PI® Fridays “The Importance of Reading the Entire

Predictive Index® Data Sheet” (Questions clients ask…)

Featuring Senior Management Consultant John Ranalletta

Frequently Asked Questions

• Can I get a copy of the slides? – Yes. Please download the slides at

this link on our website: www.advisausa.com/resources/webinar-archive/

• Will a recording of this webinar be made available?

– By special request on a case-by-case basis.

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Profile Information Provided

Self (Who I am)

• Static – always use the original Self • Factors (A,B,C & D)

o Motivators, Behaviors • Energy (M) • Risk (A-D) • Pace (C) • Social Style (A-B)

Self Concept (Who am I trying to be)

• Can fluctuate in response to changed work environment

• Morale

Synthesis (How others see me)

• Can fluctuate as the Self Concept fluctuates in response to changed work environment

• Combining of Self & Self Concept data • Change in risk propensity (A-D) • E Factor

Calling on Socrates …

Socratic Method: A form of inquiry between individuals based on asking and answering questions to stimulate critical thinking and to illuminate ideas. It is one of the most effective ways to coach and train; and, it the approach your consultant will likely use when clients call with questions.

Clients ask:

Do you think this person has the right profile for our __________ job opening?

This is a very challenging question because the client wants the consultant to valid their decision or say “yes” or “no”.

Instead, the consultant responds with questions instead of answers which can sometimes frustrate the client.

Your ADVISA consultant will ask questions like:

• How does it compare to the PRO you created for the job? No PRO Form? Oh, oh. The conversation just got longer.

• Are the job deliverables strategic or tactical? Examples of KPRs? This person is tactical.

• Will the or candidate be required to sell, persuade or motivate others?

This person is very socially-oriented.

• Does the job require fast-paced or methodical approach? This person works with a sense of urgency.

• What’s the supervisors profile? Does the supervisor have a history of creating an environment that enhances this person’s self-confidence?

• Describe the work culture. This person needs an open, congenial, social work environment.

• What are the profiles of successful/unsuccessful people in this role?

• Is this the owner’s nephew? If so, the profile is perfect !

Another question clients frequently ask:

This employee’s profile says s/he should be assertive, proactive and a change agent, so why aren’t we seeing those behaviors?

Carefully Examine the Self Concept

When evaluating the Self Concept profile and it’s critical to have a current profile,

This raises the issue of re-surveying. If you have not conducted any resurveys and most of your profiles are more than two years old, consider re-surveying on a selective basis.

Before you do, talk to your consultant to design a re-survey effort that is communicated properly and yields the optimum information.

Are any drives crossing the norm from Self to Self-concept?

• “A” going from highest to lowest

• “B” going from low to high (easiest behavior to change)

• “C” going from low to high (hardest behavior to change)

We’re not done yet….

• The “A” and “D” are flipping from “A>D” (Generalist) to “D>A” (Specialist)

• The “A” and “B” are flipping from A>B” (Technical) to “B>A” (Social)

• The “A-C”, “B-C” are flipping

These are huge behavioral changes to attempt or to sustain!

Examine Morale

• Morale is read from the most recent survey and is a function of the number of words (M score) in Self-concept vs. M score in Self.

• Morale can also be read by comparing the hash marks in Self and Self-concept as well.

This employee’s morale is neutral to low.

Let’s consider what we’ve learned from the Self-Concept:

The employee is: • Attempting to alter his/her behavior in significant

ways; • And demonstrates low morale;

Is it reasonable to conclude this is why the employee is not behaving in ways the Self profile suggests s/he should?

Wait, we’re not done yet.

Reading the Synthesis yields valuable information.

One of the hardest behavioral changes to make is any change that brings the “A” and “D” into conflict.

In our example, the employee is a Generalist (A>D) in Self, but trying to function as a Specialist (D>A) in Self Concept.

The result (in this instance) is A/D Conflict in Synthesis.

What are the odds A/D conflict in Synthesis can impact a person’s behaviors significantly?

(We won’t be covering AD Conflict today but you can review previous PI Friday with Bob sessions by visiting our website and clicking Resources, then Webinar Archives.)

Conclusion:

While the Self profile contains critical information about an employee’s likely behaviors, motivators, sources of self confidence, communication and learning styles, the Self Concept and Synthesis of current profiles add significantly to our knowledge and our ability to understand why people behave the way they do.

Does this explain all behavior disconnects? No. It doesn’t. An employee can exhibit behaviors that don’t appear to

be consistent with his/her PI Profile, but it’s the first place to look.

Now, for a special announcement…

Thank you for joining us! Tune in again next month: July 27th, 12 noon (eastern)