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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.

Queen sirikit national convention centre, thailand during crisis, most times, we think about training staff, stop overtime-time payments, cut expense on your human resources, unpaid leave policy or even lay offs

.. a talk at Queen Sirikit National Convention Centre, Thailand

During crisis, most times, we think about training staff, stop overtime-time payments, cut expense on your Human Resources, unpaid leave policy or even lay offs.  I cannot say this is wrong, as long as it is most suitable and relevant to the situation.

On August 6, 2009 I was invited to be one of the panellists talking about “360 degree management for the tourism and hospitality industry during a “crisis” – organized by KBank, Thailand at Queen Sirikit National Convention Centre.  (I personally admire KBank a great deal for their continuous educational activities for their clients and non-clients as what they have done reflecting a sincere banking business).

I was asked what the first thing was in my mind when a crisis happened. My answer was “people”! How all employees can work and help us to go through the crisis together as a team, as owner or general manager could never be the sole person to fight and survive a crisis.  I did question the audiences (All owners and managers) whether or not they arranged meetings, to strongly and specifically communicate to all level of staff (even the cleaners) about the crisis situation and on how everyone, as a team, will walk through all difficulties during such and such a crisis.

Of course, the owners / general managers must go to the meeting with clear goals and plans. The meeting must be arranged to purposely have a productive two-way communication as all the employees will need to buy the ideas and follow direction.

Some employees might like to contribute some good ideas as well.  I have personally seen hotels’ management who left the staff in the dark and let the staff think that during a crisis, staff better behave well, or they will be the first to be kicked out.

This is very unhealthy management!

Next, for me, is still “people”, this time about our potential target markets and our customers that may be able to help to get through a crisis.  Look into all of the guest history and analyze carefully and effectively.  You may be able to pull some good ideas out for your next sales trip or your sales planning.  This must come together with all your relevant pricing and service strategies.  In Thailand, I have seen many hotels cut down prices and believe that it will work to boost occupancy.  Sometimes, it does indeed work when certain factors just happen to fit in, but unfortunately most times it does not work that easily.

What I like to emphasize is the “cost strategy”! You really need to watch and audit every business activity to ensure the costs are at a minimum and effective.  Each selling price must be carefully set with a very correct and minimum cost.  And, this has to be well-communicated to all your department heads and staff.

It is easy –but very wrong – to say that the breakeven point or loss is fine as it creates some activities for staff.  This is mostly said by many SME (small-medium-enterprise business) owners or management with no or limited hotelier background. I did experience such a kind of statement as well in managing a hotel! I honestly think this idea is explored to benefit some people for some purposes that nobody knows!!!!! I think one does not need to be a General Manager to make a statement like  “It is fine not to make profit; at least we have activities for staff”.

I reminded the audiences that during a crisis, I do agree that sometimes the operators do receive some kind of customer and agent pressure to lower the prices.  Nevertheless, costing is ultimately an important factor for the real profit making.

I tried to explain that if you used to have a price of 370. – Baht per head for your banqueting business, and you cut the price down to 325. – Baht or even lower – you must be able to calculate an exact Baht and Satang of how much you finally would make. Consequently, how much of service charge your staff would earn.  The staff may work as hard as before or even harder with a lower service charge to be received by the end of the month.  In the hotel industry, some operational staff very much depend on the service charge for their living.

I come back again to the management communication in the meeting! You have to inspire and educate the staff and eventually convince them of how to go through the difficulties.

Some businesses can depend on lower pricing with a bulk selling strategy.  However, in the hotel industry, you cannot over do it.  It does not mean you cannot do, but, I say it again, don’t overdo it, unfortunately many non-hotelier background management or owner could not see the risk.

Many of owners or management accepted to sell at a price that did not making any profit to just show their good face and I think they disrespect their operating team.

Each and every hotel business process needs people. So, to lower the prices with the hope to have quantitative sales will finally affect staff motivation and the expense as you have to finally pay so much for over-time, extra casual paid workers and so on and so forth and please note that some managers never ever calculate things in detail in their whole lives.  Therefore, they only look at the revenue and occupancy, but not a detailed profit.

I added on another important thing!  E-MARKETING. I shared a good story of the company called Mai-BS (Thailand) which is very successful after only 2 months being in operation.  Its website is very participative and popular.  I told the audiences to leave this important work to professionals and all hotel owners must seriously invest in this as in Thailand, we can depend very little on our government for any help.  We all should better depend and rely on ourselves, Kbank, and I wish to extend here that if you are in need for more, you can also reply on Mai-BS.

Not to forget, you have to be very careful of your expense! What I like to extend here is: I do not mean you have to be tight with your expense.  You should be reasonable in your spending! For example; you can take out some of the light bulbs from staff canteen or lockers or even from guest corridors and put out an internal campaign on “saving” throughout the hotel.  However, in the mean time, it is not wrong to consider purchasing a “lazy susan” for your tables, as it gives convenience to your guests and your staff – especially when you receive many complaints about it.

  1. But once the business turned well enough, we were never called or asked for any cost saving meeting. I don’t know why?  To me, this truly reflects “crisis is an opportunity”, I think it is a learning that we gain during crisis and we can also apply some of the exercises during the booming period too,- FOR EVEN BETTER PROFIT AND OPERATING PROFITS!
  2. It’s like you are playing in a football (soccer) match! Every second you can hit the goal.

Hui-chang is located in southeastern jiangxi province, east fujian province, south guangdong province, with total land area of 2722 square kilometers, population 450,000, where transportation facilities, 323,206 national highway and the “eleventh five-year” period into the proposed buildings – ji-guang highway through the whole territory of the east to xiamen, shantou, south, north, nanchang not more than 500 kilometers away from guangzhou, shenzhen, fuzhou, 600 kilometers, is leading to guangdong, jiangxi, fujian, throat, to hold the forefront of coastal industrial gradient transfer of

  Hui-chang is located in southeastern Jiangxi Province, east Fujian Province, south Guangdong Province, with total land area of 2722 square kilometers, population 450,000, where transportation facilities, 323,206 National Highway and the “Eleventh Five-Year” period into the proposed buildings – Ji-Guang Highway through the whole territory of the East to Xiamen, Shantou, south, north, Nanchang not more than 500 kilometers away from Guangzhou, Shenzhen, Fuzhou, 600 kilometers, is leading to Guangdong, Jiangxi, Fujian, throat, to hold the forefront of coastal industrial gradient transfer of .

Hui-chang is a piece of fertile land, the county has been the development of mineral resources have proven tin, salt, fluorspar, limestone, and other 30 kinds of rare earth, in which tin reserves in Asia, and rock salt reserves in Jiangxi second, limestone resources more is inexhaustible. Hichang around the resource development industry, has been a preliminary shelf of tin, salt, fluorspar, limestone mining processing industry system for the intensive processing of mineral resources, has laid a solid industrial base. As the country’s eco-agriculture demonstration counties, county-wide forest coverage rate reached 79%, live green forest stock volume 6 million cubic meters.

  Huichang water resources are very rich in water reserves of 180 thousand kilowatts, power supply facilities, a comprehensive, urban and rural power grid to incorporate the East China Power Grid. Here rich orange, tobacco, pepper, soybeans, high-quality rice, and other high-quality agricultural products, and thus the development of rice flour, dried tofu, fresh chili and other agricultural products processing industry. Has a number of national patents Huichang rice noodles, are exported to more than 30 countries and regions, Huichang was called the hometown of Chinese rice noodles.

Hui-chang is a beautiful land, nature’s ghosts ax magic created numerous fascinating attractions, located in the junction of three provinces of Fujian, Guangdong and Jiangxi, the Yun Zhen Han xianyan the door, according to legend, one of the Eight Immortals Han Chung in this very Road, becoming an immortal.

Where the landscape off each other, Journey Into Amazing Caves, is the world known as the “devout South 1st Mountain” and “Jiangnan Small Penglai.” There are provincial-level forest park Huichang Huichang Mountains, towering winding, dangerous Qiao Zi Yunshan tall and straight, cave heavens prostrate lion holes hot springs water vapor Yingying, age-old dragon light pagoda. These are a good place for leisure and tourism in his spare time.

  Was once an important part of the Central Soviet Area Huichang County, was also included in the national 30 high-quality tourist route into the red. After the people’s protection and Xiu Qi Hui-chang, the former site of the CPC Guangdong-Jiangxi Provincial Committee, Chairman Mao’s former residence, will look for an Central County site, the former residence of Deng Xiaoping, Soviet Red Army, hospitals and other revolutionary relics are still preserved. A carry forward the revolutionary traditions, an important position to carry out patriotic education.

Hui-chang in the Communist Party of Ganzhou City, Jiangxi Province, under the unified arrangements of the city government has introduced various preferential policies for foreign investment. Expressly provides that foreign investors planning the construction project from site selection to construction projects for approval 20 days Banjie. Foreign-funded charter contract for approval, business registration applications for equipment, 7 working days Banjie, foreign only needs to provide relevant information, county and Foreign Investment Service Center will be able to run all the procedures.

  Development strategy in the large-scale open Huichang County, everyone is the environment, all of them on behalf of the image of the service concept has been rooted in the hearts of the masses of cadres and dedication for the foreign service, has become the county people’s initiative.

  To allow foreign investors in Huichang grand plans for hichang actively carry out the follow-up work, and vigorously implement the farmers knowledge engineering, training of knitting, clothing, etc. a large number of skilled workers, with high-quality labor resources and boost the rich foreign businessmen.

  Hichang currently built in clothing, electronic products mainly Huichang industrial park, salt, tin resources, processing of the 92 main industrial base in order to limestone-based materials processing industrial base in the county industrial park area of 10000 acres, formed a reasonable layout, complete functions and large-scale industrial park, has created a good platform for foreign investment.

One simple rule is having a big impact

One Simple Rule is Having a Big Impact.

I didn’t invent the rule. I discovered it — at a small, fast growing, highly successful company that implements simple practices with extraordinary results.

One day I was having lunch with Dwight Cooper, a tall, thin, mild-mannered former basketball player and coach who had spent the last 10 years building and growing a company he co-founded into one of the leading nurse staffing companies in the world. Dwight’s company, PPR, was named one of Inc. Magazines Fastest Growing Companies several times but on this day it was named one of the best companies to work for in Florida and Dwight was sharing a few reasons why.

Dwight told me of a book he read about dealing with jerks and energy vampires in the work place. But after reading and reflecting on the book he realized that when it comes to building a positive, high performing work environment there was a much more subtle and far more dangerous problem than jerks. It was complaining and more subtle forms of negativity and he knew he needed a solution.

Dwight compared jerks to a kind of topical skin cancer. They don’t hide. They stand right in front of you and say, "here I am." As a result you can easily and quickly remove them. Far mare dangerous is the kind of cancer that is subtle and inside your body. It grows hidden beneath the surface, sometimes slow, sometimes fast, but either way if not caught, it eventually spreads to the point where it can and will destroy the body. Complaining and negativity is this kind of cancer to an organization and Dwight had seen it ruin far too many. He was determined not to become another statistic and The No Complaining Rule was born.

The fact is every leader and business will face negativity, energy vampires and obstacles to define themselves and their team’s success. That is why one of the most important things we can do in business and life is to stay positive with strategies that turn negative energy into positive solutions. Thus the goal is not to eliminate all complaining; just mindless, chronic complaining. And the bigger goal is to turn justified complaints into positive solutions. After all, every complaint represents an opportunity to turn something negative into a positive. We can utilize customer complaints to improve our service. Employee complaints can serve as a catalyst for innovation and new processes. Our own complaints can serve as a signal letting us know what we don’t want so we can focus on what we do want. And we can use The No Complaining Rule to develop a positive culture at work.

©2008 Jon Gordon

Author Bio
Jon Gordon is a speaker, consultant, and author of the international bestseller The Energy Bus: 10 Rules to Fuel Your Lift, Work, and Team with Positive Energy, which has inspired readers the world over. He and his books have been featured on CNN and on NBC’s Today show, and in Forbes, Fast Company, O: The Oprah Magazine, the Wall Street Journal, and the New York Times. Clients such as the Jacksonville Jaguars. the PGA Tour, Northwestern Mutual, JPMorgan Chase, and Publix Supermarkets also call all Jon to get their team "on the bus" and moving in the right direction. Jon also impacts thousands of teachers and students each year through his work with schools, universities, and nonprofit organizations. He is a graduate of Cornell University and holds a master’s degree in teaching from Emory University. He lives in northeast Florida with his wife and two high-energy children. 

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