Personality is typically defined as the unique bundle of motivations, attitudes and behaviors that make each of us who we are. One individual’s bundle may be outgoing, creative, and excitable and another is reserved, organized, and calm. But when the quiet speak and the assertive are tamed, do aliens suddenly take over their bodies to do these weird things? Can people actually change their personalities so easily?

No, not really. When you observe changes like these, you typically are observing behaviors. Behaviors describe how individuals react to specific situations like problems, people, pace of environment and procedures. People, when willing and able, can adapt and modify their behavior easily but can personalities be changed? Do personalities keep us stuck in our ways?

Overwhelmingly consensus agrees that personalities rarely change after adolescence and when change does happen it happens slowly. For example. Your salesperson refuses to work your database and call prospects and clients. He has been “diagnosed” as having call reluctance. You invest thousands in training, provide coaching and phone scripts, and add sales incentives. Maybe, just maybe his behavior will change. But will this change stick? Not likely. If it does, how long will it be until the core personality shows through again or the individual burns out?

When it comes to the workplace, behaviors are like the wrapping on the gift. Sometimes the shape of the box and the design of the paper give away hints to what is inside. Many times the gift inside turns out to be something totally unexpected.

What is happening as a result of many of today’s hiring and succession decisions is that managers are making decisions based on the “gift wrap” or behaviors. After the gift is unwrapped and the proverbial honeymoon is over, all that is left is what’s inside – the personality. And many managers are wishing they kept the receipts because they are now stuck with very expensive unwanted gifts.

Personality testing is saving managers the enormous expense, heartache and embarrassment of hiring a “great personality” only to find out who they really hired is the wrong fit or worse, the infamous “problem personality”. Pesonality tests based on the five-factor model are widely accepted due to their usefulness in finding out who a person really is and how they will fit an environment, a team, or a job.

One five factor employee assessment TotalView helps hiring managers easily separate the achievers from the do-ers, the risk-takers from the risk-averse, the outgoing from the reserved, and the relaxed from the easily excitable. It helps predict if an individual will adapt and lead change, display leadership or sales ability, and benefit from coaching and development.

When looking to build an organization of people with the “right stuff”, think personality. Breakthroughs in technologies and volumes of empirical research are beginning to crack the code for identifying and developing peak performers.

This article originally appeared in The Total View, a weekly online newsletter that focuses on hiring, management and retention strategies. The Total View is written and published by Ira S. Wolfe and is distributed with permission by CorporatePersonalityProfiler.com and The Chrysalis Corporation. Subscribe for FREE to The Total View by typing your e-mail address in the newsletter sign-up box on the right side of this page.

Industrial/organizational consultants also can help employers find tests that are valid in every sense of the term, meaning the consultants will measure jobs through job analyses, develop or select validated tests, and assist in administering such tests to applicants for the purpose of identifying candidates likely to possess the requisite knowledge, skills and abilities necessary to perform the job well.

The U.S. Department of Labor has encouraged the use of tests of this nature. Employers should use employment-related tests with care, however, making sure that the tests:

• Are not used to intentionally discriminate.
• Do not have an adverse impact on protected classes.
• Are job-related for the position in question.
• Are consistent with business necessity.

By considering and documenting all these elements, employers should be in a good position to defend the legality of their employment assessments. The work up front will pay off with lower litigation expenses in the future.

Source: A Hire Standard, HR Magazine, July 2003

This article originally appeared in The Total View, a weekly online newsletter that focuses on hiring, management and retention strategies. The Total View is written and published by Ira S. Wolfe and is distributed with permission by CorporatePersonalityProfiler.com and The Chrysalis Corporation. Subscribe for free to The Total View here.

Nearly every person would agree that stealing is wrong. That’s an easy one. But what about lying? A knee-jerk response might be to say of course it’s wrong -”we couldn’t trust anyone who lies”. But what happens when honesty conflicts with loyalty – two “good” values.

For example, is it more important to be honest with a friend or to keep a promise or commitment to one’s boss?

Let’s say your boss tells you what he just heard at lunch and makes you promise to hold “this information tight to your vest – you can’t tell anyone.” He then proceeds to tell you that XYZ Company is shutting its doors before June 30.

Keeping that news secret shouldn’t be a problem – except that XYZ Company is your best friend’s biggest client. And your friend is signing an agreement tonight on his new “dream’ house. Not only that, your friend’s employer is planning a major announcement before the end of the week about their plant expansion to boost production and hire 60 new employees, mostly to support this client.

Truth verses loyalty – two good values that often end up causing great internal and external conflict. If you break the promise you made to your boss because you owe it to your friend to tell him the truth, how could your boss ever trust you again? If you don’t tell your friend – well aren’t best friends supposed to look out for one another?

I know what you’re thinking but this is the real world folks. Your best friend is supposed to understand that you have been placed – and not willingly I might add – in a very uncomfortable situation. But if you really were a best friend, how could you let him purchase this new home on the eve of his termination?

Let’s try another one. You were recently hired as the new second shift supervisor by the company chosen to be the “Best Place to Work”. You were selected for this job over more than a dozen highly qualified candidates. When hired, your boss told you “Kid, I like your spunk, honesty and work ethic. Just do as I say and you’ll do just fine.”

“Of course, I’ll do what he says”, you think. “Why wouldn’t I? I’d be crazy to lose this job for doing something stupid.”

A few weeks later, you realize that nearly half of your workers are illegals, being paid under the table. Before that night, you were amazed at their work ethic and dependability, rare traits these days in the lower wage jobs. But illegals are illegal – (no, Yogi Berra didn’t say that – but he probably wished he did!) and it’s wrong.

Here is the ethical dilemma – and ethical choices are often a reflection of your personal values. If you report it to your boss’s boss, you’ll probably lose your job – and so will the illegal workers. You just got married and have a newborn at home. And thank goodness for the health care benefits. Your baby was diagnosed with a rare digestive disorder and the special diet and medications cost hundreds of dollars each month. There is no way in the world you could afford her care without this job.

The workers have families too and without these jobs they too will likely end up on the street, along with their spouses and kids.

So what do you do? Compromise your principle of honesty and just keep it quiet – or blow the whistle and risk losing your job, and the jobs of all these workers? They are good people just earning a living and buying local goods and services. If the company is exposed, its reputation will suffer, several businesses will likely stop doing business, and this downward spiral will likely end up in the loss of jobs – something the town couldn’t afford. So do you do what you believe is right or do what’s right for the community and your family?

Finding employees who share your moral and corporate values – it’s no easy task. Finding the right people is not just about finding employees with the right values but understanding how they will approach problems and procedures (DISC) and how they will prioritize options, alternatives, and choices (Personal Interests, Attitudes and Values).

What values do your employees bring to work – how will they make difficult ethical decisions and will these decisions fit with your values? Follow this link to learn more about the Personal Interests, Attitudes and Values(tm) assessment.

This article originally appeared in The Total View, a weekly online newsletter that focuses on hiring, management and retention strategies. The Total View is written and published by Ira S. Wolfe and is distributed with permission by CorporatePersonalityProfiler.com and The Chrysalis Corporation. Subscribe for free to The Total View here.

I(nfluencer)s are the persuaders.  “I”s tend to be energized by influencing other people. This dispositional type is more energized by talking more than listening. They enjoy influencing other people, especially to their viewpoint. They value relationships over tasks and can strike up a conversation with almost anyone.   For the I, the world isn’t filled with strangers but a world of friends, many of whom they just haven’t met yet.  “I”s are energized by sharing stories, selling their viewpoints, and gaining acceptance.  They lived a life of building alliances through social networking long before Facebook, MySpace, and LinkedIn hit the scene.  The emotion driving the “I” disposition is optimism and trust. They see the glass as always half-full and prefer to take people at their word.  For this reason, many “I”s prefer not to let data and facts get in the way of a good friendship or solution turning a pre-disposed strength into a potential weakness.   “I”s live by the motto: “altitude is determined by attitude.”
 
S(teady relator)s are the accommodators.  Like the “I”s they see the world through people but are much more reserved in how they show it.  Their trust must be earned, it’s not a given.  And building trust takes time.  They prefer a stable, constant environment (unlike the fast-paced, constantly re-prioritizing world of the “D”s).  “S”s are patient, loyal and “sticky.”  They are often stereotyped as not liking change.  But that viewpoint is not fair nor accurate.  They accept change as long as they have time to plan ahead. “S”s are energized by following through with what they started.  Whether it’s typing an email, finishing a chapter in a book, or completing an assigned project, “S”s must find a comfortable stopping point before they shift focus.   The “start-this, no- do-this, now -do-this” management style just drives them crazy. But as accommodators, “S”s go with the flow, displaying nothing but calm, and avoiding or minimizing risk. Because they want to be good team players and prefer a low-key approach to communication, you never see what is about to happen (even though it’s as predictable as the sunrise and sunset): they slip the dreaded resignation under your door.  How do managers miss this predictable behavior?  The emotion of the “S” is non-emotion: not un-emotional but non-emotional.  “S”s share their emotions with only their closest circle of friends and family. But everyone has a breaking point.  Unlike the “D”s and “I”s who are open books, the S prefers to keep their emotions to themselves.  The S motto might be “everything in moderation but tolerance.”
 
C(onscientious)s are the compliant types.  They tend to be energized by complying with procedures and process. (That doesn’t mean they like the rules – they just are more inclined to follow them.)  They seek to be in complete control of the facts, details, and information and relish the moment when they have dotted the last “i” and crossed the final “t.”  In other words, the “C”s thrive in environments that function like clockwork. Caution and logic rules their decision making process. They take a CSI-type approach to solving problems and believe subjectivity and emotions only distort reality. Even if they disagree with the rules and regulations, they still receive self-gratification by getting the job done on time and/or under budget.  Come tax time, “C”s might submit their returns early, even if they owe money, to be able to cross one more task off the list and avoid any chance of missing the deadline.  Fear is the emotion driving C behavior.   “Trust no one but yourself” might be a good motto for the C disposition.
 
As you might have figured out already, each personal preference has its own inherent strengths…and limitations. They don’t infer right or wrong, good or bad.  Each style just describes how an individual prefers to approach Problems, People, Pace and Procedures.
 
While reading the descriptions of each style, you may have recognized a little of yourself or others. You might like or not like what you read. A few characteristics might have brought a smile to your face.  Others might have raised a few hairs on the back of your neck.  Welcome to the club. These are the same reactions that peers, colleagues and co-workers feel toward you every time you interact with them. And each time some agree with your disposition and others do not.
 
What’s your style?  How do you judge other people?  How do they judge you? How effectively do you communicate with your clients, employees and bosses?

 This article originally appeared in The Total View, a weekly online newsletter that focuses on hiring, management and retention strategies. The Total View is written and published by Ira S. Wolfe and is distributed with permission by CorporatePersonalityProfiler.com and The Chrysalis Corporation. Subscribe for free to The Total View here.

All managers have flaws. Successful managers just keep them under wraps. A few managers learn self- management skills to avoid future failures. Unfortunately many do not. To avoid transformations like Anakin Skywalker’s (Star Wars) derailment from Jedi to Sith in Star Wars, it is important that the “force be with you” before hiring and promoting managers.

Hiring managers need insight regarding these dark side tendencies, maybe even more so than the “bright side” success factors. They need insight into potentially counterproductive dispositions and the likelihood of these tendencies derailing the high potential manager. While most personality inventories focus on the right personalities, only a few assessments are constructed for use in the workplace that accurately identifies potential derailing traits.
Dark side tendencies are best revealed using psychometric tests based on the Five Factor Model (FFM). What are a few of the dark side personality factors exposed with a FFM personality test like ASSESS and Prevue that management should be looking for?

1. Excitability.
Highly excitable people have been rewarded early in their careers for enthusiasm, passion, and high energy. They work extra hard because they expect to be disappointed in relationships. What managers first see is the hard work – that is until they feel they have been mistreated at which point they erupt – yelling, throwing things, and slamming doors. Under pressure, they become volatile and unpredictable. Because they feel life is not always fair, they can display a great deal of empathy, seen early on as compassion and caring. But as responsibilities increase and challenges mount, they require a lot of personal attention and reassurance and become very hard to please. As a result, they have difficulty building and maintaining a team. In many organizations, an inability to recruit and retain talent can be directly traced back to “excitable” managers.

2. Skepticism.
Highly skeptical people expect to be betrayed, cheated or deceived. They are suspicious, argumentative, and full of distrust. Conspiracy theories can often times be traced back to the skeptic. Because they are always looking over their shoulder, they develop keen insights into organizational politics and the hidden agendas of others. Based on these bright side skills, they are rewarded with new responsibilities and promotion. It is often at this point that their stubbornness and inability to compromise and trust becomes apparent others which erodes their ability to build and lead a team.

3. Cautiousness.
Highly cautious people fear being wrong. The worst that could happen to them is being criticized, blamed, or disgraced. They are constantly on guard against making mistakes. To avoid criticism, they follow rules and procedures. They dot every”I” and cross every “t”. They are deemed good “soldiers,” loyal employees protecting the company and guarding the backs of management. They are prudent and careful about evaluating risk. But when it comes to change or innovation, forget about it. They will resist, stall and drag their feet even when it is crystal clear that something needs to be done.

4. Reserved.
Highly reserved people have been promoted as a result of their focus and toughness in the face of adversity. They are recognized by superiors and peers as someone who works above the fray. They are rarely distracted by team dysfunction, interpersonal conflicts and individual agendas. They are unfazed by criticism and rejection. Unfortunately when they are promoted into positions with more authority and responsibility, they remain insensitive to others. Their laser focus now is perceived as being tactless, aloof, and arrogant. They communicate poorly if at all and both peers and direct reports find them unrewarding to deal with.

5. Arrogance.
Self-assurance goes hand-in-hand with confidence. At its best, self- confident people are energetic, charismatic, leader- like and willing to take the initiative to get projects going. Fear is a 4-letter word as they are not afraid of taking on complex and risky projects. This confidence attracts many followers. For all the reasons just mentioned, self-confidence is a critical ingredient for success in management, sales and entrepreneurship. But a fine line exists between arrogance and self-confidence. Arrogant people without good self-management skills expect to be admired, praised, indulged and obeyed. They expect to be successful in everything they do. They work hard to build their own legacy. With more authority but less control over outcomes, the dark side derailers kick in. Past strengths become intrapersonal and interpersonal saboteurs. They begin to take credit for more success than is warranted. They refuse to acknowledge failure, errors or mistakes. They ultimately alienate their colleagues and subordinates.

This article originally appeared in The Total View, a weekly online newsletter that focuses on hiring, management and retention strategies. The Total View is written and published by Ira S. Wolfe and is distributed with permission by CorporatePersonalityProfiler.com and The Chrysalis Corporation. Subscribe for free to The Total View here.