Manual3

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There seems to be a stigma in today's society that to be successful, you have to be a leader. That is
simply not the case, No company could survive on leaders with no followers.

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"On the other hand, I have several supervisors who are Leaders. The fact that they are aware of
my personality tells them that, while they have leave to make decisions in their areas, my decisions are
final. It makes working together much easier."

"So then, Annalee's not the only employee who knows your personality."

"Right," Jason said. "All of my employees know. Every new employee I hire is given a copy of
my report. That way they know from day one who they are working for and what I expect of them."

"And do you have one of these reports on every employee?" Ted asked.

"Of course. Otherwise, how could I keep track of the work habits of everyone that works for me?
I have two hundred and fifty employees. There's no way I could remember them all by sight, name, or
otherwise. But the Personality Evaluation Program can tell me in literally less than a minute who I'm
talking with and what that person is like. Once the report is available, it just takes a minute to find out
what makes any employee tick, to see what motivates and demotivates that employee. The more I use
the program, the better I get at it. I'm to the point now that all I need is the first sheet."

"Oh, so there's some practice involved," Ted commented.

"Anything worth doing..." Jason quoted. "But actually, there's only a little required at first. I read
the instruction manual, ran a few reports, (at first on my supervisors) and by the time I'd read those
reports and talked with those people, I knew how to use the system. It's really very easy."

"You mentioned motivation and demotivation. I'd sure like to find out what would motivate my
people. How does the PERSONALITY EVALUATION PROGRAM fit in?"

"Let's look at the rest of the report and see," Jason suggested.

"The first page, as I said, is a synopsis of the rest of the report. The following four pages get into
greater detail.

Page two shows the Greatest and Secondary Characteristics. As its name implies, the
Greatest Characteristic is the most important one. Most of a persons actions revolve around this trait.
The Secondary Characteristic will be of next importance; it is the compliment of the Greatest
Characteristic and will be the next greatest influence on the persons actions."

"How many Greatest Characteristics are possible?" Ted asked.

"Four. That goes back to the CLEP chart."

"Why only four?"

"There are many areas of human characteristics, including deviant and extreme ones. These
four, and their opposites, are the personality characteristics that fit the greatest majority of the
population."

'Okay, four then."

"How do the Secondary Characteristics fit in?" Ted asked.

"They are the opposites of the Greatest Characteristics. Since these are secondary traits they
tend to compliment the regular traits-- even if they don't seem to do so at first."

"That all makes sense," Ted admitted, "but I fail to see how it will help me in decreasing my
employee turnover, or to motivate my employees to do a better job."

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Before you can manage a person effectively, you have to know the basis behind personality
management.

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"Personality management?" Ted asked. "Don't you mean PERSONNEL management."

"Doesn't It strike you," Jason asked, "that the word PERSONNEL is a little un-personal? It
classifies all your PERSONNEL. It forms employees into a large group covered easily by one word
toward the elimination of the individual."

"But employees are a large group." Ted countered. "You have employees and management."

"Is that how it is?" Jason asked him. He paused to let Ted think on the matter.

"You're not a callous person. Ted." he continued. "I've known you for quite some time. You care
about the things you do and the influence you have on other people. That's why I feel you'll easily be
able to understand the idea of personality management, if you take the time to think about it.

"Every employee is an individual, regardless of society's attempt to structure people into large
groups. Each of your employees has an individual, separate personality that is different from every
other person you know. You've got to understand then, how important it is to treat your employees as
individuals."

"How does the Personality Evaluation Program help in this?" Ted asked.

"By a seeming contradiction." Jason smiled, "The program helps generalize your employees to
achieve greater individual recognition."

"You're pulling my leg." Ted stated,

"No, it only sounds that way. People are different, but similar. As it is now, you have little or no
idea of the individual personalities of your employees. In order to understand them all, you would need
to learn a great deal about psychology. By generalizing personality traits, the Personality Evaluation
Program helps us to get a better view of each employee. The purpose of the PEP system is to help
you identify the general personality classification your employees fall under and manage them by their
personalities. Thus, we have PERSONALITY MANAGEMENT."

"Okay, I can see the difference between personnel management and personality
management," Ted agreed, "but I still don't see WHY."

"How would you prefer to be treated, Ted, like one of the crowd or an Individual person?"

"Well, like an individual, of course," Ted answered. "But I like to fit in, too."

"Your employees are no different, They like to be treated like individuals as well. But they also
like to feel they are part of a team effort, part of something good. That's where personality management
comes in, and thus the Personality Evaluation Program."

"How so?"

"Different personalities desire different things," Jason explained.

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Something that motivates one person, may not motivate another... it may even demotivate
that person.

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"I see the point, but can you give me an example?" Ted requested.

"Sure. Let's say someone is conservative and goes by the book. He conforms to business
policies and dislikes wishy-washy or generalized policies. Which do you think would most likely
motivate a person of this characteristic: giving him a bonus when he produces well, or offer a good
retirement plan?"

Ted thought about it a moment.

"Well, the Conformist likes established methods, right?"

"Right," Jason agreed.

"A bonus opportunity might seem kind of... well, too intangible. I think such a person would
prefer a good retirement plan."

"And you'd be right," Jason told him. "A good retirement plan would tell him that you plan to be
around a long time and the Conformist likes established systems. But who do you think would be least
motivated by a good retirement plan?"

Ted thought a moment, reviewing the four main characteristics an has-mind,

"Someone who is impatient, who wants things right now and is actually motivated by the chance
to strive for immediate rewards."

"Again you're right!" Jason complimented him. "One of the traits in the CLEP chart tells us
about such likes and dislikes."

"I see. So if I had a good worker that I was afraid of losing the thing I would offer to motivate him
to stay would depend on his personality!"

"Yes, now you've got it!" Jason replied enthusiastically. "You've just taken the first step toward
understanding the Personality Evaluation Program. Of course, offering an employee something isn't all
that's involved in effective management. Simple day-to-day communications are even more
important."

"Okay, you've got me hooked," Ted told him. "Show me more of the report."

"Before I do, why don't we do an analysis of your personality. will make more sense then."

"That sounds fine with me," Ted agreed.

It only took Ted a couple of minutes to fill out the Response Sheet Jason gave him. Jason fed
the results into the computer and had the full report in less than one minute,

"That was fast!" Ted exclaimed. "Is that all the time it takes?"

"With my computer system, yes," Jason answered. "It all depends upon the speed of your
printer; the program itself is very fast."

"That would sure help speed up my interviewing," Ted noted.

"Exactly. If it took too long, the Personality Evaluation Program wouldn't be as valuable to me.
As it is. it is a fast, very valuable tool,"

"Okay," Ted said. "We have my report. Now what?"

"Let's look at page two," Jason suggested, "The first thing shown is your management method.
Take a moment to read it, and see if you agree with what it says."

Ted read the short paragraph; his eyes opened wide as he realized the truth of what it
presented,

"This fits me exactly!" he exclaimed.

"Now, anyone else who reads this will know right away how you prefer to handle management.
By knowing this, your employees will be better able to understand why you manage in the manner you
do."

"This Decision Method... wouldn't that have something to do with Management too?" Ted
asked.

"Yes, it does," Jason answered. "People make decisions in different ways. Factual people
consider all the facts before making a decision and ignore their feelings in the matter. Feeling based
people rely mainly on their gut intuition when making a decision. Fact/feeling is. of course, a mixture of
the two and Impulsive is a decision method that completely ignores fact and relies totally on gut
feeling."

"Isn't that dangerous?" Ted asked.

"Not if the gut feeling is right." Jason said. "Of course, if the person doesn't have good intuition,
a good feeling for the reality of the way things are, impulsive decision making can cause big problems.
But you've undoubtedly seen many cases in which someone makes decisions against all logic and
consistently come out ahead.

"Your decision method is Factual. So you've got to be convinced by facts that the Personality
Evaluation Program works."

"Well, it's starting to make sense." Ted admitted. "This Stamina... that's kind of interesting. It's
talking about an energy level, right?'

"Yes. Yours is level three. That means your stamina is above average. The rating is from one,
which is low, to four, which is very high. Three means you don't have any trouble working a standard
day or even longer days if necessary You can take just about anything that comes along.

"Yeah, sure can. I think sometimes that is all that keeps me going."

"If you had Stamina of four, you'd not only work all day but then go home and find something else
to use up your excess energy, like a hobby or something similar. Either that, or you'd be a workaholic,
with long hours or more than one job, or volunteer work on the side."

"What about people with low stamina?" Ted asked. "Aren't they bad workers?

"No, not at all," Jason replied. "In fact, one of my most valuable employees has a Stamina of
one. A person with low Stamina can work just as well, and efficiently, as a person with high Stamina.
The only difference is that low Stamina people must watch their diets and get plenty of sleep.
Otherwise, they find themselves giving out about three or four o'clock in the afternoon."

"But as long as they take care of themselves, they can work fine?"

"Absolutely. Realize too, that if you have a person sitting behind a desk eight hours a day, a
high stamina might not be desirable. The Stamina rating is presented in the Personality Evaluation
Program so that we can be aware of the energy level and deal with it accordingly."

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One of the advantages of the Personality Evaluation Program is that it makes you aware of
your strengths and weaknesses. Once you are aware of these, it's just a matter of working
according to your greatest potential.

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"I see that page three shows personality characteristics," Ted commented. "How would I use
this in my management?"

"These individual characteristics tell you more about that person as an individual. This page will
give you a great deal of insight to that employee's individual methods of operation. This page varies
greatly from one report to another."

"That's something I wondered about." Ted said. "How much does one report differ from
another? Do you ever get two reports that are exactly the same?"

"The reports can vary a great deal," Jason answered. "For example, if you find two people with
CLEP charts that are exactly opposite of one another, their reports will be almost totally different.

"However, remember that there are really only eight major personality classifications. When you
think about it a bit, given the categories of Greatest Characteristic and Secondary Characteristic main
headings, there aren't very many different Great/Secondary possibilities."

"It sounds kind of limited to me," Ted stated,

"Not at all. You have to realize that the Greatest/Secondary characteristics classifications are
GENERALIZED areas. There is more later on in the report that hones the personality down to a finer
point. Page three is a good example. There are a large number of possible individual personality
characteristics.

"To answer your question of 'do I ever get two identical reports', yes, once in a while, although
not very often. This would occur if two people have identical personality bases. Of course, if their
personalities are generally identical, their Personality Evaluation reports are also going to be identical.
That just shows the system is working. But like I said, that rarely happens. How many people do you
know with identical personalities?"

"That makes sense," Ted agreed.

"Now to the final page,' Jason continued. "This is. to me, the most valuable page of the entire
report. It's divided into three sections: PERFORMANCE CHARACTERISTICS. MOTIVATIONAL
FACTORS, and DEMOTIVATIONAL FACTORS.

"The first category tells how people will act under normal circumstances, It indicates, in a few
brief sentences, how the person operates, how he acts from day to day. It shows how people like to
work.

"The second category, MOTIVATIONAL FACTORS, shows the things that will encourage this
person to be productive, Equally important, it shows how to encourage him and get him to enjoy his
work. Just as the title indicates, it suggests ways for you to MOTIVATE your people.

"The third category shows just the opposite. It tells you what things will DEMOTIVATE your
people; it shows you areas to avoid. By eliminating these things from each person's individual work
environment, you will be decreasing the number of irritants that may harm their happiness and
performance."

"This report hits me right on the button," Ted said. "The Demotivational Factors it shows for me
are exactly the things that really irritate me, especially this part on 'bothersome, unimportant
interferences'. If there's one thing that really bugs me, it's for someone to interrupt my work with
something that doesn't really matter."

"Right," Jason agreed. "Notice in my report that particular demotivational factor irritates me as
well."

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Just as different people are motivated by different things, they are also demotivated by
different things. What motivates one may demotivate another.

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"For example, someone who conforms to company policy will be motivated by extensive
instruction and training, and will appreciate close supervision. However, a natural-born leader will be
demotivated by that very thing, preferring little or no supervision. That's why this page is so important;
the manager must be aware of the motivational and demotivational factors of each person as an
INDIVIDUAL."

"Well, I've got to admit this is impressive," Ted said. "This whole report fits me exactly. But why
do I really need this report? I knew all of this information about myself already."

"You KNEW it," Jason agreed, "but did you UNDERSTAND it?"

"What do you mean?" Ted asked.

"We all know something of what we are made of. But you just got through telling me that the
demotivational factors really fit you, and you seemed amazed that was so. Wouldn't you have to agree
that, although you already knew the things this report tells you, it helps to see it on paper? Seeing this
information in black and white helps you UNDERSTAND these things as substantial, as more than just
impressions that you have of yourself."

"Well, you're right there," Ted admitted.

"It's the same with your employees, work associates, and even your clients. Once this
information is out in the open, people KNOW and UNDERSTAND things that, prior to then, they just
had their own judgment to rely on. While it's not difficult to recognize your own personality, it's not so
easy to tune into what other people feel. When the Personality Evaluation Program report is made
available, it opens COMMUNICATIONS; that's really what it's all about."

"This does seem like a lot to remember though," Ted stated. "I don't have any background in
psychology."

"You don't need one," Jason told him. "If you were a psychologist, you might not even need the
program. In order to use the Personality Evaluation Program, you look at your report, then look at the
report of your employee, then note the way they inter-relate. It's a one-on-one process."

"Okay, I can see the value," Ted agreed. "How do you recommend that I use this in my
business?"

"In two ways," Jason answered.

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1. The Personality Evaluation Program will help you open communications with your
present employees. When communications are open, people say what's on their minds. By
understanding this information, you will be able to motivate your employees in the right way
and avoid demotivating them, thus increasing production and decreasing employee
turnover.

2. When it's time to hire new people, the Personality Evaluation Program will show you
whether or not a person is likely to be happy at a job you have open.

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'Hey, this is new!" Ted exclaimed.

"Look at this sheet." Jason handed Ted a sheet of paper titled JOB PERSONALITY
CHARACTERISTIC SHEET.

"When you have a job in mind that needs filled, prepare one of these sheets. Feed the
information into the program. It will produce a Job Analysis that shows you the personality
characteristics to look for when you interview applicants. You can even use this information in your
classified ads. Simply look at the MOTIVATIONAL FACTORS on page four and advertise the job
functions that fit these qualities. That way you will attract the kind of people you want to use in that job.
In your normal screening process you can use the Personality Evaluation Program to find the people
with the BASIC PERSONALITY required to match that job."

"What happens to the information you enter into the computer?" Ted asked,

"That's one of the really interesting things." Jason told him. "A history file is kept with all of the
information entered for applicants. If you have a job open at a later date, the HISTORY report included
with the package will find which past applicants would fit the job. The history data is easy to read and
even use in other programs, so your staff programmers can devise additional methods to use this
information."

"I'm amazed it's that easy," Ted stated.

"Simplicity is the whole idea," Jason agreed. "The Personality Evaluation Program really lives
up to its name. Managing is an art; this program helps you start with the basic tool to do the job right."

Ted left Jason's office that day feeling a lot better. He now knew what he had been doing wrong
and also knew how to correct the problem. He sent in his registration fee for the Personality Evaluation
Program as soon as he returned to his office.

Later he did some research and found that although many businessmen don't realize it, several
thousand dollars are lost every time a business loses an employee. He remembered one salesman
last year that left his employment, with a measurable sales loss of $7,500 the first year while they were
breaking in a new man. He also realized that it costs him money to train every employee he hires... lots
of it. If that employee leaves for any reason, that training expense was a wasted investment. When he
later counted up his estimated costs of employee turnover, the amount staggered him. That was even
before he added the cost of unemployment insurance and benefits he was paying out!

Ted resolved to turn things around and immediately started using the Personality Evaluation
Program in his own business.

He used the system consistently. He realized that it wasn't the kind of thing that could be used
just once in a while. He used the Personality Evaluation Program to define the Personality
Characteristics for every job he wanted to fill. He used it to let his employees know his personality. He
was surprised a how enthusiastic they were with the system; rather than feeling scared or intimidated
by the program, they were actually EAGER to see their own Personality Reports.

He used the Personality Evaluation Program on his supervisors and immediately found out a lot
of things of which he had been previously unaware. His supervisors started telling him things they'd
been holding back. Ted had Personnel use the report on every employee. His people talked about the
results for days.

The next time Ted went down on the floor, he singled out an employee whose report he had
reviewed. He now knew how to motivate that employee and how to avoid demotivating him. In short
time the employee opened up to him and made a suggestion Ted estimated would save $15,000 in
production costs in the first year. Ted noticed from her personality report that the employee enjoyed
monetary advantages, so he gave her a bonus as a reward. He wasn't surprised when he received
another suggestion from that same employee that was even more valuable than the first. Upon further
examination of her personality report, Ted realize he had management material on his hands and
promoted her to supervisory position.

Within six months, he was amazed at the increase of production. To his delight, employee
turnover had already dropped fifty percent... and that was just the beginning!

Ted was pleased at how well the program, when used as a proper tool, had helped him turn his
employee relations from a disaster to a highly productive system.

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REFERENCE AND GLOSSARY

RESPONSE SHEET: The sheet to be filled out by all owners, managers, employees and
applicants. This information is processed through the Personality Evaluation Program computer
program, which will then produce a PERSONALITY CHARACTERISTIC report. The Response Sheet
should be retained for future reference. There are different response sheets for different sections of
PEP: Primary Evaluation, Expanded Evaluation, Job Match and Stress Evaluation.

CLEP CHART: CLEP stands for CONFORMIST, LEADER, EXTERNALIST, PATIENT.

Their counterparts are the opposite side of the chart, GSIU. GSIU stands for GENERALIST,
SUBMISSIVE, INTERNALIST. URGENT.

Conformist: Prefers established methods. Likes to work under competent systems that have
been proven to work. Hesitates about trying new things.

Leader: Likes to be in control. Will hesitate to follow others unless sure the leadership is
competent. Goal oriented.

Externalist: Outgoing and friendly. Likes to dress well. Looks more at outside appearance than
the inside.

Patient: Likes to take time making decisions. Considers all the angles before moving. Usually
congenial; gets along well with others.

Generalist: Not afraid of trying new methods, especially if old ones aren't working. Does not
enjoy rigid controls. Prefers to work in freedom.

Submissive: Appreciates good, capable leadership. Will usually accomplish an assigned task,
and will do what has been promised.

Internalist: Creative. Warm, friendly with close associates. Not outgoing. Doesn't mind working
alone.

Urgent: Self-motivating. Likes to get things done quickly, and move on to new projects. Likes to
get "right on the job".

DECISION METHOD: The way in which the person will make decisions, the method and
information type relied upon when the time for making a decision arrives. There are four types of
decision method.

DEMOTIVATIONAL FACTORS: Things that will cause a person to drop in performance. These
things will bring about job dissatisfaction and increase employee turnover; thus they should be
eliminated from the work environment.

GREATEST CHARACTERISTIC: The personality characteristic that most influences the
thoughts and actions of an individual. This characteristic will comprise an average of sixty percent of
the personality.

JOB PERSONALITY CHARACTERISTIC SHEET: The sheet to be filled out by the manager,
owner, supervisors and/or other personnel, prior to beginning hiring for a lob vacancy. This sheet when
processed will produce a report indicating the desired personality for that particular job. This report can
then be matched to the PERSONALITY CHARACTERISTIC report of applicants in order to find people
of that desired personality.

MANAGEMENT METHOD: The way in which a person will most likely react if placed in a
management situation.

MOTIVATIONAL FACTORS: The things of interest to the person. Items that should be
incorporated into the job in order to achieve greatest production and job satisfaction.

PERFORMANCE CHARACTERISTICS: The general manner in which the person would
normally act and perform in a job situation.

PERSONALITY CHARACTERISTICS: The individual personality traits that comprise the
person's psyche.

SECONDARY CHARACTERISTIC: This will be the second most influential characteristic and
will comprise approximately twenty percent of the personality.

STAMINA: The level of energy, the amount of work a person can do before becoming physically
or mentally tired. The Stamina levels range from 1 (low) to 4 (very high).

The Personality Evaluation Program is published by Dennis Drew. All rights are reserved. If you have
any questions. please drop us a note.

DREW SOFTWARE http://Drewsoftware.com