Serenity Day Spa and Salon Company Study (1)

Running head: SERENITY DAY SPA AND TANNING SALON: COMPANY STUDY
[Year]
Serenity Day Spa and Tanning Salon
Joyce Johnson, Rachel Johnson, Oluseun Odumusi, Jacob Pumphrey
Southern Arkansas University
Human Behavior in Organizations
December 1, 2015

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SERENITY DAY SPA AND TANNING SALON: COMPANY STUDY
TABLE OF CONTENTS
ABSTRACT.....................................................................................Error! Bookmark not defined.
INTRODUCTION............................................................................Error! Bookmark not defined.
HISTORY.........................................................................................Error! Bookmark not defined.
ORGANIZATIONAL CULTURE AND VALUES ........................Error! Bookmark not defined.
HUMAN RESOURCE PRACTICES ..............................................Error! Bookmark not defined.
MANAGER PERSONALITY .........................................................Error! Bookmark not defined.
EMPLOYEE PERSONALITIES .....................................................Error! Bookmark not defined.
ARTISAN .............................................................................Error! Bookmark not defined.0
GUARDIAN ...........................................................................Error! Bookmark not defined.
RATIONAL........................................................................................................................... 19
IDEALIST ..............................................................................Error! Bookmark not defined.
IMPROVING WORK PERFORMANCE .......................................Error! Bookmark not defined.
CONCLUSION ..........................................................................................................................29
REFERENCES...........................................................................................................................30

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ABSTRACT
Relating with friends, family members, colleagues, subordinates, superiors etc. hasn’t
always been easy for humans, majorly due to the differences in personalities. But over the years,
studies have been made to ensure a better understanding of each other. The study of human
personalities enables individuals to recognize the best ways of communicating and motivating
one another which ultimately increases performance.
A personality test was taken by both the manager and employees of Serenity Day Spa and
Tanning Salon to identify each person’s specific personality type. Then we classified them all
under Keirsey’s four temperaments – Artisan, Guardian, Rational and Idealist. Furthermore, we
matched employee positions/duties with their temperaments and also age in some cases to decide
if each person is in the position best suited for them.
Six personalities are visible in Serenity, and the paper gives extensive details on how the
manager can improve communication and motivate her employees; also how to avoid conflict,
all of which would also be beneficial to co-workers.
If adopted, Serenity workers will be able to interact with each other better than they ever
have, and will be able to better interact and understand customers in the long run.
KEYWORDS: Personalities, Temperaments, Serenity Day Spa and Tanning Salon,
Communication, Motivation

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INTRODUCTION
Our group was fortunate to be given Serenity Day Spa and Tanning Salon as our
company to investigate. Serenity is owned and operated by Mrs. Ashley Talley of Magnolia, AR.
Straight out of high school, Ashley moved to Dallas where she enrolled in the Toni and Guy
Academy and earned her license to cut hair. She then continued her education at Southern
Arkansas University, obtaining a Bachelor’s Degree in Management and Marketing in 2009. She
has been a part of the beauty industry and worked for Serenity since she was 16-years-old,
working first as a receptionist for her parents, then later becoming the owner and manager. As
owner, she shoulders many responsibilities such as delegating and overseeing her assistant
manager and assistant, to marketing, searching for new product lines and services, styling hair,
and managing all other parts of the business. When she is not at work, Ashley loves spending
time with her husband, son, and new daughter, entertaining friends, cooking, traveling,
decorating, and shopping. Mrs. Talley is an excellent example of a successful businesswoman
and leader. The passion she has for her work demonstrates her lasting devotion to Serenity and
its customers (Ashley Talley, personal interview, 2015).
Serenity Day Spa and Tanning Salon provides the citizens of Magnolia and the
surrounding area with a wide range of opportunities to relax, while receiving quality hair, spa,
and tanning services. The hair services consist of cutting, styling, color, texture, and extensions.
Tanning services include a variety of packages for tanning beds, as well as spray tanning
services. The spa offers many relaxing options, as well, such as massages, facials, body and nail
treatments, and waxing. Along with these services, they also host birthday parties for children.
Serenity provides quality experiences for all ages, genders, and races (Ashley Talley, personal
interview, 2015).

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There are many attributes to running a successful company, and one of those is
communication among employees and management. This paper will explain ways that Serenity
(employees and manager) can improve communication by further exploring the history and
values of Serenity, the human resource practices within the company, and Ashley’s and the
employees' personalities. After thorough analysis of this information, recommendations will be
given to Ashley on how to best address, motivate, and discipline each employee in order to make
her business more successful.
HISTORY
Serenity Day Spa and Tanning Salon, a Limited Liability Company, was purchased in
2002 as a training investment by the parents of the current owner, Ashley. By purchasing
Serenity, they bought out their biggest competitor. Growing up, Ashley worked as a receptionist
at Serenity. Seeing the pride and passion she had for the business, her father suggested she enroll
in cosmetology school. She was told this would come in handy if she wants to be good at what
she does, and also receive the best education possible. Because her parents wouldn’t be
comfortable with her going to a trade school, after high school, she went to Toni and Guy
Academy in Dallas to study cosmetology, deferring her full paid scholarship to Southern
Arkansas University. Her move to Dallas enabled her to experience the city life she wanted
(Ashley Talley, personal interview, 2015).
After completing her training, she went on to purse a Bachelor's Degree in Business with
a major in Management and Marketing. After completion of the degree, she planned on returning
to school to be a Christian counselor. However, after thinking deeply on what she wanted, she

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decided it just wasn’t for her because the job would involve sitting behind a desk all day and
taking patients’ work home (Ashley Talley, personal interview, 2015).
When it became obvious that she wasn’t going to study Christian counseling, she decided
to bring the knowledge of a stylist to management at Serenity. The degree in management helped
her learn and implement new ways of being creative and organized at her work place. Also,
working at Serenity still allows her to help and “counsel clients just like she originally intended.
But, rather than sitting behind a desk all day, she gets to counsel on her feet” (Ashley Talley,
personal interview, 2015).
Furthermore, the combination of her management degree with her cosmetology helped
her bring ideas her parents couldn’t because they weren’t stylists; management brought about a
different orientation to the organization. The combination of both degrees also helped her think
of newer ways to increase productivity such as an employee manual, orientation handbook, front
desk handbook; creation of standard policies and procedures which are helpful in guiding both
clients and employees. The integration of management and a modern approach to business
helped her understand that Serenity also needed to be in the digital space, with the creation of a
website and social media accounts (Ashley Talley, personal interview, 2015).
Finally, she was able to build a career and make good money which was her goal, and
now she is fulfilled with her job (Ashley Talley, personal interview, 2015).
ORGANIZATIONAL CULTURE AND VALUES
The mission statement - “Serenity strives to be the preferred salon in the area, offering
the best guest experience, supported by both technical and creative excellence, as well as
superior products. It is a goal for the Serenity team to be fully supported by abundant wealth and

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purposeful careers. We aim to build lasting relationships with our clients, providing caring,
quality and personal service. As stylists, we will practice current, yet classic styles in a fun and
inviting atmosphere. We strive to be ambitious as we move forward, to always be our best, and
love what we do” – for Serenity Day Spa and Tanning Salon is taken seriously by managers and
employees. It sets the tone for them and also guides their interaction with clients (Ashley Talley,
The vision statement – “Serenity believes it is every person’s right to free themselves
from stress by receiving excellent service in a relaxing, fun, inviting atmosphere. We value life-
long learning and are highly motivated, highly educated professionals who are dedicated and
passionate about passing our education on to the customer” – is also as important as the mission
statement to the organization.
Serenity values:
 Team work
 Education
 Excellence
 Creativity
 Involvement
 Happiness
 Trust
 Integrity
 Positivity
 Personal Growth

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These values set expectations for its workers and shows it is a positive organization full of
positive people (Ashley Talley, personal interview, 2015).
The company has a fairly unified culture. And the model that best describes it is The Clan,
which is inwardly focused with strong cultures and traditions, where leaders have a lot of
flexibility in decision-making (Ashley Talley, personal interview, 2015).
HUMAN RESOURCE PRACTICES
Human Resource practices represent guidance for the employees of the company. These
practices are the foundation of the company to help employees with problems that are
encountered within the workplace. These Human Resource practices also motivate employees to
increase performance through rewards and other incentives on the job. Serenity Day Spa and
Tanning Salon is where these practices take place daily. According to information collected from
Ashley Talley, the biggest motivational problem faced by the organization in general is the long
and late hours. Ashley says when first employed at Serenity the pay is low because it helps build
clientele (Ashley Talley, personal interview, 2015).
According to Ashley, when an employee is first hired, there is a 90 day trial period to
ensure they are a good fit for Serenity as well as a hard worker. After 90 days she says, we meet
and both parties have a free “out” no explanation needed. Ashley was asked how the employees
at Serenity address the issue of low salaries, long hours, and monotonous work. She states that
when employees are hired she allows them to shadow and assist her for hourly pay so they can
have income coming in. If a walk in, or call in comes in for services, the employee clocks out
and takes care of the client. Shadowing allows employees to meet potential clients and gain
valuable first-hand experience in the work place. Some jobs work long hours, so at Serenity

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long hours are just part of its industry and what it takes to make it in the beginning. Flexibility is
allowed in their hours at Serenity meaning that Ashley gives them the option to work later if
they come in late that morning, or take off as needed for children etc. As long as they are
putting forth an effort and stay when they are at the salon then they get to make their own
schedule to fit the lifestyle chosen. Once their schedule is made, it’s discussed and
recommendations are made to help the employee to be successful. The employees also receive
encouragement and are trained to use Serenity’s referral program. They are required to always
ask for rebooks. If these practices are not met or if the employee is not present at the salon for
call or walk-ins, then the schedule is set for them to work. But for most of the employees at
Serenity Day Spa and Tanning Salon it usually doesn’t come down to that (Ashley Talley,
Some employees are motivated by different factors, so at Serenity the question was asked
about how are employees rewarded and motivated at the company. Is it good salaries, good
benefits package, fringe benefits, or work atmosphere? It was stated the work atmosphere,
because Serenity is a commission salon there is not a competitive atmosphere to get clients. The
stylists talk about working at other Salons that are competitive, and drama filled. It was noted
that Serenity has low drama compared to other salons. One of the terms discussed in class was
whistle blowing, but for Serenity there is a no drama policy in place and so when issues arise,
they are stopped as quickly as possible. Typical pay at salons is 40% to stylists and 60% to the
salon, but at Serenity it is 50/50 up to a certain amount and after that number is reached, the
stylist receives 60% and the salon receives 40%. This encourages workers to do add-ons to
make their cutoff. This also protects the salon from stylists building a clientele at the
commission salon and moving the clientele over to a booth rent salon. In addition, it keeps

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turnover down because stylists are able to have careers not just jobs and make a decent living.
Serenity employs stylists who have been with the business for 12, 10, 6, and 4 years
respectively. This is not common in our industry. High turnover are issues for most salons.
Ashley also does things like taking employees out to eat or ordering in lunch monthly for all
birthdays and holidays. They also do Christmas gifts (which a lot of salons do not do). Free
advanced education is given at least once per quarter which may be taught by the manager,
another stylist, or an external educator. These educators come various places throughout the
nation. The employees attend trade shows out of town in which Serenity pays for a portion, if
not all of the costs. Employees also receive discounts on all services and products (Ashley
Talley, personal interview, 2015).
MANAGER PERSONALITY
Our human behavior class is taught by Dr. Hough here at the Rankin College of Business.
We have studied how to distinguish different personalities in individuals. The book entitled
“People Patterns” helps us to understand different personalities that we encounter daily. We
began with the owner/ manager of Serenity. She is a level 3 stylists, Owner/ TIGI educator, and
has a Bachelor’s degree. Her personality type is that of a consultant and her strategy is to master
people. She manages a group that has different personalities, ages, race, education levels, and
different strategies to master people. Ashley Talley was asked how important are charitable
activities to the company and what kind of programs are the company and its employees
involved in? She leads by example in supporting the community and says it is very important to
support the vitality and the people of your community because they will support you. She is
actively involved in the community through membership organizations such as Magnolia Jr.
Charity League, Reading is Fundamental, United Way Board Member, Magnolia Arts Member,

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Chamber of Commerce, Nursery director at her church where she is actively involved, Blossom
Festival, free makeovers for women and children at the local women’s shelter, Sparks in the
Parks volunteer, Magnolia hospital supporter/ volunteer, SAU supporter, and donates to causes
that their clients bring to Serenity (Ashley Talley, personal interview, 2015).
Serenity participates in community events like health fairs, SAU events, events on the
square, and in house events during the Christmas and fair parades, to give back to the community
and keep closely involved. (I.e. free pictures with Santa, free cocoa, cookies, popcorn, cotton
candy, balloons, and water). She encourages her employees to volunteer in areas that are close to
their hearts, and she will match or help in any way she can (such as product donation or free use
of her products to encourage them or do what she can to make it easier for them to help).
Examples of ways employees give back to the community include: free back to school haircuts,
free haircuts at South Arkansas Youth system, and local animal shelter advocates and volunteers.
EMPLOYEE PERSONALITIES
Serenity Day Spa and Tanning Salon, owned by a 29-year-old Provider Guardian,
employs nine individuals in four different positions. Every employee is a woman and all but two
employees are White/Caucasian. Age and highest level of education vary throughout the
business; however, every employee has had at least some college experience. Of these nine
employees, all four of Kiersey’s temperaments are present. There is one Artisan, five
Guardians, two Idealists and one Rational.
ARTISAN
The lone Artisan (SP) employed by Serenity Spa is a 39-year-old African American
stylist that holds an Associate’s Degree. For this employee, she is sensual and practical; which

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are key descriptive words that form a basis for deeper understanding of each personality type
within the four temperaments. Despite being the only Artisan at Serenity, Montgomery’s
Artisans in the workplace “make things happen, while always keeping an eye on where they
want to go while instinctively coming up with the fastest way to get there.” (Montgomery, 1999,
p.126-127) This Artisan falls specifically under the performer personality, while also showing
signs of the composer personality. The performer trait suggests that this individual loves to put
on a show in order to brighten someone’s day; in this case a client. This personality type is based
around the artistic design of sensory elements and turning them into an “attractive, appealing
arrangement” (Montgomery, 1999, p.126-127). In fact, cosmetology is a premier field of
employment for Artisans, specifically those with traces of the composer personality
(Montgomery, 1999).
Serenity’s Artisan’s personality type is an entertainer and her role is explorer. When it
comes to the workplace, this employee loves the “hands-on” aspect of the job. They love to work
freely and don’t respond well to being ‘boxed in.’ Artisans in general are colorful, tactical,
optimistic, adaptable, impactful and generous (Montgomery, 1999).
ESFP Artisan: Extraversion, Sensing, Feeling, Perceiving
This employee can be easy to get along with if the following occurrence is avoided:
 Misunderstanding their fun-loving nature in work situations
The “fun-loving” personality that ESFP’s possess can sometimes get them into trouble if
misunderstood in a work-related environment. They often mean no disrespect by their behavior,
but can occasionally come across as inappropriate in serious situations. Their personality can

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also be an asset in certain serious situations, though. They can easily relieve the tension of a
situation with their light-hearted jokes and personality (Personality Central, 2015).
Artisans can also be easily motivated by effective communication. Some of the following
communication methods will drive ESFP’s to perform better:
 Be supportive, enthusiastic and encouraging
Managers can motivate Artisans by being encouraging and supportive of their progress to
achieve goals and seize opportunities set before them. They like to encourage other people,
but want the same encouragement in return. They are motivated when their work is noticed by
their manager. The recognition can come through emails, in person, or over the phone. It
doesn’t matter the communication line as long as the recognition is there. The manager should
be excited and energetic when sharing tasks with an Artisan because the energy will more
than likely cause them to be excited about the task as well (Personality Central, 2015).
 Engage their senses
ESFPs like to use the senses they are given at birth to experience different theories and
visions, telling them is not enough. They are motivated by hands on experiences, so all the
philosophies and big ideas don’t matter to them (Personality Central, 2015).
 Bring in the human element into any problems
ESFPs are motivated by helping others to solve problems. They are motivated by
being in the spotlight and making a good impression on others. They believe what

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information they share with others will make a difference in other people’s lives. They do not
care for logic and objectives (Personality Central, 2015).
GUARDIAN
The Guardian temperament makes up the largest group of employees at Serenity Day
Spa and Tanning Salon. Besides Ashley, the Provider Guardian, Serenity employs five
individuals that are a part of the Guardian temperament. The ages of this temperament’s
employees range from 19-years-old to 53-years-old. Their level of education also varies greatly
between the five employees as a Bachelor’s, an Associate’s and a Technical Degree exists as
well as some college experience. As labeled by Montgomery, Guardians are “given to managing
supplies, and establishing schedules in order to stabilize operations and maintain reliable
production.” (Montgomery, 1999, p.124) In relation to working at a business such as Serenity
Day Spa and Tanning Salon, this temperament focuses on the logistical aspect of maintaining
and controlling everyday affairs within the daily operations of the business. They are focused on
making sure the business runs smoothly – scheduling, prioritizing, policy-enforcing, inventory-
tracking, product distributing, payroll-managing, equipment serviced, etc. – through
organizational and logistical processes. Of the five employed Guardians at Serenity, three of the
temperament’s four personality types are represented: three Provider Guardians, one Inspector
Guardian, and one Protector Guardian. For the Provider Guardians, they are focused on helping
others and supplying those with which they work with, with the things that they need to succeed;
whether it is supplies and equipment or funds and maintenance. The Inspector Guardian trait
tends to look for the irregularities within the business; from employees to products and even
accounts, while making sure that the proper corrections are made and that the workplace is
within legal compliance. The lone Protector Guardian most likely is concerned with the

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safeguarding of people and property. Their main goal is to look after those they work with and to
make sure the workplace and other property is properly taken care of and protected
(Montgomery, 1999).
ESFJ Guardians: Extraversion, Sensing, Feeling, Judging
It is important to realize ways to avoid conflict with this personality type in order to prevent
confrontation that could potentially damage a relationship between manager and employee, or
between employees. Within Serenity, the owner, employee 1, 2, 3, and 4 are all ESFJ’s. Below
are methods to consider when inhibiting conflict:
 Avoid hurting people close to them
This personality causes a great sense of loyalty within these people, thus be ready for a conflict if
the people close to them are hurt. If the occurrence has already happened, ESFJ’s can easily
forgive if they have been sincerely apologized to (Personality Central, 2015).
 Avoid taking them for granted
Because ESFJ’s are so loyal to the people they respect, they can easily be taken for granted.
They are constantly looking for ways to uphold their loyalty by making sure they do not miss
meetings or appointments. In order to avoid conflict, respect the loyalty ESFJ’s give, and return
the loyalty back to them (Personality Central, 2015).
 Undermining their beliefs
This personality type bases their personal identification on what they value and believe in.
Because they hold their values and beliefs so closely, a conflict can easily occur if they are
undermined. An easy way to ensure a conflict does not occur is to simply hold personal

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conversations with the employee to learn about what is truly important to the individual
(Personality Central, 2015).
It is also crucial that the manager can positively motivate each of the employees to improve their
work performance and attitude. Below are ways to motivate ESFJs.
 Encourage and affirm the employees
The owner can motivate Guardians by using serious words of encouragement.
Guardians appreciate when managers are truthful about how well the job is being performed.
It motivates them to do even better on the job. She also can explain to this personality group
to always treat the clients well and continue to build lasting relationships (Personality Central,
2015).
 Provide concrete evidence through communication
Ashley can motivate extraverted Guardians by taking time to communicate with them on a
daily basis to share thoughts and processes that will increase their involvement. ESFJs like
face-to-face talks and not just emails, and texts messages, so when there is
miscommunication, the manager can demonstrate exactly how it will be more effective rather
than defective (Personality Central, 2015).
 Respect the status quo
ESFJs like tradition, but they are motivated to seek objectives to new tasks they are
given while continuously staying within the company’s rules and regulations. She motivates
these individuals by encouraging them to continue the same process, because it works best

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ISTJ Guardians: Introversion, Sensing, Thinking, Judging
Within Serenity, there is only one ISTJ, employee 7. Listed are methods to consider in avoiding
conflict:
 Challenging their authority
ISTJs tend to base their decisions on their past experiences and knowledge. Conflict can
easily be avoided by investigating their point of view and what they are basing their decisions
on. By concluding this information, a manager will learn if the employee has a valid reason for
their behavior. Provide factual evidence to support any alternative solutions to their problems
 Too many personal matters
Because ISTJs like to stay on task, they prefer to not spend time talking about personal
matters during work hours. It is important to talk directly with this type of employee and avoid
small talk when possible (Personality Central, 2015).
 Give time to consider decisions.
ISTJ’s are strategic planners and need time to process information. Sudden changes in
plans can often lead to unnecessary chaos in their lives. To avoid this, simply give them as much
time as possible to make changes and consider decisions (Personality Central, 2015).
 Lack of follow-through
ISTJs value persistence and loyalty in themselves and their peers. They easily lose
respect for individuals who make decisions, but no follow-through is completed. It is important

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to always follow-through on decisions and promises in order to avoid conflict with this
personality type (Personality Central, 2015).
The following list contains ways to properly motivate employee 7 through concise
communication:
 Present information in a clear, precise, step-by-step manner
The owner can motivate ISTJ by presenting information in a “clear, precise, step-by-step
manner, and not beat about the bush or spend time in small talk”. Motivate them by making
them believe that important job will not get performed if they don’t do it (Personality Central,
2015).
 Give them practical evidence and facts to work with.
ISTJ’s are motivated when given new evidence and facts that they can observe and work
with to perform their job better. They thrive on fulfilling others’ job duties (Personality
Central, 2015).
ISFJ Guardians: Introversion, Sensing, Feeling, Judging
Serenity employs only one ISFJ. This personality type describes Employee 10. The list below
describes methods to deter conflict with ISFJ’s:

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 Judgmental
It is important to use kind, considerate words when conversing and criticizing ISFJ’s. For
example: “Thanks for the effort. It would be better if you do it this way.” Or “I appreciate your
analysis on this situation. Have you considered this as well?” (Personality Central, 2015)
 Lacking work-life balance
ISFJs are very reliable people who pride themselves on giving their best to their peers.
However, they often find it difficult to balance work and their life beyond work, so if given too
much work it can cause conflict and lead to inefficient work (Personality Central, 2015).
 Disruption of routine
This personality type thrives on stability and routine in their daily lives. It is important
that managers make plans with this type of employee, and stick to that plan as much as possible
 Big ideas
ISFJs need information that is very factual. It causes conflict and frustration for this type
of employee when there are too many vague ideas and decisions being made (Personality
Central, 2015).
Communication Methods to motivate an ISFJ:
 Be precise, focus on one thing at a time and show immediate application
Manager can motivate these individuals by letting them know that tasks specifically given
to them are their responsibility, even if it means to do one task at a time. She can also let them

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know they have the ability to achieve and advance because they are fully committed to getting
the job done. They thrive on loyalty (Personality Central, 2015).
 Affirm their ability to carry it out
ISFJs loves positive feedback, because when managers show they care about how well the job
performance is, it gives more fuel to motivate, and creates a great relationship between the
two (Personality Central, 2015).
 Use experiences based on real people or situations
Another motivational tool for ISTJs can be the experiences they encounter on a daily
basis at their job or the situations they are placed in. Basing future goals on factual success
stories can easily motivate an ISTJ to continue to strive to make performances better in the
workplace (Personality Central, 2015).
RATIONAL
As was the case with the Artisan personality, Serenity employs only one individual with
the Rational (NT) temperament. A lone representative of the Rational mix, this employee is a
26-year-old receptionist with a Bachelor’s Degree. This employee most likely is attributed with
an “intense desire to achieve their goals and will work tirelessly, and with quiet determination,
on any complex problem they’ve set out to solve.” (Montgomery, 1999, p.42) It could be
evident that this employee strives to make advancements toward her personal goals and towards
the business’ goals. They become experts at coordinating and engineering plans and ways to
execute such plans. This Rational’s personality type aligns with the Inventor (ENTP) trait. A
major aspect of this trait is the employee’s desire to create and use new technologies with the
goal of using those inventions to better perform their job. Montgomery’s work suggests that

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Rationals are best at envisioning an organization’s future, coordinating development, and
organizing and planning future projects (Montgomery, 1999).
A Rational’s personality type is a debater and her role is an analyst. Her talent is based
around strategy and the ability to capitalize her work through plans and technologies. According
to Montgomery, this employee’s talent focus and work elements suggest that “she excels at
making long-range plans and devising innovative technologies in order to achieve efficient
execution of clearly thought-out objectives.” (Montgomery, 1999, p.124-125) Rationals are
efficient, strategic, doubtful, determined, logical, achieving, and curious (Montgomery, 1999).
ENTP Rational: Extraversion, Sensing, Feeling, Judging
Employee number 3 is the only Rational within Serenity. There are many recommended ways to
prevent problems and avoid conflict with this personality type.
 Pressured to reach a conclusion
ENTPs require time to consider various options, look at pros and cons, and view at the same
situation from different perspectives. If, however, they are pressured into making a decision or
come to a conclusion without giving them time to consider, conflict may ensue. Give them some
time to consider alternative perspectives and be open to listening to their point of view. Have a
discussion with them about the pros and cons of each view before you make a decision,
especially one involving them (Personality Central, 2015).
 Logically convince them
Avoid personal or emotional issues during discussion as those things do not convince
them of the problem. Present the information as objective and impersonal as possible and

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analyze the information from a detached, logical perspective. Do cost-benefit analysis and
compare consequences of logical alternatives. Use tools like charts and outlines to drive your
point home (Personality Central, 2015).
 Focus on the big picture
ENTPs enjoy discussing innovative and strategic solutions to complex problems from a
big picture, long term perspective. When presenting a problem, avoid focusing too much on the
details of execution or requiring immediate short term results from them. Also, when giving
them a task, there is no need to give them specific instructions. The big picture usually suffices,
and ENTPs will proceed to think up the most innovative solution for it (Personality Central,
2015).
Rationals can be easily motivated by controlling communication methods. The following list
introduces some ways of doing this:
 Be open to hear their perspective
Managers can motivate ENTP Rationals by challenging and listening to what they have to
say because they have different perspectives on things and want to be heard. A manager
should motivate through assurance that their perspective matters and be open to their
viewpoints. It is crucial that an ENTP is heard. They appreciate active listening because it
makes them feel like they helped make decisions that will have the best results (Personality
Central, 2015).

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 Use few details and instructions
A Rationals’ motivation comes from being innovative, so they like to figure out their
next strategic move to fix whatever the problem may be. They are motivated when managers
can sit down and discuss the problem and not give a lot of instructions. They are also
motivated when there are fewer details (Personality Central, 2015).
IDEALIST
Within Serenity’s workplace, there is a pair of employees that fall under the Idealist
(NF) temperament. One employee is a 25-year-old Marketing specialist with an Associate’s
Degree, while the other employee is a 22-year-old stylist with some college experience. Both of
these employees, as suggested by Montgomery, are “committed to nurturing personal
relationships with family, friends and coworkers, while they strive to discover who they are and
how they can become their best possible selves, just as they inspire others to develop as
individuals and fulfill themselves.” (Montgomery, 1999, p.35-36) Idealists work well with
people through improving development and creating and sustaining communication. In business,
this temperament thrives in many critical areas such as recruiting, training, and personnel
advising to name a few. They can be looked at as workplace catalysts. Individuals, who not only
strive to do good work and improve, but whose personality brings out the best in others
(Montgomery, 1999).
Serenity’s pair of Idealists both display campaigner personality types with the role of a
diplomat. These ladies’ work and success revolves around people and communication. They
display a knack for treating people and communicating diplomatically. Both employees are
attributed with the Champion (ENFP) personality trait. This trait suggests that individuals strive
to speak out on behalf of others on important issues, ideas, beliefs, etc. in order to create an arena

23
of cooperation among those they are around. They are the most outgoing and talkative of all the
Idealists, and display great relationships with those close to them. Idealists, specifically
Champions, strive to always be themselves and in the workplace they are high-spirited,
enthusiastic and warm. Idealists are imaginative, ethical, trustful, empathetic, kindhearted and
authentic (Montgomery, 1999).
ENFP Idealists: Extraversion, Intuition, Feeling, Perceiving
The next employee personality type listed is that of employee 5 and 8. A manager or co-
worker can easily avoid confrontation with them by not doing the following:
 Violation of their values
Though ENFPs appear to casual and relaxed individuals, they do possess values that they
hold strongly to. If one of their values is violated, conflict will occur unless the other party backs
down. In order to avoid this, let ENFPs discuss their point of view and let them know they have
been heard (Personality Central, 2015).
 Unnecessary bureaucracy
Because ENFPs tend to be very flexible, they enjoy using unconventional methods to
execute their ideas. In order to avoid conflict, avoid unnecessary bureaucracy that may
suffocate their need for innovation. Allow this type of employee to execute their experimental
ideas, they will likely surprise people with their ideas (Personality Central, 2015).
In order to motivate these employees, it is advised that the following can be done through
communication:

24
 Be supportive and encouraging
Managers can motivate this personality type by praising them for the smallest job
done. It motivates them to expound on the ideas and goals they have set for themselves.
Idealists will work even harder when their manager compliments their work (Personality
Central, 2015).
 Get to know them personally
ENFPs are motivated when they are surrounded with people they enjoy. This type is
also motivated by creating strong relationships in a relaxing environment. Idealists are more
efficient and effective once they get to know the manager, which in return will increase work
performance (Personality Central, 2015).
 Focus on how it develops people
ENFPs are also motivated by other individual’s developmental stages. Idealists thrive on
how their jobs can have an influence on others. They are motivated by having the opportunity
to help others accomplish their goals and help expose an individual to their own strengths and
weaknesses. They love to feel like they have the power to change circumstances (Personality
Central, 2015).
This section provided recommendations on how to improve and maintain healthy
relationships within Serenity. To obtain these desired outcomes, it is important to know how to
properly avoid conflicts with, motivate, and utilize each employee based on their individual
personality type, as well as knowing how to properly execute the “Coaching Discussion Plan”
presented by Ferdinand F. Fournies. By becoming educated as a manager and educating the

25
employees within the business about the behaviors of each person that make up the company, a
foundation is being laid for concise and effective communication. This, in return, will create
healthy connections between co-workers and positively affect the outcome of Serenity (Fournies,
1978).
IMPROVING WORK PERFORMANCE
Written in 1978 by Ferdinand F. Fournies, “Coaching for Improved Work
Performance” has become a top source for employee training and coaching techniques. This
writing bases its success on face-to-face discussion and how managers should implement and
carry out such discussions. These discussions are labeled as “coaching” and according to
Fournies, this kind of coaching is used to “redirect a subordinate’s behavior to solve a
performance problem: to get the subordinate to stop doing what he/she shouldn’t be doing or
to start doing what he/she should be doing.” (Fournies, 1978, p.134) This powerful tool is not
temperament-specific, leading to possible success with any and every employee, as long as
the manager follows the steps directly and more importantly understands the employee they
are directly dealing with. Before the discussion takes place, the author informs all managers
wanting to begin the discussion with a subordinate that the preparation stage must take place.
Within the preparation stage there are ten helpful and somewhat critical steps that need to be
followed to ensure that both the manager and subordinate get the most out of the face-to-face
discussion:
1. The manager should set up a private meeting place for the discussion to take so that
nothing discussed with the subordinate can be overheard
2. The discussion should be between the manager and the subordinate; no third-party
representation

26
3. Make sure there are no interruptions during the discussion
4. Meeting places should not include restaurants or trips where one of the parties is driving
5. Allow for as much time as needed to hold the discussion so that it doesn’t end before the
manager is ready to end the discussion/agreements made
6. Make sure your emotions are in check before beginning the meeting
7. Be very descriptive of the discrepancy of the subordinate’s behavior; accurate
information, specific incidents of the wrongful action and what is expected/the norm of
the subordinate’s peers
8. Be steadfast in your reasoning of the importance of the desirable performance as well as
the disapproval of the nonperformance
9. Before step 1, make sure it is the subordinate’s behavior that is/will affect the desired
change needed in their performance; if not, then time should not be used to talk with this
subordinate
10. Know ahead of the meeting what minimum action you as a manager will allow, possible
alternatives as solutions and a timetable on performance improvement (Fournies, 1978).
After these ten areas are covered, the manager can begin the actual coaching discussion:
the face-to-face meeting with the subordinate with the goal being to implement a behavior
change in order to increase performance through addition/subtraction of desired or current
behaviors. There are five steps in the coaching meeting (Fournies, 1978).
The first step and arguably the most critical is for an agreement to be made between
the two parties that a problem exists. The manager cannot assume that the subordinate knows
that a problem exists. Often times, as Fournies explained, subordinates may understand that they
are doing something wrong or that they are failing to do something, but they do not understand

27
that it is a problem. Half of the coaching discussion will be spent trying to reach an agreement
that a problem exists; especially if the subordinate had no idea of a discrepancy. It is during this
initial step that a manager will again ask himself/herself: “Is it really worth my time and effort?”
If the performance discrepancy is really not important, then it will be extremely difficult to
convince the subordinate that it is important. Fournies states there are only two reasons that can
and will convince a subordinate a problem exists. The first reason is if the subordinate
understands the results or outcomes of what he/she is doing wrong or failing to do right. These
results affect those around them; their fellow employees and may exist in the form of failing to
do their part of an assigned project or lack of effort that cases others to carry their load. The
second reason is if the subordinate understands the consequences that will happen to him/her if a
change in performance isn’t made. Most subordinates will change when they recognize there is a
problem affecting performance results and those that don’t will most likely make changes when
they understand the consequences that will occur if they do not make changes. “The simple fact
is that you cannot control all the consequences influencing your subordinates” (Fournies, 1978,
p.138).
Once step one is completed and it is mutual that a problem exists, the second step is to
mutually discuss alternative solutions. The goal of this step is for the manager and the
subordinate to list and discuss as many alternative solutions as they can that can be implemented
to improve/change the performance discrepancy. It is important for the subordinate to understand
that what they are doing now, their current actions and behavior that has led to the performance
discrepancy, is not working and that this steps purpose is to “identify what the subordinate could
do differently” in order to fix the performance discrepancy (Fournies, 1978).

28
Step two is simply discussing the solution alternatives regardless of how many there may
be, while the goal of step three is to mutually agree on action to be taken to solve the problem
by agreeing on which alternatives (discussed in step two) will be implemented. It is important
that steps two and three are not combined while in the coaching meeting with the subordinate.
Fournies writes that the combination of these two steps “inhibits the optimum achievement of
either” (Fournies, 1978, p.153). By keeping the two steps separate, the search for possible
alternatives continues in step two even after a good idea is brought up and all options are
exhausted before step three begins the process of finding the best alternative(s). Step three not
only involves mutually agreeing on the alternative that will be implemented, but it is also the
time of the discussion when the manager states “when” the agreed upon alternative will be done.
The fourth step is the second most common reason why the coaching discussion fails because
there is no follow up with the subordinate. As Fournies puts it, “the manager is overwhelmed by
the subordinate’s promises to change that the manager just assumes the change will take place”
(Fournies, 1978, p.155).
In order to keep the subordinate true to his/her word, the manager must implement the
fourth step of following up to insure that agreed upon action has been taken. Other than the
subordinate refusing to change, sometimes change is implemented by the employee, but because
the manager fails to follow up, there is no reinforcement to support the subordinate’s change so it
looks as if no discussion ever took place. What is the follow up? The follow up is the managerial
process of finding to whether the subordinate is doing what he/she is supposed to do. The two
reasons for following up as defined by Fournies are:
1) If people are doing what they are supposed to be doing, the manager must recognize
those achievements

29
2) If people are not doing what they are supposed to be doing, the manager does one of
the most important reasons for being on the payroll and that is to ask, “How can I
help?” (Fournies, 1978, p.159)
The fifth and final step in the coaching discussion is to recognize any achievement.
“The sooner recognition occurs after the actual performance achievement, the greater is its
influence” (Fournies, 1978, p.161). A face-to-face thank you is always better than an email
memorandum. Only will a subordinate sustain the change from unsatisfactory to satisfactory
performance that they have initially implemented if a manager chooses to quickly recognize that
change. Once a change is sustained, the coaching process is completed. Finally, it is important
for the manager to remember their main reason of employment: “to do everything within your
power to help your subordinates be as successful as possible” (Fournies, 1978, p.160).
CONCLUSION
Throughout Dr. Hough’s class, we read and evaluated two books that have provided us
with information about what a manager’s true responsibilities are, techniques to address
employee issues, how to motivate individuals based on their personality type, and much more
knowledge that will be influential in our future careers. This project has taken that knowledge
one step further to hands on experience. We have discovered how to apply the methodology
found in our readings to an actual real-life case. The Serenity Day Spa and Tanning Salon
company study has been an extremely beneficial experience for every member of our team, and
we cannot wait to take the information we have gained and utilize it in our prospective jobs.

30
REFERENCES
Fournies, F. (1978). Coaching for improved work performance. New York: Van Nostrand
Reinhold.
Montgomery, S. (2011). People patterns: A popular culture introduction to personality types and
the four temperaments (2nd ed.). Del Mar, CA: Archer Publications.
Talley, A. (n.d.). Serenity Day Spa [E-mail interview].
Type Descriptions. (n.d.). Retrieved November 1, 2015, from
http://www.personality-central.com/type-descriptions.html

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