Paramore University October 2012 - David Baker Presentation: Using Personality Profiles to Make Your Company Better

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Mr. Personality: Using Personality Profiles to Make Your Company Better

Of course, no PU would be complete without professor of straight talk David Baker. For his session, we talked about personality profiles and why they matter. It was frank, hilarious discussion that edified and provoked.

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  • Paramore University October 2012 - David Baker Presentation: Using Personality Profiles to Make Your Company Better

    1. 1. you may not be as screwedup as you thought (thejury’s out)david c. baker, paramore u, 2012
    2. 2. david c. baker
    3. 3. david c. baker• www.davidcbaker.com
    4. 4. david c. baker• www.davidcbaker.com• i have fooled a lot of people so far: Wall Street Journal, USA Today, Fast Company, Inc. Magazine, Forbes, CBS Business Network, MarketingProfs, BusinessWeek, and about a dozen books others have written. my second (of four) books was just chosen by Inc. Magazine as a “Top 10 Book for Entrepreneurs to Read.”
    5. 5. david c. baker• www.davidcbaker.com• i have fooled a lot of people so far: Wall Street Journal, USA Today, Fast Company, Inc. Magazine, Forbes, CBS Business Network, MarketingProfs, BusinessWeek, and about a dozen books others have written. my second (of four) books was just chosen by Inc. Magazine as a “Top 10 Book for Entrepreneurs to Read.”• i wasted 6 years in graduate school.
    6. 6. david c. baker• www.davidcbaker.com• i have fooled a lot of people so far: Wall Street Journal, USA Today, Fast Company, Inc. Magazine, Forbes, CBS Business Network, MarketingProfs, BusinessWeek, and about a dozen books others have written. my second (of four) books was just chosen by Inc. Magazine as a “Top 10 Book for Entrepreneurs to Read.”• i wasted 6 years in graduate school.• i charge ridiculous fees.
    7. 7. david c. baker• www.davidcbaker.com• i have fooled a lot of people so far: Wall Street Journal, USA Today, Fast Company, Inc. Magazine, Forbes, CBS Business Network, MarketingProfs, BusinessWeek, and about a dozen books others have written. my second (of four) books was just chosen by Inc. Magazine as a “Top 10 Book for Entrepreneurs to Read.”• i wasted 6 years in graduate school.• i charge ridiculous fees.• my therapist of 3.5 years has told me to quit telling people that i’m one of the smartest people in the world, so i fired him. besides, there’s too much stigma to have a therapist in the south.
    8. 8. david c. baker• www.davidcbaker.com• i have fooled a lot of people so far: Wall Street Journal, USA Today, Fast Company, Inc. Magazine, Forbes, CBS Business Network, MarketingProfs, BusinessWeek, and about a dozen books others have written. my second (of four) books was just chosen by Inc. Magazine as a “Top 10 Book for Entrepreneurs to Read.”• i wasted 6 years in graduate school.• i charge ridiculous fees.• my therapist of 3.5 years has told me to quit telling people that i’m one of the smartest people in the world, so i fired him. besides, there’s too much stigma to have a therapist in the south.• hannah is one of my best friends [i am only saying this because she hasn’t paid my invoice yet]
    9. 9. connecting
    10. 10. connecting• twitter: ReCourses
    11. 11. connecting• twitter: ReCourses• opt-in email: www.recourses.com
    12. 12. connecting• twitter: ReCourses• opt-in email: www.recourses.com• pix: www.retake.com (all of these are mine—they have nothing to do w/ the content, but i like seeing my stuff)
    13. 13. experience
    14. 14. experience• w/ this topic, spent $350k on a study that began in 1998 in which 14,000+ people were given profiles, a 25-question survey, a 30-minute interview. i am exhausted.
    15. 15. intro
    16. 16. intro• what is your greatest personality trait?
    17. 17. intro• what is your greatest personality trait?• what is your weakest personality trait?
    18. 18. intro• what is your greatest personality trait?• what is your weakest personality trait?• who you are is positive—but if you overuse it, that same trait becomes a negative
    19. 19. frame goals like this
    20. 20. frame goals like this• start by becoming self-aware, understanding your tendencies, preferred environments, biggest areas to work on, etc.
    21. 21. frame goals like this• start by becoming self-aware, understanding your tendencies, preferred environments, biggest areas to work on, etc.• if you stop there, though, it’s not much more than belly button gazing
    22. 22. frame goals like this• start by becoming self-aware, understanding your tendencies, preferred environments, biggest areas to work on, etc.• if you stop there, though, it’s not much more than belly button gazing• so the next—and most useful—step is to be “other aware”
    23. 23. frame goals like this• start by becoming self-aware, understanding your tendencies, preferred environments, biggest areas to work on, etc.• if you stop there, though, it’s not much more than belly button gazing• so the next—and most useful—step is to be “other aware”• that often means subordinating your own preferences to the other person’s preferences. that is at the heart of maturity
    24. 24. there are some strangeperceptions around this,though, even now
    25. 25. there are some strangeperceptions around this,though, even now• freaked out spouse
    26. 26. there are some strangeperceptions around this,though, even now• freaked out spouse
    27. 27. there are some strangeperceptions around this,though, even now• freaked out spouse• psychic consultant
    28. 28. there are some strangeperceptions around this,though, even now• freaked out spouse• psychic consultant [me]
    29. 29. history
    30. 30. history• william marston, 1893-1947
    31. 31. history• william marston, 1893-1947• psychologist at harvard/tufts
    32. 32. history• william marston, 1893-1947• psychologist at harvard/tufts• feminist theorist: “more honest and reliable than mean and could work faster and more accurately”
    33. 33. history• william marston, 1893-1947• psychologist at harvard/tufts• feminist theorist: “more honest and reliable than mean and could work faster and more accurately”• inventor: polygraph and blood pressure tester
    34. 34. history• william marston, 1893-1947• psychologist at harvard/tufts• feminist theorist: “more honest and reliable than mean and could work faster and more accurately”• inventor: polygraph and blood pressure tester• comic book writer: wonder woman
    35. 35. history• william marston, 1893-1947• psychologist at harvard/tufts• feminist theorist: “more honest and reliable than mean and could work faster and more accurately”• inventor: polygraph and blood pressure tester• comic book writer: wonder woman• 1928: Emotions of Normal People
    36. 36. who are you?
    37. 37. who are you?
    38. 38. drive for...D dominationi induced positivityS stabilityC correctness
    39. 39. learn viaD trial and errori talking through itS step by step processC by the book, understanding the rules
    40. 40. also learn by
    41. 41. also learn by•watching a study hall
    42. 42. also learn by•watching a study hall•watching an elevator
    43. 43. also learn by•watching a study hall•watching an elevator•shopping for groceries
    44. 44. also learn by•watching a study hall•watching an elevator•shopping for groceries•eating
    45. 45. inmate
    46. 46. david
    47. 47. scientificDiSC (expanded)IndraMyers BriggsPerformance Index (PI)TJTABirkmanKeirsey
    48. 48. recommend• DiSC Classic GeneralCharacteristics PPSS• 21 languages• 25 countries• 40 million profiles• 2,700 distributors• gary little/pamela cole
    49. 49. easy readingplease understand me II —david keirsey
    50. 50. 3 problems
    51. 51. 3 problems•younger than ca. 17
    52. 52. 3 problems•younger than ca. 17•unclear words
    53. 53. 3 problems•younger than ca. 17•unclear words•disruptive events
    54. 54. great uses
    55. 55. great uses•brainstorming
    56. 56. great uses•brainstorming•expressing creativity
    57. 57. great uses•brainstorming•expressing creativity•business roles
    58. 58. great uses•brainstorming•expressing creativity•business roles•managing below
    59. 59. great uses•brainstorming•expressing creativity•business roles•managing below•managing above
    60. 60. great uses•brainstorming•expressing creativity•business roles•managing below•managing above•being managed
    61. 61. great uses•brainstorming•expressing creativity•business roles•managing below•managing above•being managed•client relationships
    62. 62. great uses•brainstorming•expressing creativity•business roles•managing below•managing above•being managed•client relationships•significant others
    63. 63. suggestion• don’t over-complicate the job of managing. if you know what behaviors a job requires, why not put a person in that role who exhibits those behaviors?
    64. 64. suggestion• you can’t change people! they can modify their behavior marginally and for limited periods, but over time people will always act in ways that meet their needs.
    65. 65. suggestion
    66. 66. suggestion• profile of a firm’s leader determine the culture and how it might be improved
    67. 67. suggestion• profile of a firm’s leader determine the culture and how it might be improved• High D: seldom celebrate success
    68. 68. suggestion• profile of a firm’s leader determine the culture and how it might be improved• High D: seldom celebrate success• Low D: seldom attack problems
    69. 69. con’t
    70. 70. con’t• High i: don’t maintain consistent focus
    71. 71. con’t• High i: don’t maintain consistent focus• Low i: usually don’t talk enough
    72. 72. con’t• High i: don’t maintain consistent focus• Low i: usually don’t talk enough• High S: respond too slowly
    73. 73. con’t• High i: don’t maintain consistent focus• Low i: usually don’t talk enough• High S: respond too slowly• Low S: too impatient to stick with a plan
    74. 74. con’t
    75. 75. con’t• High C: look for problems rather than opportunities
    76. 76. con’t• High C: look for problems rather than opportunities• Low C: seldom create performance metrics for subordinates
    77. 77. remember
    78. 78. remember• you can try to change someone, but when tired, scared, angry, or under pressure, they will revert to their natural selves
    79. 79. remember• you can try to change someone, but when tired, scared, angry, or under pressure, they will revert to their natural selves• they can perform, but it will be exhausting
    80. 80. successfuls
    81. 81. successfuls• understand themselves
    82. 82. successfuls• understand themselves• understand how their behavior affects others
    83. 83. successfuls• understand themselves• understand how their behavior affects others• know how to align their roles that fit profiles
    84. 84. successfuls• understand themselves• understand how their behavior affects others• know how to align their roles that fit profiles• have positive attitude about who they are
    85. 85. successfuls• understand themselves• understand how their behavior affects others• know how to align their roles that fit profiles• have positive attitude about who they are• know how to adapt
    86. 86. struggles?
    87. 87. struggles?• who do you struggle with the most?
    88. 88. struggles?• who do you struggle with the most?• write “karen” if it’s the person sitting next to you, unless that’s her real name
    89. 89. struggles?• who do you struggle with the most?• write “karen” if it’s the person sitting next to you, unless that’s her real name• what is that person’s profile?
    90. 90. solutions
    91. 91. solutions• read “this person desires an environment that includes”
    92. 92. solutions• read “this person desires an environment that includes”• write down 3 things that you personally are going to do differently in your relationship with them

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