P A E I Result & Summary

Transcription

1 Result & Summary Company: ABC Position: Director Name: ABC Date: 01-Jan-2010 PAEi 1 PERCEIVED PRIORITIES This relates to your managerial behavior i.e. towards where you usually put your emphasis or what are your most important tasks. TOTAL P 25 = A 25 = E 25 = I 25 = 100% Produce results individually Administrate Entrepreneurship Integration Get the daily things done Data registration Initiate new ventures Coordinate Fast problem solving Analysis Get going Motivate Serve internal and external customers Thinking Improve workday Agree/accept objectives and plans Control Plan the future Develop employees and dept 2 PERSONAL / PSYCHOLOGICAL DRIVING FORCES This relates to your personal motives i.e. towards what means the most to you or provide you the greatest satisfaction. TOTAL P 31 = A 31 = E 25 = I 13 = 100% Need for achievement Need for stability and order Need for change and accept ideas Need for affiliation Result orientation Analytical sense Creativity Human Understanding Energy Coolness Need for risk taking Will Thoughtfulness Business Intuition Politics Focus Sense of figures Visionary Flexibility Empathy & intuition 3 JOB PROFILE The management style that is best fit to meet the demands of the position being sought. TOTAL 100%

2 How To Tell if Someone is PAE or I It is important to realize that PAEI and I are abstractions, and that they very few people fit completely into one category or the other. Most of us have one dominant type and a secondary type, and can perform the roles of all four types if necessary. However, if we reduce these four types to stereotypes, it becomes easy to tell them apart. Let s imagine we were interviewing a job candidate. There are many little signals that might indicate their dominant type. Before Meeting Resume Utilitarian, brief Lengthy, detailed Colored paper, special font, stylist layout Creativity (as noted on resume) Sports choices (as noted on resume) Absent Low Very high Medium Aggressive sports skiing, hockey, football, tennis Passive sports cross country skiing, baseball, golf Stylish sports Scuba diving, parasailing Full of reference to group achievements Communal sports Volleyball, soccer, water polo First Meeting Handshake Firm Limp Enthusiastic Lingering Manner of Speaking Direct Quiet Dramatic Responsive Smiles, nods Clothing Straight and basic Very conservative Noticeable Natty or trendy Wedding band Jewelry (male) Jewelry (female) Non, or just wedding band Wedding band, modest diamond Wedding band Rings, bracelets Wedding band Wedding band, small diamond Ostentatious, large diamond Follows the current fashion dictates Energy level Very high Low High Medium Conversation or Interview Personality Intense, focused Low key Charming Likeable View on meetings Waste of time Useful for clarification View on training Valuable, but no time for it Excels at Getting it done Building & Preserving order Likes to call/ chair meetings Loves to participate Crucial Likes to train others Yes, as long as it s a group event Ideas & projects Getting arrangement

3 On Knowing the Person Better Skiing behavior Down to the bottom quickly Cross country skier Hot dog, jumbs Int the lodge by the fire Dancing (male) No Slow ones Samba, Rhumba, on table Line dancing, square dancing, conga line Response to attack Dictates Withdraws Counter-attacks Submits Conflict Home Annoyed, all should focus on work Modern, efficient Avoids Uses as tool Fosters it subtly Modest Best street, best builder Extra bedroom, family room At Work Office Functional Neat Disorganized, awards Pictures of people Focuses on What? How? Why not? Who? Typical complaint Response to Change What likes to see in others There s no time to do anything. Bottleneck let me handle tings Hard work with no complaining They re doing it wrong. They re doing the wrong thing. They didn t understand. No! Create more change Let s wait, the time isn t right. Controlled, meticulous, respects rules Decision making From the hip Cautious avoids the new Communication Preferred Subordinates Info shared on a need-to-know basis Go-fers who do what they re told Low key, dense content, not shared Yes-Yes people who don t rock the boat Action with team Expects 110% Never forgives transgressions Activity, enthusiasm, creativity Proactive, but no follow up Much info sharing will not write it down Applauders who respond to their charisma Likes audiences Powerful networkers who get along By consensus Avoids going against consensus Informers who keep them appraised of political winds Dislikes those who dominate

4 Understanding Your PAEI Management Style The fundamental role of management for any team, function, division or company can be defined by just four basic functions or roles. If a company is able to develop the four roles, then it will achieve success in both the short and long term. Producers (Paei) Producers focus on producing results for customers and the organization. These people usually have two qualities:- 1. Technical knowledge of what needs to be done, and 2. Persistence and Drive to see it through Such people are driven by the need for achievement (they fear failure), work very hard and provide the energy to make things happened in the organization. People call producers workaholic as they come into office early and leave late. They are also called Lone Rangers or Crisis Managers. They prefer to the point conversation and are usually loud, fast talking and abrupt. They dominate or take charge of situations to push things at a quicker pace. When Working With Producers, 1. Get down to business quickly. 2. Begin with the end, The purpose of this meeting is to Be prepared to prove the value of this purpose. 3. Move rapidly, slow down only when asked to. 4. If you need help from this person, escalate to a crisis and point out their indispensability to the task. 5. Demonstrate your initiative by doing things before they ask for them. Administrators (paei) They usually focus on systems, policies, procedures and processes within the organization. They come to work on time, usually quiet and careful with the choice of words. They keep low key and like to use facts to prove their point. They manage by the book. Administrators are usually analytical and detailed people and as such they pay attention to detail, follow through and think in organized ways. They are good in developing and follow through systems. Therefore, they tend to correct problems by adding new rules, policies, systems or procedures. They like and / or promote people for getting things under control, are steady and reliable. People call high administrators Bureaucrats. They are slow to move and tend to follow precedent. When Working With Administrators, 1. Lay out the plan as to what and how you want to proceed and get to what and how you want to proceed and get their buy-in up front. 2. Start with the historical perspective and logically outline all the facts and circumstances in detail. Be prepared to prove them. 3. Speak slowly and without undue emotion. Do not push for rapid decisions. 4. Collect objective and needs for additional information at each step. Stop and come back later if you collectively discover any big holes. 5. Provide ways to minimize risk. Show where and how it was done before, develop worst / best case scenarios, discuss warranties or guarantees, etc. 6. Do not use clever gimmicks, tricks or traps to prove your point. 7. Do exactly what you said you would.

5 Entrepreneur (paei) Entrepreneurs, like to focus on future opportunities and threats, what changes to make, longer term and the big picture and can generate new ideas to improve methods, products and business easily. The provide energy for, and insights to, needed change for the organization. They are catalysts for needed changes in organization. Their style is creative, charismatic. They are creative, flexible, courageous and comfortable with risk and ambiguity. They have the ability to see things that others cannot see plus the willingness to believe in their foresights and undertake significant risks. On the flipside, they tend to be unpredictable, flamboyant and trendy. They can be very charming, excitable but have strong mood swings. When angry or pressured, they may attack and become insulting and personal. They make decisions fast and can change their mind later. Their strengths can be their weaknesses and may make them appear arrogant, ungrateful, unrealistic and paranoid. Under such extreme behaviour, people call them Arsonist. When Working With Entrepreneurs, 1. Be excited. Start with the big picture and be visual in your presentation. 2. Never go into the details unless asked to, but have them ready just in case. 3. Be sure to give opportunity for input at all stages, I m not sure, what do you think? Applaud their ideas and use them somehow. 4. Always give them options so they can make the final decision their own. Be prepared, their decisions will invariably be slightly different than yours. 5. if they appear to have decided something, check to see if they have really decided or are just thinking out loud. Get any decision made down in writing within 24 hours. 6. Be extremely careful about demonstrating your initiative by doing without their consent. Your good intentions may be seen as a mutiny. Integrator (paei) They focus on feelings, people and relationships issues (morale, cultural, consensus, etc.) They are good in helping to connect and build teamwork to get producer (P), Administrators (A) and Entrepreneurs (E) and Integrators (I) to work synergistically for the organization. They are sensitive to people, the climate and group possess in their place of work. Therefore, Integrators tend to be excellent communicators and are good at listening. They are slow-paced, open, caring and usually show interest in other people s personal lives. They tend to make up their mind when the team consensus is clear. Their offices are warm and inviting and have lots of people pictures and other mementos. In extreme cases, they can be spineless, wishy-washy, sentimental and doing things for their own self-interests. Such style represents a Superfollower. When Working With Integrators, 1. Warm-up, show interest in their personal life. Take time to identify their personal objectives. 2. If you want to motivate or change this style s mind, discuss the feelings and opinions of others in positions of authority. 3. Don t rush or push for rapid decision. If you must make a fast decision, be prepared to prove commitment from others. 4. Be sure you have done your homework and that your supporters will back you up when questioned oneon-one.

6 PAEI Orientation of Typical Positions or Functions JOB FUNCTION / POSITION Accountant MIS / IT Manager Chief Executive Officer Sales Manager Credit Controller HR Manager R&D / Marketing Manager Production Manager Project Manager Treasurer / Corporate fin Trainer Personnel Manager Warehouse or Store Chief Operating Officer Customer Service Manager / Executives Quality Assurance Sales Engineers Internal Auditor Operations Manager Project Site Manager Production Planner Purchasing Manager SUGGESTED PAEI PROFILE paei or PaEi or PaeI or paei PaEi PaEi or paei PaEi or paei or PaeI or PaEi or Note: Most people would have two dominant styles in their natural PAEI profiles. If a particular job profile (eg: PaEI) closely matches the candidate s profile (PaEI), it would likely enhance the success of that recruitment or promotion or job re-assignment.