THE SHADOW EPIDEMIC - Perfilment · The Shadow Epidemic The Hidden Disease That Destroys Teams and...

by Dr. Paul Hertz CEO, Paul Hertz Group

The Hidden Disease That Destroys Teams and Companies

– and The Science To Cure It

Copyright © 2013 by Dr. Paul Hertz — The Paul Hertz Group All Rights Reserved.

No part of this special report may be reproduced in any form, or by any electronic or mechanical means, including information storage and retrieval systems, without permission in writing from the author. The only exception is by a reviewer, who may quote short excerpts in a review.

THE SHADOWEPIDEMIC

The Shadow Epidemic: The Hidden Disease That Destroys Teams and Companies – and The Science To Cure It 2

A partial list of organizations using the information shared in this special report

• Alder Foods Inc.

• Burger King Corporation

• Carnival Cruise Lines

• CBS

• Walgreens

• IBM

• New York University

• Random House

• Whirlpool

• Eli Lilly

• Walgreens

• Johnson & Wales University

• Intercruises

• Esthetic Family Dentistry

• Cunard Lines

• LG Electronics Canada

• Chaminade-Madonna Preparatory

• Royal Caribbean Cruise Lines

• Product Development and Management Association (PDMA)

• Tampa Electric Company

• Beautiful Smiles Dental Office

• Children’s Home Society of Florida

• North Georgia Angel House

• San Diego State University

• Image Photo

• Texas Tech University

• Hospitality Financial & Technology Professionals (HFTP)

• Geo Group

• Sears-Kenmore

• vRide

• Relax The Back

• AON

• Government of South Australia

• Ashland Chemicals

• Motorola

• Western Michigan University

• Meridium

• Compton Mental Health Center

• The Federal Judicial Center

• Fox Rothschild Group

• Conemaugh Health System

• Brighton Township

TABLE OF CONTENTS

How Much Money Are You Leaving on the Table?

4The Most Advanced

Behavioral Breakthrough Influenced By One of the

Nine Hidden Turning Points in World History

7

How PRINT® Creates Exceptional Leaders and

High-Achieving Teams

10The Hidden Force That

Drives Human Potential

12

How Shadow Behavior Creates Negative

Outcomes...Without You Even Recognizing It

16A Critical Wake Up

Call To Action

20

About Dr. Paul Hertz

21

The Shadow Epidemic – The Hidden Disease That Destroys Teams and Companies – and The Science To Cure It 3


There’s a back room at the Bellagio Hotel in Las Vegas where the best poker players compete in a high-stakes game requiring a $100,000 buy-in.

Players such as Gus Hansen... Doyle Brunson... Chip Ferguson...

If you don’t play poker, these names may not mean anything to you. But just as in any sport, you only need to understand that poker has superstars... and you can often find them at the Bellagio.

Doyle Brunson is a poker legend; he is a two-time World Series of Poker Main Event champion and a Poker Hall of Fame inductee. Doyle was not playing, just watching this day.

Now, anyone can join the game – if they have at least $100,000 - so it’s not uncommon to see a rich guy go in and try to show the world that he’s smarter than the poker superstars.

You also have these young kids who have a lot of money. Some may be Internet gurus or made their fortune in a startup. Others are online poker players who come to prove themselves.

(Now, whether you’re a CEO, executive, or someone seeking higher performance… whether you work in technology, healthcare, HR, finance, education, or any other industry… pay close attention. You’re about to see how this story applies to you.)

Here’s how the story was told to me:

One day, a 24-year-old kid walked up to the table.

“Welcome, son,” said the dealer. “You do know the buy-in is $100,000, right?”

“Yes, I do,” replied the kid as he pulled out a stash of $1,000 bills and tossed them on the table.

After the dealer counts the cash, a game of Texas hold ‘em begins. The kid plays tight early on – but he still holds his own.

Then, all of the sudden, he’s dealt two kings (a great hand in Texas hold ‘em). He decides to play slow so the other players stay in the game. After all, he wants to get as much money in the pot as possible.

The dealer turns over the first three cards.

The kid sees a 10, another king, and a nine. Now he has three kings – likely the best hand on the table.

So he makes a fairly large bet to the other five players.

Three of them fold.

Then another card gets dealt – it’s a nine. The kid now has a full house.

He pushes his remaining chips into the center of the table...

And the two remaining players drop out.

The pot, though, because of the earlier play, is $1.1 million. The kid collects the chips, and as you might expect, he feels on top of the world.

The game goes on for another eight or nine hours. After the final hand, the kid walks away from the table with little more than $1 million for his $100,000 investment.

HOW MUCH MONEY ARE YOU LEAVING ON THE TABLE?

“It is not enough to do your best; you must know what to do, and THEN do your best.”

– DR. W. EDWARDS DEMING

The Shadow Epidemic – The Hidden Disease That Destroys Teams and Companies – and The Science To Cure It 5

He feels amazing.

As he leaves the room, Doyle — considered by many to be the “Father of Poker,” — walks up to the kid.

“Remember that hand where you had a full house and won $1.1 million?” said Doyle.

“Sure do,” replied the kid.

“Really good hand... very, very nice,” Doyle said. “The only problem is you left a lot of money on the table.”

The kid quickly glances over where he was just sitting.

“No, no, no,” Doyle adds. “You have all your money, kid. Don’t worry. You have all your chips.”

The poker pro then explains...

“When that king showed up, you should have checked. You would have kept all four players in. One of them would have bet, and you could have matched the bet.

“Anyway, if you played that hand differently, you would have walked away with $1.7 million to $2 million. Now, $1.1 million is nice, but you could have made another $600,000 if you played it right, kid.

“You left a lot of money on the table.”

And with those parting comments, Doyle walked away.

Just like the kid, many individuals, teams, divisions, and companies are profitable – but they leave money on the table.

This special report will help you avoid the kid’s mistake using PRINT®, a breakthrough technology for meeting performance objectives with unprecedented speed, efficiency, employee receptivity, and success.

A bold claim indeed – but give me 15 minutes and I’ll prove it to you.

So let’s get started...


“The aim of leadership should be to improve

the performance of man and machine, to

improve quality, to increase output, and to

simultaneously bring pride of workmanship

to people. Put in a negative way, the aim of

leadership is not to find and record failures

of men, but to remove the causes of failure: to

help people do a better job with less effort.”

PRINT® DOES THIS!


I began my consulting career as a close protégé of Dr. W. Edwards Deming, the primary force behind America’s Quality Movement, and named as one of only “Nine Hidden Turning Points in World History,” by US News & World Report.

Deming played a leading role in rebuilding Japan’s shattered industries after World War II, with his methods representing an estimated 80% of Japan’s total GNP in the early 1950s. Later, American companies began applying Deming’s proven quality methods, heralding a rebirth in American quality, productivity, and profitability.11

Together, we founded the Deming Institute for the Improvement of Quality and Productivity, a not-for-profit organization dedicated to improving quality and productivity in the United States. I then started The Paul Hertz Group to help operationalize Dr. Deming’s teachings, based on his Theory of Profound Knowledge.

His premise has four parts:

First, management must gain an appreciation of a system by understanding how it works.

This requires an organization to be viewed as a series of interconnected processes – input and people – that must all be working in concert for the system to grow and thrive. These processes are deeply dependent on one another, and are only as good as the weakest link. Hence, they must be aiming for a common goal with extremely coordinated priorities to prevent sub-optimization of efforts and outcomes. This is no easy task, and requires great communication and leadership to effectively implement.

1 – Source: US News & World Report cover story, April 22, 1991

As Dr. Deming said,“We should work on the process, not the outcome of the processes.”

The second component, knowledge of variation, requires management to distinguish between

variation that results from common causes, and variation that results from something special.

Most quality issues, or other inconsistencies in how service is delivered or a product is made, are a result of the system, rather than an individual in the system. According to Dr. Deming, American management is quick to assign blame to an individual when the problem is, in fact, a fault in the system and how the system is managed.

The third component is the theory of knowledge.

As Dr. Deming explains, “Any decision that management makes, that anybody makes for himself or for other people, is prediction.”

“Certainly we want good results, but management by results is not the way to get good results… work on the causes of results”


THE MOST ADVANCED BEHAVIORAL BREAKTHROUGH INFLUENCED BY ONE OF THE NINE HIDDEN TURNING POINTS IN WORLD HISTORY

SystemAppreciation

Knowledge of Variation

Theory ofKnowledge

Knowledge ofPsychology


Management’s job is to predict what consequences will result from certain actions, to chose a course of action that reacts in favor of the company, and to base those actions on underlying theory.

And finally, the fourth (and perhaps the most important) component is psychology.

Management must understand the differences between people and groups, and find ways to capitalize on those differences. According to Dr. Deming, a good manager of people “tries to give everybody a chance to take pride in his work, joy in his work.”

It is management’s job to find the best people for the job, and then develop a system that encourages these employees to accomplish their aim while working together to meet company goals.

The first and second components are thoroughly taught, and have been available for 30 years.

In fact, I have helped several hundred companies with these two components of Dr. Deming’s Theory of Profound Knowledge.

But that’s just a small piece of how I am helping to create today’s high-performing teams...

I am now achieving revolutionary breakthroughs with the third and fourth components!

This is accomplished using a proven technology that I developed called PRINT®.

It’s the only data-driven method available for accurately identifying why people do what they do.

Let me explain.

Based on the theory of knowledge (the third component), PRINT® theory unravels the DNA of each individual’s motivational core, revealing not only what drives their actions, but also their unique set of Best Self (positive and productive) and potential Shadow (negative, unproductive and automatic) behaviors. These behaviors are the direct outcome of a person’s unique motivational DNA, which I call Unconscious Motivators®.

PRINT® is the deep understanding of Unconscious Motivators® as the root cause of behavior and the differences between people. It states that when Unconscious Motivators® are satisfied, Best Self behavior results, but when Unconscious Motivators® are not satisfied, Shadow Behavior is the outcome.

Dr. Deming said, “The most important act that a manager can take is to understand what it is that is important to an individual.”

Based on the fourth component, psychology, PRINT® reveals how different people respond to negative stimuli (called “Triggers”), and how they can be re-patterned. This makes it possible for management to predict consequences resulting from certain actions.

Through PRINT®, I’ve taken the foundation of Dr. Deming’s teachings and advanced the third and fourth components to create a system that’s more complete and powerful. This information helps management implement a system of enabling employees to take pride in their work, succeed together, accomplish their objectives, and meet company goals. This system is called ShadowFree® living.

According to Dr. Deming, “People are different from one another. A manager of people must be aware of these differences, and use them for optimization of everybody’s abilities and inclination.”

The result is a quicker and simpler process for improved performance that employees embrace.

So to begin, let me give you a fact to think about...

If you truly want to be a unique, high-performing organization, then your coaching, your training, your prescriptions, and your strategies need to address people’s Unconscious Motivators® (why they do what they do) – not their behaviors!

You see, conventional wisdom says that to make improvements, you coach the behavior. After all, that is what’s observable.

But if you really want to go to that next level, you need to understand the why behind the behavior – that’s what PRINT® delivers.


For example, if John, one of your employees, isn’t performing, you can focus on his behavior, which is, “You’re not meeting your deadlines,” and you can attempt to correct it. However, you probably don’t know the real reason it’s happening, and for the most part, neither does John.

But if you understand John’s core needs (his Unconscious Motivators®), you do know why he keeps missing deadlines. Your remedies will be more targeted, more individualized, and unquestionably more successful.

• Maybe the tasks take John out of his comfort zone, so he avoids them.

• Maybe he favors doing easy, nonessential things first, so he finds himself in a time crunch.

• Maybe he gets derailed by his perfectionism.

• Maybe he expends too much energy helping others, causing his own work to suffer.

• Maybe he overanalyzes information.

• Maybe the work has too much repetition and he gets bored.

• Maybe there’s not enough visibility and kudos, so he drops the task to a low priority.

Any of these could be going on. The goal is to know which one.

PRINT® uncovers the source so you don’t have to rely on assumptions.

It reveals the real motivation behind choices and decisions so potential problems can be predicted and addressed before they compound. PRINT® gets you in front of the curve instead of being behind it.

In the case of John, knowing his PRINT® and Unconscious Motivators® will direct your strategies… It will tell you if giving him more lead time, more interesting tasks, more recognition, more thorough explanations, or redefined expectations will impact his performance.

Not knowing a person’s Unconscious Motivators® makes it difficult to bring about a change in behavior. If a person is not performing the way you want, but you only manage or coach their behavior, permanent change will always be elusive.

Yes, you may get short-term change, but the person will revert back because the underlying issue (the Unconscious Motivators®) is still operating.

You must look at why the behavior is happening if you want to eliminate problems!

When you address the issue using PRINT® – you can achieve greater success with performance.

Listen, even the reasons behind a simple action, such as a husband giving his wife Valentine’s Day flowers, is affected by Unconscious Motivators®.

One husband might give flowers because he feels it’s necessary and he doesn’t want to upset his wife, another might because it’s part of the “rules,” another might because he wants to show and receive appreciation, while still another will give the flowers but do it reluctantly because, “She already knows I love her.”

On the surface, these husbands all exhibit the same behavior (they give flowers). However, the Unconscious Motivators® for each are completely different, and they affect all of their decisions and actions.

You see, looking at behavior doesn’t allow you to differentiate between, and really understand, individuals. When you are seduced into grouping people together by behavior, you put people together who are driven by very different core needs.

We’ll get into this in more detail shortly...


The all-too-popular Golden Rule is:

Do unto others as you would have them do unto you.

If you lead this way, you’re in trouble. After all, you likely have team members who don’t see the world as you do, who don’t share your opinions or feelings, and more importantly, who have different Unconscious Motivators®.

That’s why I created The Platinum Rule:

Do unto others, whenever possible, as they would prefer or like done unto them based on their Unconscious

Motivators®.

Being an effective leader requires understanding.

What’s more, as you know, a good leader motivates his or her team. And how do you motivate people?

Well, the approach is different for everyone. So understanding your PRINT® and your team members’ PRINTS® allows you to become a better leader as you understand each person’s Unconscious Motivators®, and what brings out their Best Self behaviors.

As a result of PRINT®, you may discover a certain person only requires an email to feel motivated, whereas someone else might need you to stop by his office, sit in a chair, and have a discussion about why a task needs to be done.

Flip these actions around to other people and you’ll get different, less optimal results.

“A manager of people needs to understand that all people are different. He needs to understand that the performance of anyone is governed largely by

the system that he works in, the responsibility of management.”– DR. W. EDWARDS DEMING

HOW PRINT® CREATES EXCEPTIONAL LEADERS AND HIGH-ACHIEVING TEAMS

Remember, though, good leadership is about getting maximum results from those around you.

The best leaders understand that different team members require different approaches that are targeted to satisfy a person’s Unconscious Motivators®.

The best leaders know their own PRINT®. They know their own Shadow tendencies and try to prevent them. They understand that leaders in Shadow don’t stimulate trust or a team enthusiastic about working for them.

And if problems occur within an organization, they know not to focus only on behavior.

Now, let’s take a deeper look at this concept...

PRINT® creates a ShadowFree state by altering the way you think.

Simply put, the mind is reframed to catch the distorted thoughts that automatically occur. These are what we refer to as “cognitive distortions.”

Jumping to conclusions... mind reading... catastrophizing... all or nothing thinking...

They lead to Shadow Behavior because these thoughts distort the world as you see it.

PRINT® works is you start to see the world as it is.

It’s not positive thinking – it’s realistic thinking. Research in cognitive behavior therapy shows a number of brain functions (or parts of the brain) literally change when you alter your thinking.


The other part of ShadowFree is physiological technique. The fancy word is “parasympathetic activation technique.”

Now, before I lose you – let me tell you why this is important to you.

In the prehistoric part of your brain sits the stem, called the “autonomic nervous system.” It has two parts: the sympathetic and parasympathetic.

The sympathetic part of the autonomic system is what you know as the “fight-or-flight response.” When activated, it sends a danger signal so you go into protection mode.

A bunch of physiological changes occur at this time. Blood flow changes... muscles tense up... your heart beats faster... blood pressure rises... breathing becomes more shallow and rapid...

These are all survival techniques for when you’re in a dangerous, life-or-death situation.

The problem is this response was developed hundreds of thousands of years ago when we had real-life dangers, such as walking out of our cave and seeing a saber-toothed tiger.

Unfortunately, though, that autonomic system remains in our brains today.

So, when someone walks by and Triggers you, your brain says, “Uh oh!” and you have a similar fight-or-flight response (which is obviously an overreaction).

You don’t need to go into life-or-death mode – but your brain response is similar. As a result, you’re more likely to fall into Shadow Behavior when you face certain Triggers.

With PRINT®, we activate the other side (parasympathetic) of the autonomic system. This is the calming part of the brain. It lowers heart rate...

brings more oxygen to muscles... pushes blood flow to the extremities… slows breathing... and moves more oxygen to the brain, allowing for clearer thinking and better judgment.

The bottom line: by changing the brain (or making new neurological connections), you either recover quickly when you are in Shadow, or it becomes more difficult for you to go into Shadow, thereby reducing Shadow Behavior.

Dr. Deming said, “The present style of management is the biggest producer of waste, causing huge losses, whose magnitudes can not be evaluated, can not be measured.”

I know leaders don’t like to hear this, but this is the perfect time for self-refection, and to consider an exciting new opportunity to take your people, teams, and organization to an even higher level.


Let’s now look into how people respond to situations.

The “why” behind their actions are what I call their Unconscious Motivators®. These are the driving forces behind people’s choices and decisions – both positive and negative.

Unconscious Motivators® are not strengths, talents, likes, dislikes, abilities, preferences, styles, or types. Instead, they represent a person’s deep motivations working on an unconscious level.

It is like the tip of a large iceberg – the visible part is the conscious behavior that everyone sees and other assessments and instruments catalogue and describe.

However, the root cause – the why − of these behaviors, is concealed beneath surface. These Unconscious Motivators® are the huge, hidden part of the iceberg, deep underneath the surface.

And PRINT® is the only tool that can identify them.

Unfortunately, until you know your team members’ unconscious needs, the most you can do is struggle through a hit-or-miss process.

“Ninety-five percent of changes made by management today make no improvement.”


THE HIDDEN FORCE THAT DRIVES HUMAN POTENTIAL

For example, let’s say you have an important team member, Eileen, who is a PRINT® Major 3 (note: everyone has two Unconscious Motivators® – a Major and a Minor. To keep things simple, we’ll just use a Major Unconscious Motivator® in our examples). The Unconscious Motivator® for someone of this PRINT® is to succeed and achieve, and is therefore being driven and motivated by competition and results.

If Eileen is in a situation where she isn’t able to show and compare her good outcomes, she will not operate in Best Self because she’s not getting her Unconscious Motivator® satisfied.

One way you can motivate Eileen to achieve higher performance is to make sure she gets praise and recognition, preferably in front of the team, and that will satisfy her Unconscious Motivator®.

Because Unconscious Motivators® are just that – unconscious – the ONLY way to accurately determine them is through a dynamic PRINT® Survey (which takes 10-15 minutes, and is so unique that seldom do any two people take the same survey).


Without the PRINT® Survey, research shows even the most experienced PRINT® practitioners, at best, have a very low success rate at determining an individual’s Unconscious Motivators®. Again, this is because an individual’s Unconscious Motivators® are unobservable and unconscious. This is why the PRINT® Survey is so critical for determining an accurate reading1.

In an effort to increase performance, company leaders and human resources executives often turn to conventional personality assessments (such as Kolbe, Meyers-Briggs, DISC, StrengthsFinder, and others).

These are great for grouping people according to their likes, dislikes, interests, types, strengths, and preferences.

Valuable information indeed...

But identifying and grouping behavior is just the proverbial tip of the iceberg when it comes to creating high-performing teams. You must also know the root causes or whys behind the behavior – and this isn’t revealed with traditional assessments.

One assessment might tell you that you’re comfortable with quick changes, uncertainty, and tight deadlines, and group you with others who share the same personality type.

However, even though these people might share the same observable behavior (i.e., a quickstart – a Kolbe reference), you still don’t know the root cause or what unconsciously drives this behavior (which varies even among people who demonstrate the same observable behaviors).

For some in the group, it could be an Unconscious Motivator® to succeed and achieve, and being competitive as a means to satisfy that Unconscious Motivator® (as in the example above), yet for others in the same group, it may be an Unconscious Motivator® to be strong and self-reliant, and be straight-shooting to get their motivator satisfied.

Not understanding the implications of these subtle, yet powerful, differences can lead to discord and performance issues within a team. Alternatively, effective management of these differences 1 – Independent studies have proven the PRINT® survey is accurate 99% of the time.

engenders trust and cooperation.

Another example reinforces a point I made earlier about the dangers of managing behaviors and not Unconscious Motivators®…

Two PRINTS®, a Major PRINT® 5 and a Major PRINT® 6, happen to look alike on the surface, particularly their skeptical outlook and desire to thoroughly process and analyze information before making decisions. As you might imagine, both of their paces tend to be on the slower side due to their cautionary nature.

Without knowing PRINT®, one would assume these two would perform similarly in a job, but nothing could be further from the truth!

Even though these PRINTS® have similar external characteristics (meaning they would be put in the same grouping or category using other instruments), their deep-seated needs that drive their choices and decisions – their Unconscious Motivators® – couldn’t be more different, and as a result, their performance and response to situations also couldn’t be more different.

While the Major PRINT® 6, who needs safety and security, craves structure, explicit instructions, and the comfort of a team environment, the Major PRINT® 5 needs to be knowledgeable and smart, is a lone ranger who functions best in an autonomous setting, allowed to figure things out by him or herself.

Put in the same position, these two will NOT perform equally. These two PRINTS® require distinctive and different management styles to bring out their best.

And the implications of this go far beyond effective leadership.

The impact on hiring is enormous! Far too often, people are put into positions that they’re “good” at, without hiring managers really understanding their underlying needs.

Being able to accurately predict how a person will behave under different conditions – the result of knowing their core motivations - trumps guessing from observable behaviors any day!


People who understand and use PRINT® know that different PRINTS® often exhibit the same observable behaviors. However, because their Unconscious Motivators® differ, they can respond like night and day to the same behavioral stimuli.

The popular personality assessments are not able to pinpoint these behavioral stimuli (called Triggers), which attack a person’s Unconscious Motivators® and have the potential to derail them and put them in Shadow Behavior at the drop of a hat. This is because Triggers are Unconscious Motivator®-specific.

So as a result, people get “triggered” unknowingly by their teammates, their manager, by the situations around them, and they become defensive, resistant, manipulative, dishonest, impatient, territorial, unresponsive, closed off, unhappy, or just plain moody as a result.

The effect of this, and other Shadow Behavior, is severe on performance, innovation, creativity, sales, etc.

When a person is in Shadow, they’re still driven to meet their Unconscious Motivators®, but they’re doing it in an unproductive and often damaging fashion, which always comes at a high cost to the individual, team, or organization.

Like the PRINT® Major 3 I mentioned earlier, this person might fall into Shadow when she doesn’t feel adequately recognized for accomplishments, and in an attempt to satisfy her Unconscious Motivator®, may start taking credit for everything, even things belonging to others, and bragging excessively (also Triggering Shadow Behavior in the team... and the snowball effect continues).

As people become more aware of their Unconscious Motivators®, they begin to understand what situations result in negative – and often unintentional and unconscious – responses.

Then they can avoid and manage them, and also learn how to recover quickly when Triggered into Shadow behavior.

Now, keep in mind...

For all of these reasons… describing a person’s Shadow Behaviors (and the Triggers that can bring them on), uncovering their Unconscious Motivators® and the “whys” behind people’s choices and actions… that’s why PRINT® was created… to serve as the next step to traditional assessments… to take the information gleaned from popular personality assessments to a higher level, so greater benefits can be experienced.

PRINT® provides information allowing people to accurately identify and recognize the root cause of problematic behavior, so they can stay in their Best Self and maximize their contributions as team members.

PRINT® targets the Triggers (or external circumstances) that cause Shadow Behavior, and then helps people minimize and often eliminate them.

And it allows mangers to leverage the diversity of their team’s Unconscious Motivators® to the advantage of the organization.

Let me give you a billion-dollar example...

I recently worked with a leadership team at a global Fortune 20 corporation that was highly focused on short-term results and profitability. Although sales were strong, the senior partner of one of their largest divisions realized improvement was critical to position the company for future growth.

He needed his senior team to focus on what he identified as Aspirational Thinking & Longer Term Focus, while also balancing the existing short-term strategy execution and focus.

The senior partner struggled with the reality of this new mindset and strategy not coming “naturally” to many in his leadership team.

Given this challenge and his successful experiences with PRINT®, the senior partner believed PRINT® awareness and tools would help accomplish his goal. He immediately engaged The Paul Hertz Group to conduct a PRINT® Workshop.

During the workshop, the leadership team’s PRINT® Wheel was analyzed to better understand the team’s PRINT® Unconscious Motivator® distribution, and how it impacts their ability to be motivated to think and act with greater long-term focus.


(NOTE: A measure of PRINT® influence, the PRINT® Wheel is a sophisticated weighting system that takes into consideration the Unconscious Motivators® – both Major and Minor – of all team members. The PRINT® Wheel determines how a team’s goals or challenges are affected by its unique PRINT® Unconscious Motivator® composition. A strategy is then developed, based on the PRINT® Wheel, to achieve a goal or overcome a challenge.)

With the team’s involvement in the analysis, people who naturally find it difficult to support the Aspirational Thinking & Longer Term Focus objective (based on their PRINTS®) were identified.

Then, by understanding each person’s underlying Unconscious Motivators®, action plans were developed to motivate these team members to participate in achieving the goal.

Although everyone was mindful of the goal and had the best intentions, the senior partner knew he needed to satisfy his team’s Unconscious Motivators®. This was absolutely essential to getting everyone on board and doing their part.

Fast forward a year later...

I was contacted by the same senior partner to facilitate another PRINT® Workshop.

Due to the previous year’s workshop, and the successful implementation of Aspirational Thinking & Longer Term Focus, the senior partner explained his division had their most profitable year ever.

This record was especially significant because the company has been around for more than 100 years – so “most profitable” was a major accomplishment!!

In addition, the senior partner told me they entered into a competitive battle to purchase a high-tech firm.

Many other significant players in their industry had the same objective. However, due to successful implementation of Aspirational Thinking & Longer Term Focus, his company was seen as a unique and more attractive as a long-term partner.

The tech firm ultimately accepted the company’s bid over the competition.

The senior partner was told this coup was due to implementation of Aspirational Thinking and Long

Term Focus, which was attributed by the senior partner as a direct outgrowth of PRINT® and understanding the team’s Unconscious Motivators®.

Now, here’s a true testament to the key role that Unconscious Motivators® play when seeking goal achievement:

The group that recommended buying the existing tech firm (a bold and creative proposition for this division) came from the PRINT® group whose Major and Minor PRINTS®s were predominately driven by safety and security. They typically avoid risk and seek to maintain status quo.

But thanks to tools and strategies taught by The Paul Hertz Group, the senior partner was able to tap into their Best Self and leverage different Unconscious Motivators® to maximize results.

You see, that’s just one example of what’s possible when you lead a ShadowFree organization. Having worked with over 300 major corporations, here are just a few more documented results directly attributable to PRINT®:

• A multimillion dollar contract is salvaged

• A global firm cuts recruiting costs by 50%

• $70 million (50% addition to the bottom line ) is realized at the negotiating table

• A 12% increase in annual revenue is obtained through new innovation strategies

• A major government agency averts a 10% budget cut and customer dissatisfaction

• 30% improvement in team engagement correlates 1:1 with a company’s 30% increase in profit

• Financial performance improves 54% with impact on employee satisfaction

• 15% of $100 million deal is saved

• Reduction of Shadow Behavior saves between $2M and $27M annually by reducing turnover and manager lost time


Each person has different Shadow Behaviors based on their Unconscious Motivators®.

During seminars, I often bring up what’s called “The Myth of Shadow,” a belief that Shadow Behavior is what makes a person successful or helps them accomplish objectives.

For example, an individual might see the words “overly aggressive” listed as one of their Shadow Behaviors (for a Major PRINT® 8) and think this characteristic is responsible for their reaching the level they are at today.

“It is not necessary to change. Survival is not mandatory.”– DR. W. EDWARDS DEMING

HOW SHADOW BEHAVIOR CREATES NEGATIVE OUTCOMES... WITHOUT YOU EVEN RECOGNIZING IT

What people don’t realize is their Shadow behaviors may drive the people around them crazy – and it hinders their performance.

PRINT® 8s often believe that being overly aggressive is necessary, especially in a crisis situation. In their mind, they need to show aggression or people won’t listen. Their thought is, it’s not Shadow Behavior – there are just times where being very aggressive is necessary.

So I’ll ask attendees at workshops, “How many of you have been around a colleague when he or she is overly aggressive?”

Hands fly up.

“Tell me then,” I’ll respond. “Was it okay? Was it appropriate?”

People then explain how the behavior results in action out of fear... or they don’t want to go near that person… or they feel uncomfortable... or they become angry… or they turn off or tune out… or they feel compelled to get back at them later on…

You see, many times people go about their days in Shadow, but because they see it bringing about results they need, they lose sight of the negative effect it has on the people around them. And although it may appear to work in the short run, it generally doesn’t get them what they want in the long run. People retaliate, people hold back information, people don’t cooperate, people quit, and so on. So it comes back to hurt them. Shadow behavior just doesn’t work.

SHADOW

In�exible

blaming

neglectful

impatient

micro-managing

self absorbed

cut corners

overly �attering

overly political

too pessimistic

manipulative

arroganttrouble completing projects

OVERLY AGGRESSIVE

over committed

confrontational

STUBBORN

GOSSIPING

unreliablenarrow minded

impulsive

bossy

Self-promoting

resistant to change

passive-aggressive

defensive

over-reacting

HOARD INFORMATION

JUDGMENTALTOO MISTRUSTFUL

overly controlling

DON’T FOLLOW THROUGH

low energy

addicted to power

overly opinionatedtoo skeptical

SELFISH

rigid

unresponsive

trouble taking a position

too sensitive

over accomodating

overly blunttoo serious

dif�cult

look down on others

indecisive

guilt-inducing

neglectful

phony

self-righteous

dif�culty with deadlines

domineering

withdrawnoverly optimistic

withdrawn

procrastinating

domineering

illogical

too risk averseintrusive

insensitive

dramatic

territorial

smothering

overly attention grabbing

overly analytical

overly emotional

tempermental

too image focusedignore rules

tune out negativity

dif�culty taking criticism


If one person on a team is in Shadow, it increases the likelihood that others will be Triggered into Shadow.

You can end up with an entire team operating in Shadow. There’s less agreement... issues that should be easy to overcome take longer to resolve... people start going into silos... they avoid communicating… decisions are not optimal...

This is why it’s critical to not only understand your PRINT®, but also the PRINTS® of your entire team - and collectively adopt tools that prevent and reduce Shadow behavior!

Independent Research has proven there is a statistically significant relationship (99.4%) between Shadow behavior and a person’s level of job performance. The more frequent the Shadow behavior, the poorer the performance. Now, this is particularly dangerous if the person is a manager, responsible for other people.

But there’s more…

Research studies have found…

• The # 1 reason people quit is because of a bad boss — and according to a Gallup poll, half would fire their boss if they could

• 42% of a Manager’s time is spent addressing Shadow behavior in the workplace

• Bosses with strong Shadow Behavior increase employee blood pressure, creating a 16% increase in risk of coronary disease and a 38% increase in risk of stroke

• Percentage of people who have experienced Shadow behavior at work: 96%

• Percentage of people on the receiving end of Shadow behavior who...

• get even with the offender: 94% • get even with their organization: 88%

• Up to 90% of involuntary dismissals are a result of Shadow behavior

• Over 65% of performance problems are a result of Shadow behavior

There’s another problem – currently employees are dissatisfied, and are voluntarily leaving their jobs.

• 2 million Americans are voluntarily leaving their jobs every month

• The U.S. Department of Labor Bureau of Labor Statistics calls the category “Quits”

• The number of voluntary “quits” is continuing to grow, and will not be decreasing anytime soon, according to the Bureau

• A recent study on why people leave their jobs by Accenture reports:

1) They don’t like their boss (31%)

2) A lack of empowerment (31%)

3) Internal politics (35%)

4) Lack of recognition (43%)

• Corporate employees are looking for a better working environment:

Is this alarming? It should be to managers who need a talented team to accomplish corporate goals. The answer to employees saying, “I’m outta here!” is for management to thoughtfully and sincerely establish an employee-focused culture. - Forbes March 2013

• In truth, the majority of people, quitting or not, are currently unhappy in their corporate jobs. A study by Harris Interactive indicates a full 74% of people would today consider finding a new job.

• 65% would choose a new boss over a pay raise (Study Conducted by TellYourBoss.com)

• Close to 60% of Americans say they would do a better job if they got along better with their boss (Study by Michelle McQuaid, workplace psychologist)

• Close to 70% of those polled said they would be happier at work if they got along better with their boss (Study by Michelle McQuaid, workplace psychologist)


42%Manager time spent addressing shadow

behavior in the workplace

people who have experienced Shadow behavior at work

96%

90%of involuntary dismissals are a result of Shadow behavior

over 65%of performance problems are a result of Shadow behavior

94%get even with their offender

88%get even with their organization

Percentage of people on the receiving end of Shadow behavior who:

60%would do a better job if they get along better with their boss

74%would today consider �nding a new job

Corporate employees are looking for a better working environment.

2 million Americans are voluntarily leaving their jobs every month

RESEARCH STUDIES HAVE FOUND...


• “This current situation in the workplace is taking an incredible personal toll on employees, and for organizations, it is costing $360 billion a year in lost productivity.” - Michelle McQuaid, workplace psychologist.

Since employee dissatisfaction has been documented for a long time, it would seem that conventional assessments, strategies, training, and tools HAVE NOT adequately

addressed this problem.

Here’s another quick example...

I was brought in to help a Fortune 500 company vice president who was responsible for more than 500 people. The leader had an excessively strong need to succeed and achieve (his primary Unconscious Motivator). This manifested as an extreme need for recognition (Shadow Behavior).

The VP did not know how often he was exhibiting this Shadow Behavior, or how it negatively impacted other people (and his career with the company). As is sometimes the case with high-level executives, he was great at managing up, but less so managing down. In fact, he often took credit for others’ work.

His Shadow Behavior created tension and discord among a hard-working and dedicated staff.

Using The Paul Hertz Group Best Self Survey, a confidential tool to provide feedback on the frequency of both Best Self and Shadow behavior, his direct reports shared their perceptions. The feedback was shared with the VP, after which he was coached and taught Shadow Reduction tools. The VP’s team learned about his Unconscious Motivators® and Triggers. Collectively, both the VP and his team adopted strategies to help minimize the VP’s Trigger situations.

After four months, the VP reduced his Shadow Behavior by 70% – as measured on a subsequent Best Self Survey. Today, he’s still in the position and manages an infinitely more engaged staff.

Dr. Deming said, and I wholeheartedly agree, “People are born with intrinsic motivation, self-esteem, dignity, curiosity to learn, joy in learning.”

However, I believe we have not fully enabled our people, despite our best efforts, to tap into their full capability and potential. Our systems, that we have created and manage, block this from happening. We have allowed Shadow to be part of our culture. We have accepted it as the “norm,” and it continues to disrupt and prevent us from being the best that we can be – as individuals, as teams, and as organizations.

Fortunately, this no longer has to be the case. Now there is a proven system that has identified the root cause of Shadow behavior, and offers tools to reduce it. There is no longer any excuse not to embrace a system that reduces Shadow behavior and unleashes our Best Selves.

Independent Research also has proven there is a statistically significant relationship (99.0%) between Best Self behavior and a person’s level of job performance. The more frequent the Best Self behavior, the better the performance.

The adoption of PRINT® leads to a greater prevalence of Best Self, and consequently, better performance.

Another pertinent quote from Dr. Deming, “The greatest waste… is failure to use the abilities of people… to learn about their frustrations and about the contributions that they are eager to make.”


As the founder and architect of the revolutionary PRINT® system, I’ve met thousands of people seeking improvement during the last 30+ years – from executives looking to boost productivity and motivate team members, to students seeking help selecting careers.

What do they all have in common? Well, thanks to an almost universal desire to improve performance, PRINT® has been used to:

• Address and achieve a team goal

• Positively influence behavior and motivate a team

• Recruit and retain better talent

• Reduce conflict and build greater trust

• Increase productivity

• Gain greater acceptance to change

• Improve interdepartmental communication and cooperation

• Boost innovation and conquer thinking traps

• Increase sales effectiveness

• Develop exceptional leaders

• Accelerate personal development

• Boost employee engagement

• Build high performance teams

• Facilitate better decision making

• Improve customer satisfaction

• Enhance organizational culture

• Achieve greater job satisfaction, fit, and fulfillment

The list goes on and on…

The Paul Hertz Group has worked with over 300 companies across a wide array of industries, continuing to improve top line growth, margin enhancement, and bottom-line savings.

“Best efforts will not substitute for knowledge.”– DR. W. EDWARDS DEMING

A CRITICAL WAKE UP CALL TO ACTION

Now, you owe it to yourself (and to your company) to see what PRINT® can do for you.

With PRINT®, you put your team in a position to achieve greater goals, increase productivity, overcome change, boost innovation, increase sales, and retain excellent talent. PRINT® is not replacing your traditional assessments – it’s the next step.

So even if you’re using Kolbe, Meyers-Briggs, DISC, StrengthsFinder, or other assessments, you haven’t addressed the root cause of problematic behavior that prevents teams from achieving the highest levels of performance.

We understand how valuable your time is, and that’s why it only takes a 30-minute phone call with us to determine what we can do for you.

Call us today and get a FREE ShadowFree® Discovery Profile, detailing specific recommendations for efficiently resolving your business challenges, or ask for a free, no-obligation estimate to bring PRINT® to your team.

You now have the ability to discover what’s missing in many organizations and teams.

Let’s start maximizing the impact of your communicating, motivating, and selling today.

It’s simple − call Debra Levine at 1-305-534-4512, or email her at [email protected] to request your ShadowFree® Discovery Profile.

Best of success,

Dr. Paul Hertz CEO, The Paul Hertz Group


Dr. Paul Hertz, founder and architect of the revolutionary PRINT® system of improving personal, interpersonal, and organizational outcomes, is a pioneer in the fields of Unconscious Motivators® and Organizational Effectiveness, with over 30 years of experience working

with individuals and businesses worldwide.

Dr. Hertz earned his MBA and Ph.D. in Statistics from New York University’s Stern Graduate School of Business Administration. While studying for these graduate degrees, Dr. Hertz met the legendary Dr. W. Edwards Deming, the driving force behind America’s Quality Revolution, who used statistical science to improve process quality, management, and overall outcomes in numerous industries.

Connecting with Dr. Deming became one of the most influential and inspirational experiences of Dr. Hertz’s life. Throughout his career, Dr. Hertz has had studied, taught, and worked closely with Dr. Deming.

Some of Dr. Hertz’s accolades from this relationship include:

• Membership in Dr. Deming’s National Statistics Honor Society at New York University Stern Graduate School of Business Administration

• Co-founded the Deming Institute for the Improvement of Quality and Productivity with Dr. Edwards Deming, and was an executive director of the institute

• Published a position paper on the Deming Method in the Harvard Business Review

• Being among a small, select group of professionals who, at the request of Dr. Deming, assisted him during his four-day George Washington University seminars

• Membership in an exclusive group, created by Dr. Deming, called the Cosmos Club

ABOUT DR. PAUL HERTZ

• Being invited to write the article on Dr. Deming’s teachings in Quality Magazine’s 25th anniversary issue, alongside articles by Dr. Joseph Juran, Tom Peters, and Philip Crosby

In 1981, Dr. Hertz founded The Paul Hertz Group The purpose was to bring his expertise and interpretation of Dr. Deming’s philosophy to a wider audience, while also incorporating components of interpersonal relationships and underlying motivational traits to an analytical and statistically driven science.

Over the next two decades, Dr. Hertz developed curriculum and program delivery methods to help organizations overcome growth and transformation challenges. In spearheading programs for Leadership Excellence, Team Building, and Process Improvement/Innovation, Dr. Hertz drew important and indisputable connections between individuals’ performance and underlying motivations.

His research proved that many roadblocks for improving individual and organizational performance were, in fact, dictated by people’s innate Unconscious Motivators®. This realization was the foundation for the development of the revolutionary PRINT® system, which today is used by major organizations to drastically improve factors vital to success and sustainability, including:

• Achieving Team Goals• Developing Exceptional Leaders• Increasing Personal Productivity• Improving Sales Outcomes• Conquering Change Blocks• Recruiting and Retaining Excellent Talent• Boosting Innovation• Maximizing Employee Engagement• Enhancing Communication

Dr. Hertz has written a number of articles, including works in such prestigious publications as Harvard Business Review, Industry Week, Quality Magazine, and CIO Insight.

He is also the author of ShadowFree: Redefining What It Takes to Be Successful and Happy in Your Company, Relationships, Career, and Life and Creating a Positive Environment with the Six Leadership Actions.

THE SHADOW EPIDEMIC - Perfilment · The Shadow Epidemic The Hidden Disease That Destroys Teams and...

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