Part 2...

"This is called a POSITIVE PERSONALITY ANALYSIS. It's a report that shows the parts
of Analee's personality that are beneficial to her job."

"Oh, skeletons in the closet type thing. huh?" Ted commented.

"Wrong Ted. You weren't listening," Jason said disapprovingly.

You have good personality traits. You also have bad ones. Everybody does, The. trick is
to find the good traits and make the most of them.

"I see," Ted admitted. "Look for something going right instead something going wrong."


Ted looked at the sheet of paper in front of him. We saw a chart and a few terms.

"This CLEP CHART... that's what tells you what to work with?"

"That's the beginning," Jason answered. "The CLEP shows the basic personality in a
quickly-read format."

"And this other stuff on here, like decision and stamina, that tells how the person will

"In a way," Jason said. "This first page is basically a synopsis of the rest of the report. It's
the main report that's the meat of the program. But once you've used the Personality
Evaluation Program for a while, you will be able to see this first page and instantly know
what you're working with. I use the CLEP charts a lot."

'What does this CLEP chart tell you about Annalee?" Ted asked.

"Several things. Notice first of all that she's a Conformist. That means she likes to have an
established system to work under. She needs to know what is expected of her and
appreciates knowing when she's done something right.

"She's a Submissive, which means she appreciates good, strong leadership. As my
personal secretary, that's very important to me. She follows my lead."

"What about this 'E'?" Ted asked.

"That means she's naturally friendly and outgoing with people, even those she meets for
the first time. That's important. When I bring in a new client, or when sales people call on
me, she knows how to break the ice and get them to warm up to her. It also tells me she is
highly motivated by praise for personal skills."

"The last characteristic shows that she takes her time when making decisions. It also
helps in precision functions such as typing and filing; she'll take the time required to do the
job right.

"In the case of her job here, that's exactly what I'm looking for. I need someone who will
conform to my methods of management and who will follow my leadership. She needs to
be friendly, especially when meeting new clients, and her patience level indicates she'll do
the job right the first time."

"So anyone with these characteristics would make a good executive secretary?" Ted

"Good try, but no ring," Jason replied, smiling. "This simply shows her personality fits the
necessary criteria, MY criteria. It doesn't tell me she absolutely will be a good secretary,
any more than not having this personality tells me she absolutely won't. It also doesn't
indicate she'll be a good secretary for YOU, because I was the one who defined the
qualifications. But if I were hiring a new secretary, I' have a much better chance of getting
a good one if she fit this personality range."

Ted studied the sheet further.

"What about these numbers, 1 through 4 on both sides. What do they mean?"

"The numbers 1 through 4 are strengths of that characteristic. The higher the number, the
stronger the characteristic. In the case of Annalee for example, her Externalist rating of 2
means she's somewhat outgoing, but not overly so. She's very flexible in that area. A rating
of 4 would indicate a high Externalism, someone who was very outgoing. The same
applies to the other traits such as Leader. The stronger the trait, the more dominant a
leader would be."

"But he could be good leader, or a bad one, right?" Ted asked.

"Correct!" Jason answered. "It depends a great deal on environmental upbringing and the
relationship of the other traits on the chart. I'm no psychologist and don't pretend to be.
That's why the Personality Evaluation Program is of such great value to me. It helps me
determine the basic personalities of my employees and work with that information."

"But how do you get this information without letting anyone know about it?" Ted asked. "It
has to be kept secret in order to work, right?"

"Absolutely not!" Jason answered. "That would destroy the whole effect. Here, I'll show
you." He pressed a button on his intercom.

"Annalee, would you step in for a moment?"

When she walked in he handed her his own folder.

"Annalee, I'm demonstrating the use of the Personality Evaluation Program to Ted. Would
you please tell him my personality."

"Certainly, sir. You are a Generalist, Leader. Externalist and Urgent, with your Greatest
Characteristic being Leader,"

"What does this mean?"

"You like quick decisions and to-the-point communications. You're friendly, and you're not
afraid to try something new, even if it means making a mistake,"

"And if you wanted me to do something, or to ask a favor, how would you approach me?"

"I'd ask you straight out and give you my reasons why," she said. "No beating around the

"Thanks Annalee."

"Yes sir," she said, returning his folder. "Oh, and I decided on small leafy plants instead of
ferns. Less messy and easier to take care of,"

"That sounds fine," he told her, After she left, Ted looked at Jason, amazed.

"You mean you told her YOUR personality?" he asked. "But doesn't that give her a lot of
information to work with?"

"PRECISELY," Jason answered. "With the result that since she knows I'm an Urgent
person, she doesn't waste my time. For my part, I know that if she comes to me with a
matter, it really requires my attention. This fact alone saves me thousands of dollars a year
in labor costs, both hers and mine. She also knows I'm a Leader, which appeals to her
Submissive trait.

"Submissive... isn't that a little bad?" Ted asked.

"No, not at all," Jason replied. "Submissiveness has value in work relations, just like any
other characteristic. How well do you think this office would function if I was trying to make
decisions and had her out there questioning every decision, or trying to make them herself
because she was a high Leader instead of a Submissive?'

"Not too well, I guess."

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

"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."

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

"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

"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

"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.

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

"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. It will make more sense

"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,