, the development of some growth, but compared with the world bearing industry power, high-precision, high-tech content and high proportion of low value-added products, products, poor stability, low reliability, short life. Is reflected in the market, is what we demand for high-quality bearings rely on imports to meet. But that belongs to the past and catching up with global trends, in 2010, the bearing industry in the New Year a new atmosphere, but also to follow the needs of the community to go green from the road.
    In recent years, businesses have become increasingly concerned about green issues, bearing industry is no exception. Take the green road, but also to ensure that machinery and equipment can be run as efficiently as possible. This objective, the bearings industry is off a green revolution, and continuously towards the development of the following aspects:
    Higher speeds generate less friction, thereby reducing the operating temperature, reduce energy loss;
    Bear a heavy load; the use of environmentally friendly lubricants;
    Live longer; the use of less expensive during the period.
    Car sales case
    Supported by government incentives, China’s car sales in 2009 increased by nearly 50 percent, as of December 31, 2009, China’s car sales 13 million, more than the United States as the world’s largest automotive market. Some analysts have said China’s car sales in 2010 could reach 1,500 million units, achieving double-digit growth.
    In order to better development of parts and components industry, exports of auto parts should be strengthened to monitor the situation, pay close attention to all kinds of trade protection measures, study the establishment of response to anti-dumping early warning mechanisms; support enterprises in independent innovation, enhance the technological content of products and seek to differentiate their products technology to enhance the influence of independent brands, accelerating the country’s auto and auto parts export base, encourage enterprises to develop international cooperation and exchanges to respond effectively to international trade barriers.

There is a well known philosophy that has been adopted, translated and passed through many countries and corporations known as the fish philosophy

There is a well known philosophy that has been adopted, translated and passed through many countries and corporations known as the Fish Philosophy. It was conceived one happy day when on a visit to Seattle, a man by the name of John Christensen observed how positive and enthusiastic the employees of a run down fish market were. Here the fishmongers spent stinky, grueling 12 hour shifts stocking, packing and selling fish, in an environment that would have made even the most tolerant of us squirm.

Yet in an unlikely manner, these workers carried out orders by flinging fish to each other and to the customers – which kept the employees on their toes and the customers entertained. The fishmongers gave their full attention to each customer and made sure that they were involved and walked away from the shop feeling positive about the experience. Christensen, as a new witness to this unique workplace, realised that not only were the workers making their own day fly by, but they were also selling a great deal of fish!!

It is a very simple idea, yet one that is not always realised by workplaces today. Clouded by stress and deadlines we can all to often forget that remarkable results can occur when workers accept the invitation to: 1) Be there for their coworkers and customers; 2) Combine Work with an equal level of Play 3) Make the effort to make someone’s day, and; 4) Choose an attitude about how they will show up for work., and stick by it. It’s not as slippery and slimy as it sounds and in fact, when you think about it, though your work place may more closely resemble an office decked out with new carpet, air-conditioning and all of the latest technology, it is really not to far off from the working environment of the spirited folk at Pikes Place Fish Market.

Understandably, before employees can dive head first into this pool of fishy job satisfaction they need to get to know each other on a level that extends beyond email and phone calls. Workers need to grow and bond as a team before they can experience true enjoyment and efficiency in the workplace. If each of the workers at Pike’s Place were not in tune with each other, there would be a very smelly disaster – fish all over the place!

Corporate Team Building days are the best way to bridge the gaps and give your employees a greater sense of team spirit in their working environment. Activities like Scavenger Hunts, Nature Walks and Survival Training offer the chance for employees to interact and work together on an intellectual level that encourages team building. Or you may wish to lead your company down a more active path where they can bond over a rush of adrenalin while they tackle White Water rapids, Fast Bikes or the High Seas. There are loads of options to suit each individual workplace and its unique dynamics. Companies like are there to organise your day for you and ensure that the energy of planning a perfect event can be better spent getting productive in the workplace.
If anything, a corporate team building day may be just the thing to show your company and its employees that having an accepting attitude and open mind really will make the days more fruitful and the stench much easier to bear. Just ask the fishmongers.

Successful leadership is all about moves

Successful leadership is all about moves. It’s about how a leader manoeuvres the people around him or her self that they are willing and happy to do what he or she would like them to do. It’s about viewing the business and strategies of a department or company as a series of stages in a long game. And it’s very, very hard to teach well when the teacher (usually another manager or even head executive) has deadlines of his or her own to meet, and a busy schedule to keep on top of. That’s why leadership training is so vital to the successful inculcation of new management blood.

Think about this: new management (that’s managerial material either fresh out of business school, or promoted up from a non management position) has, except in very rare cases, absolutely no practical experience of managing people. Graduates from business school might know all the theory, but they’ve never done the actual time in the trenches. And promoted management, while at least theoretically capable of knowing the company’s business model, has never had a chance to try and run it. Anyone who has managed, in any business, knows that running the ship is a whole lot different from just pulling an oar. Leadership training, which basically outsources the onus of getting new managerial recruits up to scratch, offers companies an affordable and time viable method by which their recently made chiefs can get to grips with the good habits that make great leaders.

Those moves we were talking about, in that leadership game, are as often as not to do with the way people work – psychology, in other words. A good leader is a first rate psychologist, able to use different tacks with different people, as their individual temperaments require. Different strokes, as they say, for different folks. Thing is, not even seasoned management can teach that because every manager is different too. So the tactics that suit one kind of managerial personality don’t fit well with another. Leadership training bypasses all of this by teaching new management material to recognise and develop its own personal style. Rather than doing things a certain way because a senior figure in the company has always done them that way, recruits who have been through a good training course learn to find their own methods and use them. At base level, good management training is all about training oneself to manage well, rather than teaching people what constitutes a good manager.

Leadership training is as flexible, these days, as the world of business communications. Course leaders can visit their place of work at appointed times to run carefully constructed modules. Modules that pay as much attention to time taken out of normal work as they do to the development of good managerial techniques.

Some time must be lost by definition – no-one can complete a leadership training course without actually doing it, after all – but every effort is made, and usually successfully, to minimise the impact on businesses’ normal working load. It makes perfect sense – farm out the new blood and take it back in fully loaded and ready to go, rather than taking two people out of work (the trainee and the trainer) for an unspecified period of time.

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