Part 3...

"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

"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

"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

"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

"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."

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.

"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

"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.

"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."

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

"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

"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

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

"In two ways," Jason answered.

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.

"Hey, this is new!" Ted exclaimed.

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

"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

"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 $75,000 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
realized she had management potential 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. The Personality
Evaluation Program had proved to be just the solution he needed!

If this sounds good, order your copy of th Personality Evaluation Program today. The
sooner you begin using the program, the sooner it can help you start improving your
management process... and saving money.


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