How to identify, personality types, match hiring to employee desired traits, creating powerful corporate cultures, and an amazing workplace experience.

1. Personality & Values
Presented by:
Ethan Chazin
President & Founder

2. DISCUSSION
What is
Personality?

3. “The dynamic organization within the
individual of those psychophysical
systems that determine his unique
adjustments to his environment.”
Gordon Alport

4. Personality
Assessments

5. Assessment Tools
• Small Business Administration website:
www.sba.gov/starting_business/startup/areyouready.
html
• Change Style Indicator by Discovery Learning
shows you how receptive you are to change.
• Personality type/career assessment tests:
 Myers Briggs Type Indicator (MBTI)
 MAPP Career Test – www.assessment.com
 The 16 personality types - www.personalitypage.com/high-level.
html
 Keirsey Assessment
 Birkman Method
 DISC tool (Sales professionals)

6. Myers-Briggs
Assessment

8. MAPP Career
Assessment

10. Keirsey Assessment

12. Birkman Method

14. DISC Personality
Profile

17. 17
MBTI 16 Personality Types
• Extraverted (E) vs. Introverted (I) E are
outgoing, sociable I quiet & shy.
• Sensing (S) vs. Intuitive (N) S are practical,
prefer order N look at big picture.
• Thinking (T) vs. Feeling (F) T use logic F rely on
personal values and emotions.
• Judging (J) vs. Perceiving (P) J value control
and prefer order, P flexible and spontaneous.
• INTJ visionaries with original minds and great
drive.

18. • Extraversion: How comfortable we are
with relationships.
• Agreeableness: How warm and trusting
are you?
• Conscientiousness: Responsible,
dependable, organized and persistent.
• Emotional stability: Ability to
withstand stress.
• Openness to experience: Range of
interests and fascination with novelty.
18
“Big 5” Personality Model

19. • Extraverts tend to be happier in their
jobs…and their lives and perform better
with lots of personal interaction.
• People more open to experiences are more
creative in science and art.
• Agreeable people are only slightly happier
than disagreeable people but do better in
jobs requiring interpersonal skills and are
more rule-abiding.
19
The Big 5 Traits

20. 1. Go to: Human Metrics: www.humanmetrics.com/cgi-win/
JTypes1.htm
2. Click on “Do it” and take MBTI assessment (72 questions).
3. When complete, click on “Score it.

21. DISCUSSION
Is personality determined by
heredity or environment?
Think about YOU…

22. DISCUSSION
You are getting ready to begin
your search for the IDEAL
organization to work for.
What traits matter
MOST/LEAST to you?

24. • Pragmatic: maintain emotional distance and
subscribe to: “The end justifies the means.”
• Seek power.
• Manipulate and win MORE, are persuasive.
• Act aggressively.
• Are more likely to engage in counterproductive
work behavior.
24
Machiavellianism

25. • Self-centered.
• High sense of self-worth.
• A grandiose sense of self-importance.
• Requires excessive admiration.
• More charismatic.
• Sense of entitlement.
• Love me!
25
Narcissism

26. • A lack of concern for others.
• Lack of guilt/remorse when their actions cause
harm.
• Inconclusive research about psychopathy and
impact on job performance.
• Related to the use of hard influence tactics
(threats and manipulation.)
26
Psychopathy

28. Approach-Avoidance

29. • Personality traits as motivations.
• We approach things we feel positively about
and avoid things that are negative.
29
Approach-Avoidance

30. • Conclusions that we form about our own
capabilities, competencies, and worth as a
person.
• Over-inflated sense of self worth common of
Fortune 500 CEOS.
• Overconfidence leads to perceived infallibility
leading to bad decisions.
• Self-Monitoring: An individual’s ability to
adjust their behavior to external, situational
factors.
• Proactive Personality: People take initiative to
improve their circumstances.
30
Core Self Evaluation

31. • The way your personality translates into a
specific behavior depends on the strength of
the situation.
• Strong situations pressure us to exhibit the
right behavior., show us what the right
behavior is, and discourages the wrong
behavior.
• In weak situations…anything goes!
31
Situational Strength

32. 32
Situation Strength
• Assessed in organizations in terms of four
elements:
– Clarity: Degree to which cues about work and
responsibilities are available and clear.
– Consistency: the extent to which cues regarding
how work and duties are compatible win one
another.
– Constraints: The extent to which individuals’
freedom to decide to act is limited by forces outside
their control.
– Consequences: The degree to which decisions or
actions have important implications of the
organization or its members.

33. Trait Activation
Theory

34. • TAT predicts that some situations, events, or
interventions “activate” (trigger) a trait more
than others.
– Ex. People learning online responded differently to
teaching instruction when they knew their behavior
was being monitored.
– Ex. In a supportive, nurturing, encouraging
environment, people behave much more socially
• Given the situation strength and trait
activation theories, it may not be Nature or
Nurture but…Nature AND Nurture.
34
Trait Activation Theory

35. The Organizational
Imperative For
VALUES.

36. Values
• Values represent beliefs that “a specific mode of
conduct or end-state of existence is personally or
socially preferable to an opposite mode of conduct
or end-state of existence.”
• We consider, pursue, join and remain
associated with organizations based on
what our notions of what “ought” and
“ought not” to be!
• Milton Rokeach work organizing values into
36
terminal and instrumental value.
• Terminal are desirable end-states to be
achieved: instrumental are preferred modes of
behavior or ways to achieve terminal values.

37. Milton Rokeach
Terminal Instrumental
Prosperity Personal discipline
Economic success Kindness
Enlightened Goal orientation
Independent Autonomy

38. Generational Values
• Contemporary Work Cohorts.
• Baby Boomers: Born after WWII, mid-40’s to
60’s. Honor trust, loyalty, responsibility, but
distrust authority. (ME)
• Xers: Grew up with AIDS & MTV. Late 20’s-early
40’s. Value flexibility, life options and
38
achieving job satisfaction.
• Millenials: Under 30. Grew up during
prosperous times. High expectations, seek
meaning in their work, have career goals
aligned with becoming rich (81%) and famous
(51%.)

39. Person-Job
Fit Theory

40. • John Holland’s research to match job
requirements with personality characteristics.
• Six (6) personality types: realistic,
investigative, social, conventional, enterprising
and artistic.
• Job satisfaction and the likelihood of leaving a
job depend on how well individuals match their
personalities to a job (the work and the
culture.)
40
Person-Job Fit Theory