As Others See Me Report - Special Education Resourcesspecialeducationresourceskw.weebly.com/uploads/1/1/2/9/11290204… · The As Others See Me Profile is designed to increase personal

As Others See Me Report

Prepared for:

Test User 317

Raters:

A. Katy

V. Phillip

T. Smith

D. White

S. Wiley

May 22, 2008

TABLE OF CONTENTS

» Introduction 4

» Intent vs. Impact 5

» Your Behavior and How You Give and Get Energy 6

» The Results of Your "As I See Myself" Profile 8

» The Results of Your "As Others See Me" Profile 14

» Your "As Others See Me" Results Graph 15

» Interpreting Your "As Others See Me" Results 16

» Perception of a Controller 19

» Perception of a Stabilizer 20

» Perception of an Analyzer 21

» Perception of a Persuader 22

» Style Flexibility 23

» Increasing Flexibility 24

» Becoming More Flexible 25

» About the Effectiveness Institute 26

Test User 317 - ---- © Copyright 2008, The Effectiveness Institute, Inc. 1-800-805-8654 ---- Page 3Persuader

INTRODUCTION

As Others See Me Profile

Understanding Behavior Styles and working effectively with other people are critical skills toachieve long-term success. A key element in developing these skills is understanding yourimpact on other people. When your intent matches or equals your impact, then you areexperienced by others as being credible. Any differences between your intent and impactcan immediately affect credibility, trust and respect. People respond to you based upon whatthey perceive about your behavior, not on what you think they perceive.

The As Others See Me Profile is designed to increase personal effectiveness and careersuccess by helping you understand:

How others perceive your behaviorThe impact your Behavior Style has on othersHow to be flexible to create win-win outcomes

Successful people demonstrate versatility and know their impact on others. Versatility is theability to demonstrate the appropriate behavior at the appropriate time to meet theappropriate needs of the environment and the people in the environment. If you do not knowyour impact or how others experience you, you reduce your effectiveness and limit your levelof success.


INTENT VS. IMPACT

If you don't know what you don't know... how can you do anything about it?

How others perceive you -- and are affected by you -- is the IMPACT of your behavior.People respond to you based upon what they perceive about your behavior, not on what you

they should perceive. As a result, your impact can be quite different from what youthinkintend or expect.

Any discrepancy between intent and impact usually creates negative consequences. Trustand respect in the relationship or team erode. Individuals trying to understand your behaviorare forced to guess -- and their guesses are seldom positive. ("I guess she doesn't care thatnow we'll have to..." or "I guess looking good is more important to him than...") This guessingcauses doubt in the safety or strength of the relationship. This doubt causes a hesitancywhich directly impacts the level of trust and respect. What is even more potentially damagingis that if you do not know there is a difference between your intent and impact, you will beunaware that there is even a problem.

The solution is to discuss your intent with others and to listen carefully as they describe theimpact of your behavior. Both sides receive information on how to adjust their behavior. Thisprovides a W.O.W.D., . Discussing intent and impact can restore trusta Way Out With Dignityand respect in relationships and teams.


YOUR BEHAVIOR AND HOW YOU GIVE AND GET ENERGY

Each Behavior Style uses energy differently. How an individual uses energy in any givensituation provides a clue of things to do or to avoid doing in order to cause a successfulinteraction.

Above Midline Styles(Controller and Analyzer Styles)

Give energy to TASKaccomplishment.Receive energy from working on orcompleting TASK.

Below Midline Styles(Stabilizer and Persuader Styles)

Give energy to relating with OTHERS.Receive energy from working withOTHERS.

Left of Midline Styles(Analyzer and Stabilizer Styles)

Give energy to IMPLEMENTINGideas and plans.Receive energy fromIMPLEMENTING ideas and plans.

Right of Midline Styles(Controller and Persuader Styles)

Give energy to INITIATING ideas andplans.Receive energy from INITIATINGideas and plans.


YOUR BEHAVIOR AND HOW YOU GIVE AND GET ENERGY

TASK -- Analyzer and Controller (A+C = Energy for Task)

The Analyzer and Controller give energy to TASK accomplishment, and they getenergy back from working on task. Whenever either of these Styles is experiencinglow energy, they go work on something and it picks up their energy level.

OTHERS -- Stabilizer and Persuader (S+P = Energy for Others)

The Stabilizer and Persuader give energy to task, but don't get any energy back.These Styles give energy to relating to OTHERS, and they get energy back fromrelating to others. When either of these Styles is experiencing low energy, they gotalk to somebody and it picks their energy up.

IMPLEMENTING -- Analyzer and Stabilizer (A+S = Energy for Implementing)

The Analyzer and Stabilizer give energy to IMPLEMENTING, and they get theirenergy back from this activity (first we are going to organize our thoughts on paperand then we are going to take it to marketing and distribution, etc.). Making a planwork is energizing.

INITIATING -- Controller and Persuader (C+P = Energy for Initiating)

The Controller and Persuader give and get energy from INITIATING. Listen to theenergy when they brainstorm. "We are going to work on this and at the same time weare starting on that, and two weeks after that, we will..." They can give energy toimplementing, but it drains them to do repetitive tasks or work only on one project.

Everyone uses each of these energies differently depending on the situation. For example:At work, Controllers may focus on Initiating and Task, but at a social event, the focus mayshift to Implementing and Others.


THE RESULTS OF YOUR "AS I SEE MYSELF" PROFILE

This is how you .see yourself

The "CSAP" Bar Graph shows the strength of each behavior pattern relative to others, basedupon the selections you made.

Tally C O N T R O L L E R

C 5 0 1 2 3 4 5 6 7 8 9 10 11 12 14 16 18

Tally S T A B I L I Z E R

S 5 0 1 2 3 4 5 6 7 8 9 10 12 14 16

Tally A N A L Y Z E R

A 4 0 1 2 3 4 5 6 7 8 9 11 13 15

Tally P E R S U A D E R

P 10 0 1 2 3 4 5 6 7 8 9 10 11 13 15 17

^Mid-Line

YOUR STYLE COMBINATIONS

Your Predominant Style is: -Persuader Stabilizer

Style Combinations

When Behavior Styles are combined, strong tendencies emerge. These tendencies form yourBehavior Style pattern.

Only the bar graphs that are right of the midline are considered.

The longest bar graph represents your primary Style ( - ).Persuader Stabilizer


THE RESULTS OF YOUR "AS OTHERS SEE ME" PROFILE

This is how perceives you.A. Katy

The "CSAP" Bar Graph shows the strength of each behavior pattern relative to others, basedupon the selections A. made.


C 4 0 1 2 3 4 5 6 7 8 9 10 11 12 14 16 18


S 9 0 1 2 3 4 5 6 7 8 9 10 12 14 16


A 3 0 1 2 3 4 5 6 7 8 9 11 13 15


P 8 0 1 2 3 4 5 6 7 8 9 10 11 13 15 17

^Mid-Line



This is how perceives you.V. Phillip

The "CSAP" Bar Graph shows the strength of each behavior pattern relative to others, basedupon the selections V. made.


C 5 0 1 2 3 4 5 6 7 8 9 10 11 12 14 16 18


S 10 0 1 2 3 4 5 6 7 8 9 10 12 14 16


A 5 0 1 2 3 4 5 6 7 8 9 11 13 15


P 4 0 1 2 3 4 5 6 7 8 9 10 11 13 15 17

^Mid-Line



This is how perceives you.T. Smith

The "CSAP" Bar Graph shows the strength of each behavior pattern relative to others, basedupon the selections T. made.


C 4 0 1 2 3 4 5 6 7 8 9 10 11 12 14 16 18


S 8 0 1 2 3 4 5 6 7 8 9 10 12 14 16


A 4 0 1 2 3 4 5 6 7 8 9 11 13 15


P 8 0 1 2 3 4 5 6 7 8 9 10 11 13 15 17

^Mid-Line



This is how perceives you.D. White

The "CSAP" Bar Graph shows the strength of each behavior pattern relative to others, basedupon the selections D. made.


C 5 0 1 2 3 4 5 6 7 8 9 10 11 12 14 16 18


S 8 0 1 2 3 4 5 6 7 8 9 10 12 14 16


A 3 0 1 2 3 4 5 6 7 8 9 11 13 15


P 8 0 1 2 3 4 5 6 7 8 9 10 11 13 15 17

^Mid-Line



This is how perceives you.S. Wiley

The "CSAP" Bar Graph shows the strength of each behavior pattern relative to others, basedupon the selections S. made.


C 10 0 1 2 3 4 5 6 7 8 9 10 11 12 14 16 18


S 3 0 1 2 3 4 5 6 7 8 9 10 12 14 16


A 7 0 1 2 3 4 5 6 7 8 9 11 13 15


P 4 0 1 2 3 4 5 6 7 8 9 10 11 13 15 17

^Mid-Line



This is the average score for how perceive you.all of your observers

The "CSAP" Bar Graph shows the strength of each behavior pattern relative to others, basedupon the selections S. made.


C 6 0 1 2 3 4 5 6 7 8 9 10 11 12 14 16 18


S 8 0 1 2 3 4 5 6 7 8 9 10 12 14 16


A 4 0 1 2 3 4 5 6 7 8 9 11 13 15


P 6 0 1 2 3 4 5 6 7 8 9 10 11 13 15 17

^Mid-Line


YOUR "AS OTHERS SEE ME" RESULTS

The following Energy Graph represents a summary of the results from all of the observersyou invited to complete the As Others See Me Profile. The represents the averageblue lineof all the responses from the observers. The represents how you see yourself. It is ared linevisual comparison of how others and you view your use of energy.

A + CTASK

10SCORE

S + AIMPLEMENT

12 SCORE

C + PINITIATE

12 SCORE

P + SOTHERS

14SCORE

The average score from your raters shows that you are viewed as style. Thus,Persuaderyou get and give most energy to , and by focusing on Initiating Others.


INTERPRETING YOUR "AS OTHERS SEE ME" RESULTS

You can see by looking at your results on page 14 that there may be a contrast betweenyour self-assessment and the aggregate of your observers' assessments. For a moredetailed look at the differences and similarities, compare your bar graph on page 8 to yourobservers' bar graphs on page 9 and following. How much difference is there between howyou perceive yourself and how they perceive you?

Whether the observer's feedback is from your own, consider why thatdifferent OR similarmight be so. Some questions to ponder:

If an observer is a particular Style, and they observed you as that same Style,then you can ask the following questions:

Are you flexing your Style to match theirs? If so, that is an emotionallyintelligent way to behave. When you adopt behaviors of another's Style, yourcommunications are more likely to be understood and accepted, and yourrelationship is more apt to be a positive one.In what situations does an observer interact with you? Do thecircumstances where you are interacting with one another require behaviorsthat are different from your preferred Style? If so, and you are changing yourbehaviors because the circumstances demand it, then that is an emotionallyintelligent way to behave. You are demonstrating versatility.

Do most or all of the observers perceive you differently than you perceiveyourself?

If this is the case, then one or two variables are involved:

Your awareness of yourself may be lacking and the impact you believe youare having on others is different from what others are experiencing from you.This will negatively affect others' perceptions of you, as your intent is notaligned with your impact.All of the observers are experiencing you when you are in a flexed or versatilestate. For example, due to the nature of your job, you may be required tobehave in a way contrary to your preferred pattern of behavior. For instance,in a meeting with a customer or supervisor, you may behave and beperceived differently than in a meeting with a colleague or family member.

It's important to consider the impact you are having and whether it is appropriate andwhat you want. The higher your self-awareness or the more you understand yourown preferred behavior patterns, the easier it is to adjust your behaviors whenappropriate.


INTERPRETING YOUR "AS OTHERS SEE ME" RESULTS -- 2

Does the observer see you primarily in situations where using the energies ofyour own preferred Behavior Style are most appropriate?

If you are in a job or a personal situation where what you do is closely matched to thestrengths and energies of your particular Behavior Style, then you may spend most ofyour time appropriately in your own Behavior Style.

Does the observer interact with you in many different circumstances -- forexample, work, home, socially, in a leadership role, a team member role, aparent role?

Since they have seen you adjust your behaviors for different audiences andcircumstances, did they then choose the behaviors that seemed most natural foryou? If so, then that is a very astute observer who knows you quite well.

Does the observer know your preferred Behavior Style? Were they influencedby that knowledge when they answered the Profile?

It is possible that the observer, knowing how you already assessed yourself, wasswayed by that knowledge and unconsciously picked the words that reinforced your

results.As I See Myself Profile

In all cases, it is important to initiate a conversation with your observers and ask questions toprovide you with specific feedback about your impact. The focus is simple: are yourbehaviors appropriate for the circumstances and the audience?

If your goal is to improve your relationships, your levels of influence and your communicationskills, then getting specific and practical feedback from others is required. Ask questions withthe goal of finding two or three behaviors you can change. Sample questions you might askyour observers are:

Is my communication style with you (or the team) effective? Am I viewed as credible?Do I have influence?Do I appear authentic? Do my behaviors and what I say match?What suggestions do you have about what I say or do that would improve mycommunications with you (or the team)?Do you think it would help if I . . . ? (Suggest your own behavior changes, based oninformation about how other Styles behave.)


INTERPRETING YOUR "AS OTHERS SEE ME" RESULTS -- 3

When you receive feedback, probe to clarify the information for understanding. Do notimmediately respond to the feedback to explain why you did or did not do something. Theimpact will be negative as it comes across as defensive and it will reduce your chance toimprove communication. After your conversation with your observer, thank them and focuson a plan to improve your versatility and flexibility.

Goal 1:

Goal 2:

Goal 3:

Knowing and understanding your impact on others and making decisions to be appropriate tosituations and styles increases the probability of your professional and personal success.Congratulations!


PERCEPTION OF A CONTROLLER

CONTROLLER . . . A results-oriented person who focuses on initiating tasks. Separatesfacts and feelings as they push forward to achieve results. Sees conflict or tension as a toolto initiate action in others.

Your CONTROLLER Style as perceived by:

A Controller "Give Controllers a task with minimal instructions and get out of their way-- they will get it done. However, if their goals or strategies are differentthan yours, they continually challenge or confront until you change . . . orthey just do what they want to do regardless of your input."

A Stabilizer "I admire the Controller's ability to work hard, move fast and get the jobdone. They are good at determining what everyone needs to do to help.However, they do not appear to care about people or their feelings.Controllers are hard to argue with because they will not listen to others'points of view once they make up their minds."

An Analyzer "Controllers maximize time and accomplish a lot, and they are great atisolating key issues when several things are in conflict. However, they donot take enough time, and move so fast that they always have to go backand 'fix' their decisions. They do not get enough data or market research."

A Persuader "I appreciate that Controllers will challenge authority and are not afraid totell people what they think. I like that they move quickly through tasks.However, Controllers can be very bossy and controlling and are sostubborn that it is not easy to talk them into or out of anything."


PERCEPTION OF A STABILIZER

STABILIZER . . . A relationship focused person who strives for harmony. A cooperative, loyalteam member who works best in an environment where there is security and guarantees.Decides cautiously but once word is given, it will not be broken.

Your STABILIZER Style as perceived by:

A Controller "Stabilizers always seem to know 'what's going on' with people andalways do what they say they will do. However, they are not good underpressure. They seem to give in rather than fight for what they believe in."

A Stabilizer "Stabilizers are gentle people who really care about others. They almostalways put others before themselves. However, Stabilizers avoid conflictso much that they normally do not tell others when they have been hurt orviolated."

An Analyzer "Stabilizers are friendly and easy to work with, they make people feelcomfortable. Sometimes they spend too much time developingrelationships. They try to 'sit on both sides of the fence' indecision-making."

A Persuader "Stabilizers are good listeners and care about people. They do nice thingsjust to make people feel good about themselves. I think they worry toomuch about hurting other people's feelings and try to protect people fromthe consequences of their actions."


PERCEPTION OF AN ANALYZER

ANALYZER . . . A systems oriented person who strives for quality, accuracy and perfection.Uses facts, data and historical perspective to be in integrity in word and action. Work tendsto be thorough, complete and comprehensive in order to get it right.

Your ANALYZER Style as perceived by:

A Controller "I appreciate that what Analyzers tell you will be accurate and can besubstantiated with backup materials if you need to see them. However,they take too long and need too much data to make a decision. Analyzersdo not see the big picture--they micro manage."

A Stabilizer "It is great that Analyzers gather information and data, use process andstick to a task until it is done. However, they do not take enough time forrelationship building. They seem to want things too perfect and alwayswant to follow the rules."

An Analyzer "Analyzers are consistent and predictable. You know their work is factualand based upon a logical approach. However, when frustrated they canbecome obsessive and when emotions enter in, they overreact."

A Persuader "The Analyzers are very thorough and meticulous, so their work isorganized and looks good. However, they seem to always want to be'right' and have a narrow point of view. Analyzers are too quiet, you neverknow what they think or feel."


PERCEPTION OF A PERSUADER

PERSUADER . . . A positive, optimistic person who influences others with enthusiasm,passion and verbal skills. Tends to trust others without data to substantiate his or hertrustworthiness. Very flexible and easy to work with but gets feelings hurt easily when left outor ignored.

Your PERSUADER Style as perceived by:

A Controller "I appreciate the Persuader's ability to generate enthusiasm and that theyare able to see the 'big picture.' However, Persuaders waste time talkingand they make promises that they do not always keep."

A Stabilizer "I admire that Persuaders are never at a loss for words and arecomfortable in group situations. However, they talk too much. Persuadersseem to be scattered or unfocused--they do not gather enough data andare too impulsive."

An Analyzer "Persuaders are fun to be around, they bring a high level of energy.However, they always seem to want the spotlight and focus of attention.Persuaders often 'embellish' the truth in order to get what they want or toadd excitement."

A Persuader "Persuaders are high energy and really tend to be positive. They willshare anything. However, they can be very needy and dominate 'airtime.'They always tell stories about themselves and want to get the last wordin."


1.

2.

STYLE FLEXIBILITY

As you begin to understand your intent versus your impact, and get to know the keystrengths and needs of your own style as well as others, you can develop the skill of styleflexibility.

Flexibility

The word flexibility refers to the ability and willingness to recognize and meet anotherindividual's Behavior Style needs as well as satisfy your personal Style needs. Being flexiblemeans to situationally, purposefully and temporarily modify your behavior on one or bothDimensions of behavior to accommodate the needs of another individual and create awin-win.

This temporary modification of behavior is a valuable skill in both work and personalrelationships. This ability to "stretch" results in increased credibility. Credibility is the measureof flexibility in a relationship. You will know that you are increasing your personal flexibilityskills when two things happen:

You experience a higher level of tolerance for an individual of a different BehaviorStyle; he or she is more credible in your perception.You are perceived as credible by individuals who use different Behavior Styles.

Credibility and Balance

Balance is the key. Individuals who are highly flexible tend to be perceived as inconsistent ornot believable. Individuals who are inflexible tend to be perceived as rigid in their patterns ofthinking or slow to adapt to change. The ideal is to balance your natural behavior tendencieswith selected flexibility behaviors. This balance is essential to productive relationships.

Critical Points to Remember

Flexibility does not require a change of who you are or the way you are. It doesrequire a temporary change of what you do and how you do it.No Behavior Style is more or less flexible than any other Behavior Style.


INCREASING FLEXIBILITY

The importance of flexibility cannot be overemphasized. This conscious choice to adjust yourbehavior or actions does not compromise your integrity or make you manipulative. It is out ofrespect for:

the other Behavior Style,the value of the relationship, andthe importance of the project or task.

This respect causes a willingness to be flexible because there is a bigger "win" for everyoneinvolved.

At a time of lower stress, discuss with individuals of different Styles how each of you cansupport each other when under stress.

If you desire to increase personal flexibility, the following must be true for you:

You how others see you.want to understandYou being more effective with others.valueYou are to obtain a realistic picture of your impact to improve yourwillingeffectiveness.You you are aware and pick up behavior cues.pay attention;You to learn how to adjust appropriately to each situation.allow adequate time

If these are not true, or if you are not working to make them true, your chances of beingperceived as flexible are significantly reduced.


1. 2. 3. 4. 5. 6. 7.

1.

2.

3. 4. 5. 6.

7.

1.

2.

3. 4. 5. 6. 7.

1. 2. 3. 4. 5. 6. 7.

BECOMING MORE FLEXIBLE

To be perceived as more flexible with Analyzers & Controllers:

Focus on increasing Controlled behavior

Focus on taskSpend less time socializingDelegate more and help lessLimit confidencesMaintain appropriate distanceLimit expression of feelingsLearn to work alone

To be perceived as more flexible with Stabilizers & Persuaders:

Focus on increasing Responsivebehavior

Admit and express your ownfeelingsAccept others' feelings aslegitimateTake time to socializeAvoid withdrawingBalance logic with spontaneityCommunicate more, verbally andnonverballyRelate job goals to personal goals

To be perceived as more flexible with Analyzers & Stabilizers:

Focus on increasing Process behavior

Recognize and validate theperceptions of othersAsk questions rather than makestatementsPay attention to detailsListen more and talk lessGet closurePause and reflectSpeak softer and slower

To be perceived as more flexible with Controllers & Persuaders:

Focus on increasing Expediencebehavior

Be willing to disagree more oftenAct rather than reactBuild on ideasManage conflictCreate optionsInitiate changeShare your thinking


ABOUT THE EFFECTIVENESS INSTITUTE

About UsFounded in 1980, the Effectiveness Institute is a team of training and consultingprofessionals who are experts in the areas of communication, influence and teamperformance. Our purpose is to create breakthroughs in the way individuals, teams andorganizations perform - to build and sustain high performance cultures within our clientorganizations.

Our PhilosophyAll enterprises rise or fall on the ability of diverse individuals to work together. They mustgive and receive feedback, resolve conflict, promote ideas, be loyal, motivate others anddeal with their emotions and the emotions of others. When these individuals are committedto a common purpose -- and treat each other with trust and respect -- performance ismaximized. Traditionally, these concepts have been described as "soft skills." We call them"people skills." At the Effectiveness Institute, we believe that they are the critical successfactors for managers and employees at all levels of every organization.

Our MethodsThe Effectiveness Institute provides organizations with proven models and techniques forcreating high performance teams. We help clients discover how to leverage trust, respectand commitment to increase productivity and employee satisfaction.

"I highly recommend the Effectiveness Institute to any organization that is committed toinvesting in designing and delivering a business plan that achieves results through people."- Pam Harkins, Vice President of Human Resources, Starbucks Coffee Company

TRAINING

Our training workshops focus on the key pressure points of most organizations:communication, teamwork, resolving conflict, leadership, managing change, customerservice and selling skills. We provide only time-tested proven material. Every workshopbuilds awareness, achieves participant "buy-in" and develops real-world skills. While theoutcomes will vary by client needs and workshop content -- no one leaves unchanged.

CUSTOMIZATION: The Effectiveness Institute's training is applicable to virtually allorganizations and industries. We frequently customize our materials, modules or entireworkshops for specific organizational challenges, initiatives, industry terms or themes.

WHO DOES THE TRAINING? Training can be delivered by Institute consultants, or you canbecome certified in many of our workshops to deliver them within your organization.

more . . .


CONSULTING

The stated purpose of the Effectiveness Institute is to create breakthroughs. We accomplishthis through training and "process consulting." This means we don't just supplyone-size-fits-all answers. Instead we create a process where -- together -- the Institute andthe client uncover the critical success factors for that organization. Only then do we proposeand implement solutions.

This is important because most organizations know what they currently WANT (higherprofits, growth, less turnover, better service, increased productivity, lower costs) but notnecessarily what they currently NEED (clearer purpose, people focus, more teamwork,stronger executive relationships).

"Organization culture influences economic performance -- for better or for worse."- John Kotter and James Heskett

HOW IS THE PROCESS STRUCTURED? Process consulting "looks" like many things:interviews, training, surveys, facilitating, team building and coaching. Each has a differentpurpose and results in a different outcome. What makes it a true process is the mix andorder of these activities. The Effectiveness Institute creates a unique combination thatfocuses on the most critical issues facing a client organization. A momentum is achieved thatultimately creates a new corporate culture.

WHY IS CULTURE IMPORTANT? In an organization, performance is about what gets doneand what is left undone. This is exactly what culture does. It drives the behavior of people. Itdrives their priorities. It controls what is valued, what is rewarded and who is promoted. Acorporate culture determines not only how things are done but what people believe is evenpossible in their organization. Therefore, to truly improve performance--and sustain it--theculture itself must change.

WHERE DOES CULTURE CHANGE START? In our process consulting, we focus on theleaders. They may be executives, directors, managers or long-standing employees.Regardless, an organization or work group's culture is formed by its leaders. It is their beliefsand values expressed through actions that serve as a basis for culture. Actions andbehaviors repeated over time become patterns and filter throughout an organization toestablish the culture.


Documents

As Others See Me Report - Special Education Resourcesspecialeducationresourceskw.weebly.com/uploads/1/1/2/9/11290204… · The As Others See Me Profile is designed to increase personal