The Six 80:20 Critical Performance Elements. for Kelly Sample

Transcription

1 The Six 80:20 Critical Performance Elements for Kelly Sample 2009 Bus Concept TM All rights reserved. USA Hawaii

2 Table of Contents: The Six 80:20 Critical Performance Elements Background: The 80:20 Performance element report provides a revolutionary insight into the 6 Critical Performance elements that are responsible for 80% of your results. This ratio measures your natural strengths and against performance blockers that impact your decisions as you seek to accomplish your goals within the modern business world. This 80:20 analysis is the perfect place to boost your journey towards your personal best. Section One: The (6) Six 80:20 Performance Elements Section one presents a concise presentation and explanation of the (6) Critical 6 Performance elements that form the decisions that drive 80% of your results. This section shows you how you formulate your proactive decisions where you have some degree of control and your reactive decisions where you have little or no control (i.e., market conditions, mgmt. directives, natural disasters etc). You will discover how your current understanding and use of each of the six elements is working to your advantage and causing you difficulties as you approach the problems, challenges and opportunities in your life Section Two: Your (6) Six 80:20 Performance Element Matrix Here you will view your current score for each of the (6) critical performance elements. This scoring matrix includes both the clarity of understanding for each element and the over or under attention or bias that you apply to that understanding. Your 80:20 Element scoring matrix is followed by a detailed explanation for each of the possible sixty matrix scores and how they impact the decision the making process Section Three: Your (6) Six 80:20 Performance Element Guide to Your Development This section provides you with an expanded view of each of your individual 6 Performance element scores. It also includes the specific developmental strategies and recommendations for optimizing each element. The goal is to first identify and then show you how to optimize your strongest performance elements (the ones that work FOR you) while giving you a clearer understanding of the performance elements that can interfere as you pursue your life s work... 11,16 Section Four: Your (6) Critical Performance Element Overview Summary This Summary provides a broad overview of how your particular combination of the Performance Elements is currently working for you. It will highlight the factors that tend to work for you and those that can hinder or interfere with your desired results as you address the people, practical matters and the organizational structures that form the challenges and opportunities we call life

3 Dr. Hartman, Nobel Peace Price nominee Background Wayne Carpenter Creator of Net Talent Business Models Background Fathers of the 80:20 Critical Performance Elements History is filled with unsung heroes. Most business leaders know about Marcus Buckingham Now, Discover Your Strengths and his contribution to using employee strengths toward greater employee Thinking. Yet few people know Dr. Robert S. Hartman or Wayne Carpenter. Beginning in the 1940 s Dr. Hartman began his life long quest to answer the eternal question What is good and how can good be organized in a manner to help preserve and enhance the quality of human life. He dedicated his life to studying and creating mathematical models to identify and measure How people think. He became a visiting professor at both Yale and Harvard and taught as a full professor at the University of Tennessee and the University of Mexico. In 1973, Dr. Hartman received a nomination for the Nobel Peace Prize for his work in human decision making; He was also known for his extensive work in promoting profit sharing which became the basis for today s 401 (k) retirement savings plan. Unfortunately, Dr. Hartman died in The torch was passed to one of his most gifted graduate students, Wayne Carpenter. Beginning in the 70 s, Wayne began refining a human thinking development system based on Dr. Hartman s work which continues today. While Dr. Hartman created the Science of Value it was Wayne Carpenter who built the software that translated Dr. Hartman s discoveries into reliable business models that can measure NET TALENT (i.e., Strengths and Blockers and how the blockers interfere with the access to the strengths. Since the mid 1970 s when Wayne Carpenter introduced his first applications to the US Government and later to Fortune 500 companies, professional sports teams and hundreds of other enterprises, Wayne Carpenter has committed his life to advancing Dr. Hartman s work and validating his human development research for the advancement of employee success in the challenging modern business environment. 35 years of research formed the basis for this 80:20 analysis. Your (6) 80:20 Critical Performance Element analysis that follows is the latest refinement of that work. 3

4 Introduction Your Six 80:20 Critical Performance Elements Report The New 80:20 THINKING RULE: 80% of Your Job Success is controlled by these (6) Six Critical Performance Elements Thinking Elements! This report has been designed to help you understand the (6) six critical 80:20 thinking elements and how they are working for you and against you as you pursue your objectives and results. You can use this report as a powerful guide to assist you as you seek to optimize your Critical Thinking and move toward your own personal best. Use this report to understand how you make your decisions, discover what drives you forward and how you currently apply each of the (6) six critical 80:20 Thinking elements in your day to day life. The report was designed to empower you with specific insights that will help you to understand how you create your decisions. Armed with this understanding you can immediately begin to make better choices. Based upon what you will learn about yourself, you can rely more on your natural strength elements that work for you while becoming aware and mitigating the impact of the blocker elements that interfere with your results and tend to work against you. In this case knowledge is not only power It can be life changing. Why are the 80:20 Thinking (6) Six Thinking Elements Important? We don t live in a vacuum. We constantly make decisions about other people, practical matters, and develop plans and strategies for moving forward. 80:20 Thinking comprises the decision pattern and habits that shape our decisions around what is important in our world. Understanding your pattern will enable you to make sharp improvements in your actions by redeploying your thinking to optimize your results. Each of the (6) Six Critical Thinking Elements plays a vital role in the success you achieve as you interact with co-workers, managers and customers in the workplace and relatives, friends and significant others in your personal life. You will see that each Thinking element measures a vital component of the 80:20 thinking process and because we are able to provide you with an accurate measurement of both your understanding of each element and the degree of attention (over or under attention/bias or importance) that you apply to that understanding, these measurements can serve as an ideal framework for your personal growth and development. Since, many of our decisions are made from habit without much conscious consideration as to their formation, your (6) Six 80:20 Thinking elements report will give you a clear view of your current 80:20 thinking and the role each element plays as you craft the decisions that drive 80% of your results. Each of the (6) six 80:20 Thinking elements work independently and in concert with the other five. Each of us is unique and no one uses all of their (6) six 80:20 Thinking elements with anything nearing perfect strength or balance. The goal is to seek improvement and not perfection. Section 3 of the report provides specific insights into each of your (6) 80:20 Thinking Elements, and then Section 4 provides a summary of how your 6 Critical Performance Elements work together to deliver the results you achieve in your life. 4

5 Let s Begin The First Critical Performance Element: Not a measure of Your Core Beliefs...but the TENACITY & INSISTENCE for following them. The First Critical Performance Element: It is the degree of your strength, passion, and commitment tempered by flexibility that you have for your Overarching Belief System towards the way you believe things OUGHT to be. Why start here? Everyone has a unique code It is how we combine the (6) Six 80:20 Critical Performance Elements that drive 80% of our decisions and our results. The first Critical Element is NOT a measure of that code but rather, the degree of adherence or belief in that code. How willing are you to see both sides of an issue? Some of us rigidly cling to our beliefs and expectations about how things OUGHT TO BE, while others are more balanced, flexible and cooperative as we interact with the people, practical matters/choices, and the structures/rules that combine to form the events (problems, challenges & opportunities) of both our workplace and personal lives. Understanding the degree of commitment or insistence that other people, events, and procedures conform to our How I believe things OUGHT to be beliefs sets the stage and influences how we implement each of the other 5 Critical Performance elements. Our lives are filled with issues that require us to make decisions that create results. Sometimes those results are positive and sometimes they are not. Since the (6) Six Critical Performance Elements create 80% of those results it will prove very beneficial to understand how each of these Critical performance elements work for you and against you as you make your proactive decisions (i.e., where you have a margin of control and the reactive decisions (i.e., govt. regulations, laws, Mgmt. directives, natural disasters etc.) where you have little or no control. Your degree of flexibility and willingness to cooperate when others have different views is shown in the first column. The Critical Performance Element scoring matrix is found on page 10 of the report. The strength of the first Critical Performance Element - Your overarching belief in your beliefs is where you want to begin. It measures how the intensity of your overall adherence to your code for how things OUGHT to be influences your use of each of the remaining 5 Critical Performance Elements that follow: 5

6 The Critical Performance Elements for Relating, Communicating, Getting thing Done, Organizing/Prioritizing, & Planning defined: 80:20 Element 2: How you RELATE to others This is a measure of how you value other people and based upon that valuation how you choose to connect with them in a one on one situation. How clearly do you understand other people s intentions, feelings, and objectives? And what is the degree of attention or concern (i.e., Positive & Attentive or Negative & Inattentive focus) do you apply to that understanding? How does your attention/bias impact your overall understanding of the other people in your life? 80:20 Element 3: How you COMMUNICATE with others This is a measure of how you choose to give, receive, and share ideas, concepts, feelings, and ideas with others. How well do you listen to others and how well can you formulate your thoughts in a way that can be effectively understood by others? 80:20 Element 4: How you GET THINGS DONE in the world This is a measure of how you choose to accomplish the results/goals that are important to you. How clearly do you see the needed results and how effectively do you go about marshalling your available resources as you move towards a satisfactory conclusion and result? 80:20 Element 5: How you ORGANIZE & PRIORITIZE your current activities? This is a measure of how you organize the problems, challenges and opportunities that are currently on your desk. How well can you differentiate between the critical and the important? Can you prioritize while avoiding analysis paralysis? 80:20 Element 6: How you PLAN for future activities? This is a measure of your long term planning capacity and how you prepare for the problems, challenges and opportunities that you can anticipate and the capacity to create and retain Plan B strategies for the unexpected events that may change your needed response with little advance notice. 6

7 Scoring Legend Over Valuing Focus (+) (-) Suspicious Skeptical Unconventional Reserved Discrete Dynamic Selective Unconventional Biased Perfectionist The UNDERVALUED Performance Elements also become MORE PROBLEMATIC as they move AWAY FROM THE CENTER TOWARD THE LEFT SIDE. The OVERVALUED Performance Elements become MORE PROBLEMATIC as they move AWAY FROM THE CENTER TOWARD THE RIGHT SIDE. The 6 Performance Elements Integrated Strength Score Perfectionistic This score tends to rely upon this Performance element too much. This reliance contributes to more rigidity and less flexibility in your thinking. This score leans toward a strong rationalization that this view is the only correct or appropriate approach to a situation and supports excluding the influence of the other Performance element scores that may provide greater understanding and more balanced and appropriate attention or bias. You will feel an urge to act and sense of energy that will drive you toward believing that this is the way things OUGHT to be. Biased This score tends toward less Clarity and a stronger overvalued/positive bias toward the specific element. This view can lock onto one aspect of the performance element and miss the importance of the others. This plot can see some factors very well but may also miss other relevant ones. Unconventional This score indicates that you will seek and tend to focus on an innovative view of this Performance element. This score will understand this Performance element quite well yet, feels compelled to apply that understanding via creative, unique and out of the box implementation when addressing the particular Performance element. Selective This score provides good understanding of the element but with somewhat more unwarranted optimism than the strongest plot point (Dynamic) that follows. The Selective plot is subject to a less balanced overly positive biased/attentive view of some circumstances when dealing with this specific Performance element. This tendency toward the glass being half full can cause one to overlook some cautionary clues along the way. However this is a strong and effective plot for any of the six Performance elements. Dynamic This is the strongest and most balanced score. It melds excellent understanding with the most balanced positive attention/bias. This view is keenly perceptive with good balance and control. This is a powerful strength that will serve the individual very well for this specific Performance element. 8

8 Scoring Legend Under Valuing Focus (+) (-) Suspicious Skeptical Unconventional Reserved Discrete Dynamic Selective Unconventional Biased Perfectionist The UNDERVALUED Performance Elements also become MORE PROBLEMATIC as they move AWAY FROM THE CENTER TOWARD THE LEFT SIDE. The OVERVALUED Performance Elements become MORE PROBLEMATIC as they move AWAY FROM THE CENTER TOWARD THE RIGHT SIDE. The 6 Performance Elements Integrated Strength Score Suspicious This is a DARK VIEW that focuses/dwells almost exclusively on the negative and one that feels this is the only CORRECT view. Things are bad and that s the way it should be. It is the only way it can be. The positive aspects of the factor viewed are very difficult for this plot to see. Skeptical This view is Naturally Skeptical, Cynical and Suspicious toward this interactive factor. This view is somewhat cynical and will be very negative and doubting. This view will tend toward an escalating negative snowball effect that will increase the intense of the negative view if given any evidence that skepticism is called for. Cautious Unconventional This view has a moderate biased and myopic view that one s unique, inventive, and unconventional view is the best view. Typically this plot will be skeptical of traditional points of view. This plot will challenge traditional views and accepted ideas and may tend toward suspicion about rules, traditions, and established protocols. This view has a knack of seeing when things are NOT working. Reserved This view brings good judgment to this category but it is tempered by being very cautious or even skeptical. This hesitancy can create errors by omission rather than commission. Will question their own judgment and may lean toward being skeptical toward the plotted factor. This plot may have a tendency to fall into a habitual negative focus that works against a good understanding of the factor under review. Discreet This view brings EXCELLENT judgment but has a slight tendency to question or doubt that judgment. Will be cautious about relying upon and trusting what they view. Will tend to see what is NOT there vs. what IS there. This plot will have a slight tendency to overtly or covertly see things in their own way. 9

9 Section Two The (6) Six 80:20 Critical Performance Element Matrix Name: Kelly Sample Interpersonal Strength of How you How you How you How you How you Dynamic Factor Your Belief Relate Communicate Get Organize & Plan for Strength in Your with With Things Prioritize Current Future (Clarity & Bias) Core Beliefs Others Others Done Projects Projects Perfectionistic 31b (+) (-) Biased Unconventional Selective Dynamic Discrete Reserved Unconventional Skeptical 32b b b b b b b b Suspicious Please note where you score for each of the elements (indicated by the dot). This integrated measurement includes BOTH how CLEARLY YOU UNDERSTAND each of the elements and the bias/attention (positive overvalued or negative undervalued) that you apply to that understanding. The key to these insights is found in the awareness that you will naturally be attracted to, more comfortable with and tend to perform better in situations and conditions where you can use your strongest performance elements. The strongest and most effective elements are found toward the middle of the matrix (dynamic and discrete plots) while the elements with progressively less understanding and stronger (+/-) bias/attention are found toward the top and bottom of the matrix. 40b Dynamic Discrete Reserved Unconventional Skeptical Suspicious Legend: Understanding & Attention/Bias (+/-)(6) Excellent Understanding & Bias Good Understanding & Some (+/-) Bias Good Understanding with creative, out of the box focus & some (+/-) Bias (+/-) Moderate Understanding & More (+/-) Bias Marginal Understanding & Strong (+/-) Bias Need Help? Dynamic Discrete Selective Unconventional Biased Perfectionist 10

10 The Perfectionist Focus for Your Core Belief System Intensity Your commitment to personal goals and ideals produces drive and persistence but can potentially lead you to put blinders on and become too focused on what you think is right. You can become stubborn about what you must do, turning persistence into insistence that your way is right, regardless of circumstances. You tend to set goals that are challenging but are not rewarding. You tend to feel that you have no choice but to do what you have to do, leading to frustration and anxiety when things do not work out as you expect. (+) (-) Suspicious Skeptical Unconventional Reserved Discrete Dynamic Selective Unconventional Biased Perfectionist The undervalued Performance Elements also become more problematic as they move away from the center toward the LEFT side. The overvalued Performance Elements become more problematic as they move away from the center toward the RIGHT side. The 6 Performance Elements Integrated Strength Score The Effects of this Clarity & Bias Pattern on this Performance Element You tend to feel an unrealistic sense of accountability for the consequences of your decisions. You tend to allow others to become too much of a factor in influencing your decisions. You may shift from excitement about new ideas to a loss of interest and enthusiasm. You tend to be susceptible to the grass is greener on the other side syndrome. Coaching/Mentoring Suggestions for Personal Development For these individuals, commitment to what they believe is right can lead them to stubbornly lock time and energy onto goals that are too high and do not bring satisfaction. Strategies for the Coach to use with this Person Help them examine their current actions to make certain that their plans are realistic and are heading in the direction they want to go and are willing to go. Remind them to keep their options open. Remind them that they tend to set limits and standards that restrict their opportunities for making effective choices. Remind them to be patient and lenient with themselves. Remind them that even though they believe the best is possible, they tend to be too hard on themselves and are too quick to be critical about opportunities. Targets for Improvement Make a list of your goals, desires, and wishes. Set your sights on specific things that you can accomplish. Think carefully about the goals and plans on your priority list. Make certain that you know what will be required of you, and that you are willing to do whatever it takes. Build your strategies and long-range expectations for your development based on goals and activities that you can do immediately and see the results, either good or bad. Take the time to look for opportunities in your current situation. Since you may not always see these opportunities, ask for help in this task from someone you trust.

11 The Reserved Focus for How You Relate To Others This is an effective combination of clarity and bias for this element. You have respect and concern for the worth and individuality of each person; however, this concern will likely be shown discretely and can be couched in critical advice, impatience, and in extreme cases suspicion. You can be too quick to judge others, and to have doubts and have questions about the intentions of others. You tend to spend too much time and energy trying to figure out why things cannot or will not work. Your sense of individualism can cause you to stubbornly insist that your way is right, leading you to overlook the value of other ideas, perspectives, and opinions. (+) (-) Suspicious Skeptical Unconventional Reserved Discrete Dynamic Selective Unconventional Biased Perfectionist The undervalued Performance Elements also become more problematic as they move away from the center toward the LEFT side. The overvalued Performance Elements become more problematic as they move away from the center toward the RIGHT side. The 6 Performance Elements Integrated Strength Score The Effects of Your Score on this 80:20 Performance Element You can be too quick to be critical and advice-giving when dealing with other people. You tend to have difficulty treating everyone the same way. You may have difficulty keeping a positive attitude toward others. You do not always pay attention to the effects of your actions or consider the impact that your actions will have on others. When encountering push back or disagreement, you can respond with a degree of confrontation and/or with an assertive response. Coaching/Mentoring Suggestions for Personal Development These individuals have the ability to size up both the positive potential and the negative character flaws in others. Because they have good clarity that is focused on the flaws/problems rather than the solutions, they tend to listen critically and to respond to others in an advice-giving manner. Strategies for the Coach to use with this Person Remind them to stop for a few moments and listen to what other people are telling them. Remind them to watch out for their tendency to be too quick to judge and criticize others when they do not measure up, that they may miss opportunities by underestimating the interest and intentions of others. Help them to avoid making quick, hasty decisions about others, to rely on common sense to direct their energy and test the reliability of their intuitive feelings. Remind them that others want and deserve the same respect and attention to their needs. Targets for Improvement Develop strategies and techniques for empowering others by giving them the right to think their own way, to do what is important to them and to be responsible for their own actions. Make a checklist of the good points and bad points you see in others. Develop a habit of seeing both good and bad in everyone. One source for reducing stress and tension is by sharing with others your anxiety and allowing them to help you. One way to get help from others is by allowing them to share with you, demonstrating your concern about how they feel. Pay more attention to the effect and consequences of your decisions and actions on others. Spend time and energy developing alternative ways of doing things for those times when expectations do not work out.

12 The Reserved Focus for How You Communicate with Others You are concerned about developing and maintaining clarity and consistency in your conversations. You evaluate what is said searching for constructive alternatives that will clarify your position and define a mutual basis for understanding. The source for your search is a set of preset ideals and standards that serve as your key to definition and meaning, but can also become a block to open communication. Your commitment to your ideas and expectations can lead you to listen for what you expect to hear and overlook or discount the other person s point of view. You stubbornly insist on your way of thinking and will likely be too quick to criticize and judge others when they do not see things as you do. (+) (-) Suspicious Skeptical Unconventional Reserved Discrete Dynamic Selective Unconventional Biased Perfectionist The undervalued Performance Elements also become more problematic as they move away from the center toward the LEFT side. The overvalued Performance Elements become more problematic as they move away from the center toward the RIGHT side. The 6 Performance Elements Integrated Strength Score The Effects of Your Score on this 80:20 Critical Performance Element You tend to be impatient with others. You tend to prejudge what you hear. You tend to be impatient with and critical of opposing viewpoints. You tend to focus on the negative in conversations. You tend to be advice-giving and critical in your response. You tend to talk at, rather than to, others. You tend to become so caught up in making your point that you overlook the viewpoints of others. Coaching/Mentoring Suggestions for Personal Development A key focus for development in these individuals lies in the merger of their ideas and expectations into actions and decisions that will: (1) value others as they are rather than as the individual expects them to be; (2) give others permission to be wrong; (3) develop tolerance for ideas and ways of thinking that are different from the individual s; and (4) develop the patience to allow things to happen in a more natural flow rather than as the individual expects them to happen. Strategies for the Coach to use with this Person Help them examine their ideas and expectations about others. Help them learn to be themselves and allow others to be themselves. Have them develop a checklist to help them utilize phrases and actions that empower others and give them the freedom to be themselves. Targets for Improvement Remember to take the time and have the patience and willingness to listen to others from their perspective before you filter what they say against your expectations. Take the time to identify the biases in your thinking. Take the time to think of ways to listen and respond, to be more open to new viewpoints and to ideas other than your own. Take the time to make your points and arguments without offending others. Learn how to give constructive advice and criticism without being overly critical and advice-giving. Find ways to maintain your competitive edge and your need to do things your way and stay in touch with the needs of others.

13 The Biased Focus for How You Get Results Your commitment to what you believe is right and acceptable can lead you to become rigid and black and white in your thinking. Your stubbornness can lead you to be impatient and intolerant when things do not happen as you expect. You are likely to insist that things have to be done in the right way or not at all. You are susceptible to anxiety and frustration when things do not work out and when others challenge or reject your way of thinking. You tend to set goals that are challenging but are not rewarding. You tend to feel that you have no choice but to do what you have to do, leading to frustration and anxiety when things do not work out as you expect. (+) (-) Suspicious Skeptical Unconventional Reserved Discrete Dynamic Selective Unconventional Biased Perfectionist The undervalued Performance Elements also become more problematic as they move away from the center toward the LEFT side. The overvalued Performance Elements become more problematic as they move away from the center toward the RIGHT side. The 6 Performance Elements Integrated Strength Score The Effects of Your Score on this 80:20 Performance Element You tend to have perfectionistic and dogmatic expectations. You tend to rely on an idealistic sense of time and timing. You tend to be very stubborn about how things ought to be done. Coaching/Mentoring Suggestions for Personal Development Strategies for the Coach to use with this Person Help them examine current actions to make certain that their plans are realistic and head in the direction they want to and are willing to go. Help them take a fresh look at where they are, to step back and ask themselves what they can do to be more positive and optimistic about what they can accomplish. Remind them to be careful to avoid the hype of something new and different. Suggest that when they become interested in taking new steps, to take time to evaluate the good points and bad points, to ask themselves whether they can or are willing to do what it takes to succeed. Help them get started with less than what they expect, to set timetables and standards for measuring success. Targets for Improvement Build short-term goals and plans based on past successes. Think carefully about your timetables for getting things done, about your sense of when times are right to say and do things, and about your expectations and beliefs. Make certain that what you are doing and what you expect are realistic and in touch with what is happening around you. Spend time and energy evaluating ideas and ways of doing things that are different from your own.

14 The Skeptical Focus for How You Organize & Prioritize Your individualistic thinking can lead you to become so caught up with challenging existing ways of thinking and doing things that you do not take the time to think through all of the consequences of decisions and actions. You may either get around or discount rules, authority, codes, and authority and standards. You are likely to feel uncomfortable in rigidly controlled, structured environments and situations. You will underestimate the need for thinking ahead and planning prior to making decisions. You are a reactive problem solver, overlooking the immediate consequences of your decisions. (+) (-) Suspicious Skeptical Unconventional Reserved Discrete Dynamic Selective Unconventional Biased Perfectionist The undervalued Performance Elements also become more problematic as they move away from the center toward the LEFT side. The overvalued Performance Elements become more problematic as they move away from the center toward the RIGHT side. The 6 Performance Elements Integrated Strength Score The Effects of this Clarity & Bias Pattern on this Performance Element You do not always maintain an optimistic belief that things can or will work out. You tend to have difficulty staying on target. You tend to discount the need to do planning. You do not always stay focused on meeting standards and making certain things are done by the book. Coaching/Mentoring Suggestions for Personal Development For these individuals, their individualistic thinking will lead them to do things their own way, to discount accepted ways of doing things, and to have a negative, chip on the shoulder attitude. Strategies for the Coach to use with this Person Remind them to take time to evaluate the consequences of their decisions. Help them make a checklist of those consequences and have them use it to check the progress of their actions and to remember what they need to prepare for. Help them build back-up plans and strategies for those times when things do not work out as they expect. Remind them to seek out advice on their strategies and plans to make certain that they have a clear picture of what is happening. Remind them that their discomfort with accepted ideas and ways of doing things can lead them to spend more time than is necessary looking for novel, new ideas and techniques. Targets for Improvement Find sources for helping you build and maintain positive, optimistic attitudes. Think carefully about your goals and plans and about the things you have to do. Ask yourself whether you are willing to commit the time and energy to do what you expect and what others expect of you. If your answer is no, then spend time finding out what you think is really worth doing. Develop practical techniques for planning that are easy to apply and that have immediate results. Create checkpoints and key signs that you can use to stay in touch with the consequences of your goals and plans.

15 The Skeptical Suspicious Focus for How You Plan the Future Your individualistic thinking can lead you to become so caught up with challenging existing ways of thinking and doing things that you do not take the time to think through all of the consequences of decisions and actions. Your focus is on immediate issues and solving practical problems in a common sense way. Planning is only important to you to increase your ability to get things done. You will likely focus on short-range action-oriented planning, preferring lists and stated goals and objectives that have immediate impact to long range planning and thinking. (+) (-) Suspicious Skeptical Unconventional Reserved Discrete Dynamic Selective Unconventional Biased Perfectionist The undervalued Performance Elements also become more problematic as they move away from the center toward the LEFT side. The overvalued Performance Elements become more problematic as they move away from the center toward the RIGHT side. The 6 Performance Elements Integrated Strength Score The Effects of this Clarity & Bias Pattern on this Interpersonal Factor You tend to put off the details of planning. You tend to discount the need to do planning. You do not always stay focused on meeting standards and making certain things are done right. Coaching/Mentoring Suggestions for Personal Development For these individuals, their individualistic thinking will lead them to do things their own way and can lead to negative, chip on the shoulder attitudes when things do not work out as expected. They are likely to overlook the consequences of decisions. Strategies for the Coach to use with this Person Help them make a priority list of activities that they see as essential for success. Help them evaluate the importance they place on these activities and their willingness to commit their time and energy to them. Have them build their goals and plans around the priorities that they have identified as worth their effort. Remind them to make certain that they do not discount activities that they believe do not give them enough freedom of choice or control. Remind them to take time to evaluate and plan for the consequences of their decisions. Targets for Improvement Keep your planning activities focused on building short-range objectives, tactics, and checklist action plans that will be easier for you to do and that will provide a base for creating long-range goals and strategies. Develop practical techniques for planning that are easy to apply and that have immediate results. Create checkpoints and key signs that you can use to stay in touch with the consequences of your goals and plans.

16 Section Four: Here s a summary of how your (6) Six Critical Performance Elements combine to deliver 80% of your results. You are attentive to what is practical and workable, to what is immediately important, to creating results, and to getting things done. Your strength lies in your ability to readily identify crucial issues, to compare and evaluate alternatives and generate common sense, workable solutions. You are likely to feel an urgency to act which lead you to become extremely 'now' and results oriented. As a result, you will likely focus your energy on crisis problem solving, become a reactive thinker and problem solver overlooking consequences of your decisions. You will likely be impatient with and critical of others when they do not pay attention to your ideas and ways of doing things. You are an individualist and will either actively challenge or overtly or covertly get around existing ways of doing things, especially when you believe that you have a better way of doing things. You will be suspicious of rules and conventions viewing them as guidelines which can be adjusted or changed when necessary. You are also susceptible to a 'chip on the shoulder' attitude when things do not work out as you expect. You focus on evaluating, comparing and measuring others to determine their practical value, what they are good for and how they can help you accomplish your goals and expectations. You are likely to be more comfortable in social, external situations where it is easier for you to rely on your natural practical, common sense ability and control the risk of your involvement. You are also likely to become hesitant or suspicious when you are uncertain of your risk or uncertain of the intentions of others. You can become overly pragmatic and competitive, developing critical, impatient, advice giving, and skeptical attitudes toward others, especially when they do not get things done in a practical, effective manner. You have the ability to readily identify crucial issues, generate practical alternatives and respond with advice and practical, helpful information. You may become too results and advice giving in your conversation, overlooking the personal concerns of others and the effect your response can have on others. You will likely listen selectively, measuring and evaluating what you hear against your experience and common sense. Copyright Axiometrics International

17 The Way Forward The information in your 6 Critical Element report is very valuable. Remember, it was created using the Nobel nominated performance science plus 35 years of validation and translation into these modern business applications. You can trust that the diagnosis is accurate and that the strategies are reliable. If implemented they can assist you to move toward your personal best. The entire focus of this developmental model is not to try and remake or change you* but rather to assist you to become better at being yourself! This 6 Performance Elements cover most human interaction (i.e., how you relate, communicate, get things done, organizing current activities and plan for future ones and how your overall core how things ought to be beliefs influence each of the other Performance elements). This is the new 80:20 rule.- the cumulative influence of the (6) Six Critical Performance Elements are responsible for 80% of your results. Since everyone has strengths and blockers, we strongly suggest you take what you ve learned about yourself and feed your strengths while implementing the identified strategies designed to starve your blockers. No one is good at everything discover where natural abilities can be used to enrich your results and your life. This process will optimize your results by leveraging your strengths rather than your blockers. Need some help? Do you have access to a coach? Do you have access to a mentor? A coach or mentor provides a valuable and effective way to help you stay on track as you seek to use your strengths and avoid your blockers. If you do not have access to a coach, we would be happy to recommend one for you that would be ideally suited for your needs. Call Us: , Hawaii or us: coach@busconcept.com Refresh my memory. We have prepared a full series of short 3.5 minute step by step movies that will help you understand and appreciate the power of this developmental report. You can see a free sample and overview by going to this web address: Please let us know how we can assist you. Sincerely, Zeke Lopez & Greg Smith, Principals The Bus Concept Toll Free: Hawaii: info@busconcept.com 17