Tomislav Bandic, Psychologist and HR Consultant, Serbia

PI PROFILING & PERSONALITY

Agenda

� Personality – What is it?

� Understanding Predictive Index (Pi)

� Personality & Enterprise

� Role of Personality in business

� PI & Entrepreneurial success

� Individual PI Feedback

� Questions

Entrepreneurs Born or Made?

QUESTION?

Who Are You?Is Who You Are Important?

WHY?

Difference & Preference

Motivation & Behaviour

Personality and Success

‘Who we are directly affects how we

interact with the world which, in turn,

determines the outcomes we achieve.’

The People Challenge

The people challenge

� Behavioural science research shows that 75 per cent of the population is significantly different from YOU

� These people, many of whom are important to your success:

� think differently

� decide differently

� use time differently

� work at a different pace

� communicate differently

� handle emotions differently

� manage stress differently

� deal with conflicting opinions differently

What do you see?

What do you see?

What do you see?

What do you see?

What do you see?

What do you see?

The mind plays tricks!

Are the horizontal lines straight or curved?

What do you see?

What do you see?

The mind plays tricks!

Human Behaviour and Predictive Index

What IS personality?

Human Behaviour and Predictive Index

Who are we?

What is personality?

“the characteristic

(consistent) patterns of

behaviour and ways of

thinking that determine

a person’s unique way

of interacting with the

Environment .“

Different Approaches to Personality

� Trait – Permits a prediction of what a person will

do in a given situation. Considered stable,

personality constructs assumed to be innate. It is

assumed that each person possesses an amount of

each trait, which can be measured.

‘There is an emerging Consensus among

personality psychologists that an adequate theory of

personality must attend to the characteristics of both the

person and the environment.

Most personality psychologists now recognise the diverse

ways in which the person and the environment interact to

produce

behaviour.

An Introduction to Psychology

Atkinson, Atkinson, Smith & Benn

Here’s what some of the experts have said!

Some research suggests that when a situation permits

a person to be himself, to act freely and with integrity,

his behaviour will be the most constructive and

creative of which he is capable.

It is when he is under pressure and trying to be

something other that what he is - to be alienated from

himself - that he is likely to become a problem

personality.

Team Spirit: The Elusive Experience

by John Syer

Here’s what some of the experts have said!

Personality

� Personality – the characteristic (consistent) patterns of behaviour and ways of thinking that determine a person’s unique way of interacting with the environment

personality = behaviour = resultspersonality = behaviour = results

‘Who we are directly affects how we interact with the

world which, in turn, determines the outcomes we

achieve.’

Personality and behaviour

� Who we are directly affects how we behave which, in turn, impacts our success

� Our effectiveness is not so much about what we do, but more about how we do it – how we act, how we communicate, and how we interact with others

Personality – psychologists consensus

• Self - a permanent entity at the heart of our experiences

• Preference for behaving in certain ways

• Adaptation to the environment

• Probability that someone will act in certain ways

• Role - as an actor plays it

Personality and

behaviour

Impact of personality

� What impact can personality have on your success?

Individual potential- the importance of behaviour

Physical & Health

Experience

Education &

Training

Literacy &

Language

Interests

Attitudes & Values

Intelligence

Knowledge

Skills

Behaviours,

Motivating Needs,

Drives, & StyleTake into consideration all of the

information that makes up the whole

person. This illustration shows how

important behaviour is in assessing

individual potential.

� Basic intelligence

� Education and training

� Knowledge and skills of their industry

� Experience

� Attitudes and values

� Interests

� Physical energy and health

What do you take to work?

What Do people Hire for?

� Hard Skills

� Education

� ‘Fit’

� Experience

What part does Personality Play?

� All the ‘ions’

� Communication

� Expression

� Protection

� Determination

� Completion

� Passion

� Relations

Founder Qualities

What behaviours lead to entrepreneurial

performance?

Personality Behaviour

Every Job/Role has a Personality!

JobPerson

Alignment Leads to Performance

Potential

Character-Fit

Performance

Character + Skills = Performance Potential

Character Fit

Skills Fit0

10

10

Role Performance

Predictive Index (PI)

Psychometric Tests: Definition

� Tests which can be systematically scored and administered.

� Supported by a body of evidence and statistical data

� Used in an occupational setting to measure individual differences

� ability

� aptitude

� attainment

� Intelligence

� personality

Predictive IndexPredictive Index®® (PI)(PI)

� Predictive Index is an assessment tool which measures work

related behaviours. It highlights an individual’s innate personality – preferences for doing what comes naturally. It also shows how an individual is adapting their personality to meet the demands of the current role, and gives a picture of how that person appears to be to colleagues and customers; it allows us to predict how an individual will be in certain work

related situations.

What is the purpose of PI?

� A much clearer understanding of the motivating drives of people.

� Managers trained in PI better understand how an individual will perform their job responsibilities.

� PI allows a manager to coach each individual as their profile suggests appropriate.

� Pi allows the profiling and balancing of a team

� Self awareness of the individual at work.

How do we

assess

personality?

The Predictive

Index Survey:

comes in 62

different languages

plus Braille.

PI FactorsPI Factors

People are motivated by fundamental needs or drives which lead to certain behaviors.

In PI terminology, we call these motivating needs “Factors.”

May see them refered to as Traits

Psycological view on Traits

� Trait – Permits a prediction of what a person will

do in a given situation. Considered stable,

personality constructs assumed to be innate. It is

assumed that each person possesses an amount of

each trait, which can be measured.

BehaviourBehaviour

Three perspectives:

Self – how we really are as individuals; doing what comes naturally;

thought to be an innate construct; a stable pattern of behaviour.

Self-Concept – our perception of how we should behave in the work

environment; how we perceive that others expect us to act.

Synthesis – how we actually behave in the work environment; the

person others observe and know.

The Output is a PI Profile

The Person I am,

my natural

behaviours

How I behave as

a result of the

above

My efforts to

adapt to my

environment

Pi Report -page 1.

Elements of PI

Sigma ScaleFactors

Norm Balanced Norm

Patte

rns

M Factor

Response Level E Factor

Self Concept – Adapting to the Environment

The Person I am

The way I am

perceived by

others

My efforts to

adapt to my

environment

B Factor is higher: the person feels the need or is trying to be more outgoing, more persuasive.

D Factor is lower: the person feels the need or is trying to be more flexible, more risk-taking.

The Six Sigma Scale

The Sigma Scale

DR

IVE

DR

IVE

EXTREMELY

LOW

VERY

LOWMODERATELY

LOW

MODERATELY

HIGH

VERY

HIGH

EXTREMELY

HIGH

A V

Factors

Factor A - drive to exert one’s influence on people and events.

Factor B - measures the drive for social interaction with other people.

Factor C - measures the intensity of a person’s tension and pace.

Factor D - measures the drive to conform to formal rules and structure.

NORM

AVERAGE

Relative to Norm

HIGH

Relative to Norm

LOW

A

Unassuming, Unselfish Dominant, Assertive

B E X T R O V E R S I O N

Reserved, Introspective Extroverted, Sociable

C P A T I E N C E

Driving, Intense Patient, Relaxed

D F O R M A L I T Y

Informal, Independent Formal, Conforming

D O M I N A N C E

Combining factorsDeepens the analysis

� Where is the individual's focus?

� How is the individual with taking action?

� How is the individual with risk?

� How quickly does the individual connect to people?

� Is the individual formal or informal

� How much of a need does the individual have to conform to rules?

etc…..

People Reader

RiskRisk TakerCautious

PaceDeliberateQuick

StyleFormalInformal

FocusPeopleThings

Low

High

High

High

High

Low

Low

Low

PI Factor Combinations: Each Factor interacts and influences the other Factors.

Dominance

Extroversion

Patience

Co-operative,

agreeable

Analytical, reserved

Tense, driving

Non-conforming, casual

with details

Competitive,

assertive

Empathetic,

outgoing

Relaxed,

stable

Disciplined, attentive

to details

Low High

Average

Formality

(A)

(C)

(B)

(D)

PI Factor Combinations: Proactive

Dominance

Extroversion

Patience

Co-operative,

agreeable

Analytical, reserved

Tense, driving

Non-conforming, casual

with details

Competitive,

assertive

Empathetic,

outgoing

Relaxed,

stable

Disciplined, attentive

to details

Low High

Average

Formality

(A)

(C)

(B)

(D)

53

PI Factor Combinations: Reactive

Dominance

Extroversio

n

Patience

Co-operative,

agreeable

Analytical, reserved

Tense, driving

Non-conforming, casual

with details

Competitive,

assertive

Empathetic,

outgoing

Relaxed,

stable

Disciplined, attentive

to details

Low High

Average

Formality

(A)

(C)

(B)

(D)

PI Factor Combinations:

Risk Taking

Dominance

Extroversio

n

Patience

Co-operative,

agreeable

Analytical, reserved

Tense, driving

Non-conforming, casual

with details

Competitive,

assertive

Empathetic,

outgoing

Relaxed,

stable

Disciplined, attentive

to details

Low High

Average

Formality

(A)

(C)

(B)

(D)

PI Factor Combinations: Risk Avoiding

Dominance

Extroversion

Patience

Co-operative,

agreeable

Analytical, reserved

Tense, driving

Non-conforming, casual

with details

Competitive,

assertive

Empathetic,

outgoing

Relaxed,

stable

Disciplined, attentive

to details

Low High

Average

Formality

(A)

(C)

(B)

(D)

Six Primary Factor Combinations

A:B – Focus

A:C – Taking Action

A:D – Risk Taking

B:C – Connecting with others

B:D – Social Formality

C:D – Following Rules

Organisational DevelopmentStart Up Rapid Growth Maturity

unstructured

rapid change

high risk

high reward

lack of systems/processes

lack of precedence

rapid decision-making

building structure while growing

rapid change

less risk

systems and processes proliferating

precedence and culture developing

more structure around decision-making

structured

some change

minimal risk

systems and processes in place

precedence

decision-making is structured

entrepreneurial drive

rapid change

high risk

organisation building while multi-tasking

tension between participative vs. entrepreneurial style

expert maintenance

process control

task management

Leaders need to demonstrate

Attitude towards change

� orientation to the new way

� comfortable - likes it

� immediately

� high risk

� high speed

� low need to know

� low need to plan and prepare

� not concerned with detail

� big picture

� proactive

� enthusiastic

� easy to change direction - flexible

� enjoys new challenges

� orientation to the traditional way

� uncomfortable - doesn’t like it

� cautiously

� low risk

� low speed

� high need to know

� high need to plan and prepare

� very concerned with detail

� specifics

� passive

� suspicious

� harder to change direction – structured

� conservative

Enthusiastic Initiator Suspicious Follower

The PRO measures

behaviours which

lead to success in

THIS JOB

What are frequent

and essential

activities in THIS

JOB?

Role Profiling Pro: How does it work?

PI – PRO Results

The Person:� Self

� Self-concept

� Synthesis

The Job: PRO

Reading and Understanding Others

•People Reader

Your worldYour world Their worldTheir world

Your world vs. their world

Your worldYour world Their worldTheir world

Your agenda vs. their agenda

Your Your

agendaagenda TheirTheir

agendaagenda

Founder Qualities

Performance Behaviours

Personality Behaviour

Every Job/Role has a Personality!

JobPerson

Alignment Leads to Performance

Potential

Character-Fit

What do you think it might look like?

Dominance

Extroversio

n

Patience

Co-operative,

agreeable

Analytical, reserved

Tense, driving

Non-conforming, casual

with details

Competitive,

assertive

Empathetic,

outgoing

Relaxed,

stable

Disciplined, attentive

to details

Low High

Average

(A)

(C)

(B)

(D) Formality

Findings: Highlights

� High A = 82% (Dominance)

� Low C = 85% (Patience)

� High A/Low C = 90% (Action)

� High D/Low C = 81% (Rules)

� High A/Low D = 77% (Risk)

� High B/Low C = 73% (Connecting)

� Typical Entrepreneurial Profile:

� Self = 70%

� Self Concept = 82%

The Behaviours Required for Success as an Entrepreneur

Examples

Example

ExampleExample

ExampleExample

ExampleExample

ExampleExample

What this Means For You

Tuning Performance Behaviours Requires

Understanding Those Behaviours and Having

a Clear Perspective on the Fit/Gaps with Your

Ambitions

The People ChallengeThe People Challenge

-- ‘‘Difficult TypesDifficult Types’’

Influencing and Persuading Others

Difficult Types

Just who are the ‘difficult types’?

� What is it about the people with whom you conduct business that makes them ‘difficult’?

� Brainstorm a list of characteristics

Some examples of ‘difficult’ people

� Procrastinator

� Explosive

� Rigid

� Self-important

� Untrustworthy

� Antagonist

� Dampener

� Extrovert

The procrastinator

� Just can’t make decisions; or doesn’t like making them

� Uncomfortable with too many variables or options to choose from

� Often don’t like the idea of making a mistake - perfectionist

� Constantly looking at the potential downside of a decision

� Don’t:

� Show through your conversation or body language that you’re irritated or frustrated with them

� Do:

� Demonstrate empathy to get to the root of their indecision

� Show some sympathy for their predicament having to make a decision

� Help them work through the process at their pace

The explosive

� Easy loss of self-control

� Outburst of explosive anger

� Usually feels bad about it afterwards

� Don’t:

� Reciprocate loss of self-control

� Not helpful to say ‘calm down’ or express how annoyed or upset you are at them for being angry

� Do:

� Remember it’s their agenda; their show

� Get their attention by using their name at a volume that can be heard above their ranting

� Demonstrate empathy; show concern; keep good eye contact; listen for the reason for their outburst; express understanding (not the same as agreeing); then move on

The rigid

� Set in their ideas; their way of seeing the world

� Strong dislike of change away from what they see as ‘the right way’

� Like detail; facts, data, analysis

� Can show contempt of peoples’ questions that challenge their way of thinking

� Don’t:

� Try to use empathy; unlikely to win them round

� Do:

� Talk their language – details, facts

� Phrase your proposition or idea in an analytical way

The self-important

� Generally concerned only about themselves; lack empathy

� See the world only from their perspective

� Pre-occupied with showing everyone how important they are, and what important things they’re doing

� Can be ‘reverse psychology’ in play – may be putting up a protective shield to mask feelings of inadequacy or insecurity

� Don’t:

� Take things personally – they’re just being them

� Do:

� Separate the behaviour from the person

� Appeal to their ego; acknowledge their self-importance; ask them questions about their work

The untrustworthy

� Reputation for being unreliable

� Prone to exaggerate; may even tell untruths

� Says one thing, does another

� Goes around peoples’ backs

� May be a result of their own insecurities; a need to outsmart others

� Don’t:

� Use the personally wounding ‘you’ word – ‘Sorry, I just can’t believe a word you

say’

� Do:

� Concentrate on the behaviour

� Ask open-ended questions – ‘Is there a reason why these final figures don’t tally with

the figures you gave to me when we signed our programme agreement’

The antagonist

� Unfriendly, can ignore people, not listen

� Makes sarcastic remarks, blames others, dismisses peoples’ ideas

� May be rude, aggressive

� Typically not aware of the impact they have on others

� Don’t:

� Reciprocate their antagonistic behaviour and let things degenerate into a spiral of unpleasantness to create a hostile environment

� Do:

� Ask open-ended questions to unearth the problem in a sensitive way

The dampener

� All doom and gloom; they put the dampeners on everything

� There’s always a problem or issue with something

� Stifle your creativity

� Typically bore you with a mass of superfluous facts and figures

� Don’t:

� Get drawn into a longer-than-necessary conversation� Use ‘why’ questions – the doom and gloom will get worse!

� Do:

� Ask closed-ended questions to move the conversation on

The extrovert

� Essentially narcissists – ‘That’s enough about you, now let’s talk about me!’

� Extreme hunger for attention

� Don’t have too much time for others

� Can promise a lot; and forget a lot too!

� Don’t:

� Criticise, or burst their balloon – they are sensitive types; their extreme ‘highs’ can easily become extreme ‘lows’

� Do:� Give recognition, praise, compliments� Bring the conversation back to earth after acknowledging their ‘worth’� If they promise or agree to do something, ask them to drop you an email to confirm

The importance of self-awareness –Johari Window

� Two American psychologists – Joseph Luft and Harry Ingham

� Model of interpersonal relationships

� Jo and Harry proposed that:

‘The quality of a relationship depends upon the degree to

which people openly and honestly share their knowledge, ideas and

feelings, with each other.’

Johari window

known to you unknown to you

kn

ow

n

to o

the

rs

un

kn

ow

n

to o

the

rs

SEEKING FEEDBACK D

I

S

C

L

O

S

U

R

E

arena blind

façade unknown

(potential)

Johari window profile – example 1

arena blind

façade unknown

known to you unknown to you

kn

ow

n

to o

the

rs

un

kn

ow

n

to o

the

rs

Johari window profile – example 2

arena blind

façade unknown

known to you

kn

ow

n

to o

the

rs

un

kn

ow

n

to o

the

rs

Johari window profile – example 3

arena blind

façade unknown

known

to you

unknown

to you

kn

ow

n

to o

the

rs

un

kn

ow

n

to o

the

rs

Johari window – example 4

known to you

kn

ow

n

to o

the

rs arenablind

façade unknown

un

kn

ow

n

to o

the

rs

unknown

to you

Johari window

known to you

kn

ow

n

to o

the

rs

SEEKING FEEDBACK D

I

S

C

L

O

S

U

R

E

arenablind

façade unknown

unknown

to you

un

kn

ow

n

to o

the

rs

Seeking feedback

� Ask for ideas, opinions and suggestions

� Encourage and listen to reactions to what you say

� Involve people in decision-making

� Do not dominate discussions

� Show interest in peoples’ concerns

� Create a climate in which people feel it’s OK to talk

Emotional Intelligence

•A framework for achieving highly effective working

relationships with others

Emotional intelligence

� What is emotional intelligence?

What is emotional intelligence?

� EI describes abilities distinct from, but complementary to, academic intelligence, or the purely cognitive capacities measured by IQ

� Personal competence – understanding yourself, your goals, intentions, feelings, responses, and behaviour

� Social competence – understanding others, and their feelings

‘Emotional intelligence is the capacity for recognising our own feelings, and

those of others, for motivating ourselves, and for managing emotions well in

ourselves, and in our relationships.’

Daniel Goleman

What is emotional intelligence?

Emotional intelligence (EQ) is not something new – interpersonal and

social skills have long been recognised as critical for effectiveness at

work

Pure ‘technical’ skills and cognitive ability are pre-requisites for

success – however, they do not differentiate star performers from the

rest as well as interpersonal skills do

1990’s saw the emergence of research studies by psychologists that

have had a major influence on the ways that people think about

interpersonal effectiveness

The business case for emotional intelligence

• Strong evidence now exists showing the impact EQ has in determining

personal and organisational success

• People with high EQ outperform others in terms of annual sales

achievement, profit contribution, productivity, levels of customer

service provided, and lower job turnover rates

• As people progress in their career, the more important EQ becomes

in determining their success

EQ and leadership performance

� Recent study of 300+ top UK executives showed that certain EQ competencies distinguished star performers

� Centre for Creative Leadership identified that the primary cause of career derailment amongst top executives was the lack of EQ

� Study of 500 organisations worldwide indicate that people who score highest on EQ measures rise to the top of organisations

� EQ contributes between 80 and 90 percent of the competencies that distinguish outstanding from average leaders

EQ and leadership performance

0

10

20

30

40

50

60

70

80

90

100

IQ EQ

0

10

20

30

40

50

60

70

80

90

100

IQ EQ

All jobs Leadership & management

Self

awareness

Social

awareness

Selfmanagement

Relationship

management

Daniel Daniel GolemanGoleman’’ss EQ modelEQ model

Know yourself

Being aware of your

own feelings,

emotions, strengths,

weaknesses, values,

and motivators

Manage yourself

Managing our own

feelings, and

controlling our actions

and behaviours

- apply ‘Style brakes’

Know others

Recognising others’

feelings, emotions,

behavioural styles,

and preferences

Personal

competence

Social

competence

Do something for others

Bringing self-awareness,

self-management, and

social awareness together

Self

awareness

Social

awareness

Self

management

Relationship

management

What I see

What I do

all change

starts here!

positive

impact

on others

Daniel Daniel GolemanGoleman’’ss EQ modelEQ model

Personal

competence

Social

competence

Emotional intelligence competency framework

Handout – will post on SharePoint as a shared learning resource

� Emotional Competency Framework built around the four quadrants in Goleman’smodel – The Consortium for Research on Emotional Intelligence in Organizations

� Self Awareness – know yourself

� Self-management – manage yourself

� Social awareness – know others

� Relationship management – do something for others

*If you require any further information please do not hesitate to contact me at tomislav.bandic@gmail.com