Color Code Workbook Series · 2013. 3. 13. · gossips about people. He gets involved in multiple conversations about how people don’t matter and are mistreated around here. Gary

Color Code Workbook Series

REAL LIFE SCENARIOSFROM BUSINESS SETTINGS

Research shows 60-80% of

all difficulties in

organizations stem from

strained relationships

between employees, not

from deficits in individual

employee’s skill or

motivation. Billions of dollars

are wasted annually

because of employee

conflict. Test Yourself is a

compilation of real life

scenarios in a workplace

setting and thought

provoking questions on how

you would resolve the

problems.

TESTYOURSELF

This guide may not be copied, reproduced, dismantled, quoted or presented without the express written approval of the Color Code International. No part of this publication covered by the copyright herein may be reproduced, stored in a retrieval system, or transmitted in any form or by any means (graphically, electronically, or mechanically, including photocopying, recording or taping) without the written permission of the publisher.

No matter how you look at it, all life is about relationships, and business is certainly not exempt. While promoting self-awareness and self-development is the basic goal, the real objective of the Color Code is to achieve the understanding that life is not all about you, rather it is about how you relate with others. In order to master the principles of the Color Code, you must learn how to get outside yourself, improve the way you relate to others, and serve those within the sphere of your influence.

Innovation continues to be essential for businesses to maintain a competitive advantage; however, with the ever-changing workforce it is just as important to keep experienced, high-potential talent on board. Once your company has invested in the cost of recruiting new employees, getting them set-up, gaining the trust of their manager, and training them, if they leave, it could cost your company anywhere from 50 to 150 percent of their annual salary (depending on the position they held). Did you know that in a heathy economy up to 85 percent of people who quit or are fired do so because of relationship problems? Many people are discharged from the workplace because they are misunderstood, when all they really need is to get to an emotional level and discover their driving core motive to make the most of their innate gifts. The average manager spends 19 to 29 percent of his or her time resolving personality conflicts. That’s 9 to 15 work weeks per year! Therefore, understanding people and their innate needs is essential to business success.

The following scenarios will help you to recognize how well you understand both the personalities in your employ and the communication skills you use in your interactions with them. The answers are in the appendix.

Introduction

Copyright 2012 Color Code International. This guide may not be copied, reproduced, dismantled, quoted or presented without the express written approval of Color Code International or the sources contained within.4


Copyright 2012 Color Code International. This guide may not be copied, reproduced, dismantled, quoted or presented without the express written approval of Color Code International or the sources contained within. 5

Test Yourself

Scenario 1. Performance ManagementBrewers Supreme is in the business of supplying beverage services to local businesses. The business health is extremely cyclical—closely tied to the local economy. The more people working, the more beverages are consumed at work free-of-charge. Business has recovered from the terrible recession of 2002–04: the worst period in Brewer’s 30-year history.

Gary Myer, an employee of 15 years, was only laid off for a short time during the recession, but he resented it and hasn’t been the same person since.

Gary is hanging around the accounting office talking with Shirley and Raj. Gary has been kicking up a fuss over job assignments and most anything upper management does. He has been just plain ornery. It sounds like he has a new cause to raise a ruckus about. Apparently, “new” employees have been getting extra overtime work. Gary is trying to “pump” information out of Raj, the payroll person.

To make matters worse, Gary has been going through a rough personal time. He is estranged from his brothers and sisters and keeps only sporadic contact with his parents. He’s been saying lately that his girlfriend of seven years is about to leave him.

His constant need to compare himself to others and other insecurities makes him a difficult person to work with. He is easily sidetracked; doesn’t make decisions, and he gossips about people. He gets involved in multiple conversations about how people don’t matter and are mistreated around here.

Gary has been re-assigned to your area for the next year. A few of your top people expressed concern that he will infect the group. You’ve observed all of the above and don’t want him to be a distraction within your team.

1. What color is Gary?a. Redb. Bluec. Yellowd. White

2. What is the best approach to take with Gary?a. Assure him that his past work ethic and quality of work didn’t go unnoticed and

encourage a repeat performance. b. Don’t hold back. Tell him he is on thin ice and if he becomes a distraction, he’ll

be fired.c. Ignore the problem and hope he is influenced by your top people.

d. Invite him to a party and try to befriend him.



3. What is the worst way to approach Gary?a. Make him feel guiltyb. Take a sensitive approachc. Use emotion rather than logic to explain your feelingsd. Use an authoritarian approach

4. If Gary continues to feel stressed at work, how is he most likely to react?a. Challenge you and your authorityb. Worry about the situationc. Close down and withdrawd. Distract himself with less important issues

5. Why are Gary’s family problems affecting him so deeply (considering his driving core motive)?a. Because he is frustrated with his lack of power to fix the situationsb. Because it causes him deep pain to be without those intimate relationshipsc. Because confrontation takes away from his ultimate goal of having peaced. Because dealing with problems is not fun


Test Yourself

Scenario 2. InterviewingRobert is interviewing for a management position with your employer. The company is a small, office supplies retailer looking to expand its operations. It currently has just less than 100 employees and has aggressive growth plans for the upcoming year. A significant portion of this expected growth will be in business-to-business sales. The company is recruiting for someone to head up its expansion efforts with a focus on corporate sales, and Robert is one of the best candidates interviewed so far.

Robert has spent his entire career in the office supplies industry and is currently employed in a similar role with one of the top three retailers in the country. Today he is having a second interview with two of the company’s vice presidents. While he is very qualified for the position, the vice presidents are concerned that Robert might not be the right personality fit for the role. Robert has all of the experience, technical knowledge, and education required for the position, but his personality leaves the VPs scratching their heads.

Robert is extremely laid-back, talks in a monotone voice, and doesn’t show much emotion or animation as he talks. His previous supervisors and coworkers have provided excellent references on his competence and ability to build sales teams, negotiate with decision makers, and close deals. But as he sits in front of the vice presidents, they don’t see how this personality could possibly have such an impressive sales career. Both vice presidents are sales people themselves and have the confident, outgoing, and aggressive personalities traditionally expected for sales people. Naturally, they expect the person who will be leading their corporate sales team to be a reflection of themselves.

In the discussions that followed the interview, one vice president described Robert as “dead,” and the other wondered if Robert had been a victim of a body snatching. They felt it was a shame since his resume was so strong, but they just couldn’t see Robert as a sales person, much less leading the entire sales team. As you listen to this discussion, you are concerned that a solid candidate will be dismissed simply because he doesn’t fit in as “one of the boys.” You think his verified accomplishments speak for themselves, and at any rate he would only be managing and directing the team, not necessarily making sales calls himself.

1. What color is Robert? a. Red b. Blue c. White d. Yellow



2. What color did the vice presidents most likely have in mind for this job?a. Blue or Yellowb. Yellow or Whitec. White or Redd. Red or Yellow

3. What is most likely Robert’s natural work style?a. Quality-basedb. Authoritativec. Independentd. Energetic

4. If Robert gets the job, what will be his most natural strength as a manager?a. He will be decisive and delegate effectivelyb. He will be very loyal and committed to his teamc. He will be diplomatic and acceptingd. He will be friendly and have high energy

5. If Robert gets the job, what will be his most natural limitations as a manager?a. He will be insensitive and critical of othersb. He will have unreasonable expectations and be controllingc. He will lack direction and seem indifferentd. He will be forgetful and sometimes focused on his own needs


Test Yourself

Scenario 3. InterviewingThe HR Coordinator position has opened in your department. The HRC will handle employee questions related to benefits and routine HR policy, records retention and other administrative duties. A degree in Business with an HR concentration would be a plus, however it is not critical in performing the immediate role. An individual with good interpersonal skills and is trust worthy, is more important. The best HRC’s have been excellent listeners, who connect with people and truly understand the person’s situation. Those who have performed the HRC position, make general exceptions to policies, which are normally accepted, due to their skill set.

You are interviewing Alicia for the HRC position within your department. Alicia has good interpersonal skills. She smiles, uses a positive tone when speaking and seems very sincere in answering all of your questions. Her previous job was in a law office, and performed her duties as an Administrative Assistant very well. You are uncertain of her ability to interpret HR policy and provide guidance. Although, she has been used to dealing with people in the law office, will she be able to handle difficult issues?

1. What is Alicia’s DCM?a. Redb. Blue c. Whited. Yellow

2. What is Alicia’s secondary color?a. Redb. Bluec. Whited. Yellow

3. What is the best way for the interviewer to learn more about Alicia?a. Ask questions that are direct, putting Alicia on the spot?b. Ask questions that are intimidating, making Alicia feel attacked?c. Ask questions that bring out her emotional side, making Alicia feel comfortable? d. Ask questions that are vague, then ignore Alicia’s answers?

4. Which strength of Alicia’s DCM best describes how she would deal with employee issues? a. Nurturing b. Obnoxiousc. Fearfuld. Insensitive



5. What limitation of Alicia’s secondary color would prevent her from dealing with employee issues appropriately? a. Invitingb. Tactlessc. Good-Naturedd. Welcoming


Test Yourself

Scenario 4. Employee ConflictDennis and Martha are coworkers in the same department. Their job duties require them to work closely together, in order to complete assignments on time. They are both relatively new to the company, however Martha has been there one month longer that Dennis.

In recent weeks, they have been arguing increasingly about how the work should be done, and who should do what. They both have experience implementing procedures in similar roles at their previous employers, and are both great workers. Dennis tends to be focused on his tasks, extremely detailed in his work, and follows procedures step-by-step. Martha, on the other hand, tends to procrastinate and is okay with cutting corners to meet deadlines. Martha doesn’t mind pushing an issue, as she wants her way, while Dennis is quick to shut down and avoid escalating the situation.

Their lack of harmony while at work has gotten to the point that it has slowed progress in the entire department. Some in the department have complained to the department head about the disruption, that often times leads to arguments. The department head is productive and focused. She leads with great determination, however she can be detached, as the focus is on the work, not issues the employee’s have. After all the work needs to get done, and there isn’t time for senseless arguments.

The department head has no choice but to corral this situation, as it has been brought to her attention one to many times. She doesn’t understand the core of the issues, and is somewhat lost on what to do next. She does know, however that it has to be addressed.

1. Which DCM with Secondary Color best describes Dennis?a. Blue with White b. Yellow with Redc. Blue with Redd. White with Blue

2. Which DCM with Secondary Color best describes Martha?a. Red with Yellowb. Blue with Redc. Yellow with Red d. Blue with White

3. Which DCM with Secondary Color best describes the Department Head?A. White with RedB. Blue with WhiteC. Blue with RedD. Red with White



4. What is the best approach for the Department Head to take with Dennis?a. Be demanding and criticize him for not getting along with Martha.b. Be carefree about the situation and uncommitted to solving the issue.c. Be thoughtful, patient and listen to his side of the matter. d. Be self-centered and impatient, and place the blame with him.

5. What is the best approach for the Department Head to take with Martha?a. Be insightful and positive, while staying focused on the issue. b. Be deliberate and thoughtful, but keep the mood intense.c. Be selfish and calculating, and place the blame on Martha.d. Be diplomatic and a voice of reason, and keep the mood light.


Test Yourself

Scenario 5. Total RewardsKen is being considered for a management position with your company. The senior managers are very pleased with him and think he would be an ideal fit for the role. He has the specific technical knowledge that they have been unable to find in other candidates, so they are anxious to move the salary negotiating part of the interviewing process along.

Ken is in his early fifties, with a nervous disposition, but pleasant demeanor. He is agreeable, avoids confrontations but tends to be undecided. His personality would definitely be described as introverted. During his initial interview with you, Ken said his salary request was open. As the HR Representative, you know that candidates often say this because they don’t want to price themselves out of consideration for the job. You tell him what the salary range for the position is and he nods as if it is acceptable.

Now at the final stages of the process, you again ask Ken what he’s looking for in terms of base compensation. Ken tells you that he will do some research and get back to you. The next day you receive an email from Ken referring you to a website that has compensation data for people in his profession and he says the amount the company is offering is too low. His email does not specify a salary amount and the compensation data on the website is not current and is based on national averages, not the local marketplace. You promptly reply to his email pointing out these observations and again asking him to specify the salary he’s expecting. Once again he sends an email simply stating that he expects to be paid competitively and the previously-mentioned salary is not sufficient for the scope of responsibilities. You are frustrated with Ken’s vagueness and inability to announce his salary requirements. You are even concerned that his lack of assertiveness might be an indicator that he is not right for the job after all.

1. What color is Ken?a. Redb. Bluec. Yellowd. White

2. The best way to handle Ken’s vagueness is toa. Demand a specific answerb. Be positive and upbeat when asking him for the informationc. Tell Ken he is slowing the progress and causing the senior mangers problemsd. Combine firmness with kindness when interacting with Ken



3. What kind of work atmosphere is Ken likely to create?a. One that is informal, relaxed, and steady.b. One that is highly structured, disciplined, and formal.c. One that is logic-based, tolerant of mistakes, and deadline driven.d. One that is respectful, balanced, and people-oriented.

4. What will Ken likely need to be successful in this management position?a. A clearly defined knowledge of job requirements and expectations with a

boss who can be highly involved in the day-to-day decision making of his department.

b. A loosely structured set of job requirements and expectations that will allow him to work at his own pace.

c. A clearly defined knowledge of job requirements and expectations with the leeway to do things his own way.

d. A loosely structured set of job requirements and expectations with a mentor within the organization he can turn to for coaching and general advice.

5. What might you expect Ken’s work style to be like?a. He will likely understand job challenges and be protective of his employees;

however, he may not be comfortable making important decisions.b. He will likely be excellent from a technical perspective and quickly get into a

methodical routine through which he will produce consistent results; however, he may be unwilling to be completely honest with poor performing employees.

c. He will likely be sound in his reasoning abilities and consistent in finding opportunities to provide company leadership with regular communication updates; however, he may also have the tendency to avoid conflict.

d. He will likely be highly objective in performing his job duties and unwilling to get involved in petty office politics; however, his inability to follow through with important projects and details may become an issue.


Test Yourself

Scenario 6. InterviewingCarol is interviewing for a job with a company she really would like to join. The company is regarded as a good place to work because of its commitment to employee benefits and development programs. Carol is the type of employee who likes to stay with an employer for a long time, she doesn’t believe in job hopping. She was with her last employer for six years and would still be there if the company had not relocated to another state. Carol is a friendly person, with a ready smile; her father was in the military, so growing up she lived in a lot of different places around the world. This has given her an appreciation for people from different backgrounds than hers. Carol knows that she has the experience and skills to do the job, but when she is put in a any uncomfortable situation, she has a tendency to fill voids with stuttering chatter and a nervous giggle.

Scott is the hiring manager with whom Carol is interviewing. Scott is no-nonsense, and has a very stern, straight-faced demeanor. He doesn’t bother to make small talk to open up the interview and put Carol at ease. Carol tries to make little jokes here and there as she answers Scott’s questions. For Scott’s part, he doesn’t care for Carol’s endless chatter and attempts at humor and returns her jovial comments with an icy glare. Carol begins to feel her heart race, starts shifting around in her seat, and to her chagrin, begins chattering.

Even though the position does not require strong verbal communication skills, he finds her chatter and giggling distracting, uncomfortable, and annoying. Carol might have good qualifications, but he does not want her on his team.

1. What color is Carol?a. Redb. Bluec. Yellowd. White

2. What color is Scott?a. Redb. Bluec. Yellowd. White



3. When answering Scott’s questions what approach should Carol take?a. Answer Scott’s questions quickly and conciselyb. Carol should take time to ponder Scott’s questions and expound on the answersc. Carol should be honest. She should explain to Scott that his demeanor is

intimating which the cause for the prattling and once she gets to know him, it will stop.

d. Carol should take the initiative to engage Scott in personal conversation so it will put you both at ease

4. Since finding the best candidate is important to Scott, what could he do to see past Carol’s distractions and focus on her skill set? a. Show patience when it takes time for her to articulate answers to his questions b. Offer praise and appreciation c. During the interview, provide a comfortable, nonthreatening atmosphere d. Joke with her to set her at ease

5. If Carol were to get the job, what would her work relationship with Scott most likely be?a. There would be a power struggle, as each would try to control the other. b. They would both be very loyal: Scott to his relationship with Carol and Carol to

the tasks she is responsible for. c. They would have to overcome the challenges of Scott’s selfishness and Carol’s

self-centeredness. d. They would be respectful of each other’s individuality and give each other the

space they both need.


Test Yourself

Scenario 7. Employee ConflictJessica has been the day assistant-manager at Reverb Clothing Inc. for 2 years. She has missed opportunities for promotion because of her intense personality. She struggles to work with her employees because they just don’t care enough to do their jobs the right way the first time. She resents the inordinate amount of time she spends following behind to ‘fix’ what they have done wrong. She just wants this to be ‘just so’ for the company and their customers. With the passage of time, she has felt the need to be very ‘hands on’ to try and teach her employees how to reach her expectations. This form of micromanaging causes a lot of conflict and unrest among the employees. They feel on edge all through their shifts because Jessica is unpredictable. She sends mixed messages when she tries to connect with her employees with friendly conversation and then turns around and yelling at them for being incompetent. In this atmosphere, most of the employees on her shift have left or requested a transfer to the evening shift.

Jenny is the assistant manager for the evening shift and has been in that position for 6 months. Her employees love her and respect her for her ability to keep things light while getting the job done. She is a lot of fun but is very organized and clear about her expectations. Her enthusiasm is contagious and her team is very loyal, willing to do anything for her. As the conflict with Jessica has escalated, she has done her best to facilitate the transfer of dissatisfied employees to her shift. She has played a critical role in retaining top employees. Her evening shift has an excellent sales record and virtually no turn over or absenteeism.

Natalie is fed up with Jessica’s management style and confronts her. They end up yelling at each other at which point Natalie goes to the store manager, Marie and complains about Jessica. In the follow up meeting with Marie, Jessica is very defensive and accusatory. She explains that her assertive management style is a way to command the respect of her employees and drive them to follow her directions. She also implies that Jenny wants to drive Jessica out of her job and has led the rest of the team to perform poorly. Marie’s response is very neutral. Seeing her lack of sympathy, Jessica walks out of the store in a tirade.

1. What is motive-type is Jessica?a. Redb. Bluec. Whited. Yellow



2. What motive type is Jenny?a. Redb. Bluec. Whited. Yellow

3. Which of the four paths is Jessica operating in?a. Characteredb. Healthyc. Unhealthyd. Dysfunctional

4. Where is Jenny operating at in the Charactering process?a. Charactered and healthyb. Healthy and unhealthyc. Healthy and dysfunctionald. Charactered and unhealthy

5. What would be the best course of action for Marie, the store manager?a. She should dismiss Jessica and promote Jenny to the day shift.b. She should hold Jessica 100% responsible for her behavior as a manager.c. She should coach Jessica on the competency of serving others. d. She should teach Jessica a more effective management method.


Test Yourself

Scenario 8. Going for the PositionJeff Ford has been working for Jensen Enterprises for nearly 20 years in various positions. For the past 6 years, he has held the position of Vice-president of Operations for the main production center in Phoenix, Arizona. He consistently maintains maximum production and his results are always above par. He has his eyes set on a promotion to President of Operations at the main headquarters in Chicago. The promotion offers a significant pay raise and sizeable stock options. The current Director of Operations is retiring at the end of the quarter and Jeff is positioning himself in every way possible to replace him. To that end, he issued an ultimatum to his mid-level managers that they must show improved production numbers this month, even though they are already operating at capacity. He is mandating that they must immediately terminate any employee who is not pulling his or her weight. New employees have to hit their target numbers by the end of the week.

The other prime candidate for the President of Operations is Jason Alexander. He is also VP of Operations in the Delaware Production Center. Due to his remarkable leadership skills, four of the six years he has worked for the company have been spent managing the second largest production facility in the company. He focuses on ways to empower his mid-level managers to rise to their potential. He encourages innovative ways to improve results and solve problems. His employees refer to him as the “gentle giant” but also know that he is not a pushover. His people are fully accountable for their results but he allows them to reach their target goals the way that works best for them. He is a confident, ambitious leader and is determined to secure the position at headquarters. However, it does come at the expense of his personal life nor that of his employees. His production results are stellar and equal to or surpass the results of other plants. Further, he carefully analyzed the current results and projected out what it will take to maintain these results well into the future. Despite the proximity of the new job opening, he continues to move forward without any marked change in the patterns for day-to-day operations in his production center.

The CEO is faced with a big decision at the end of the quarter. Both Jeff and Jason have been selected as final candidates. The interview process will begin in a few weeks but no final decision has been reached.

1. What DCM is Jeff Ford?a. Redb. Bluec. Whited. Yellow



2. What DCM is Jason Alexander?a. Redb. Bluec. Whited. Yellow

3. Which unhealthy Red traits is Jeff manifesting?a. Aggressive and Demandingb. Arrogant and Impatientc. Proactive and Bossyd. Ambitious and Task Dominant

4. Which healthy traits does Jason exhibit? a. Inventive and Centeredb. Patient and Analyticalc. Diplomatic and Objectived. Deliberate and Accepting

5. Which of the 6 Competencies does Jason best represent?a. Value Selfb. Seek Truthc. Focus Commitmentsd. Discover Balance


Test Yourself

Scenario 9. Team DynamicsJulie is a mid-level manager for a non-profit organization dedicated to raise money for girl’s school in India. She has been instrumental in the success of the organization for the 5 years she has been there. She manages the charitable donations team. Their charge is to develop relationships with wealthy individuals and businesses to foster large and ongoing contributions. Julie’s team success is critical to the overall success of the organization. Her team is primarily consists of people who are both extroverted and passionate about their responsibility. As a manager, she encourages group participation and enjoys the positive energy that comes from brainstorming as a group. She creates an environment where all ideas, no matter how extreme or bizarre, are analyzed and pursued. She knows that any idea is worth pursuing if it might be a viable method to reach their team goals and help the school. She encourages thinking outside the box and thrives on energetic banter and an upbeat approach to any issues.

Susan is new to Julie’s team. She came highly recommended from her previous employer where she worked in a similar role. However, in her former work, she worked alone and is unaccustomed to working in a team setting. She thoroughly enjoyed her work and was content alone. She only left because her former manager was domineering and put too much pressure on her. Her former experience and pleasant demeanor make her a great addition to the team.

During the first team meeting, Julie introduces Susan and asks her to tell the team a little bit about herself. In keeping with a team tradition, Susan was further asked to share an embarrassing moment, just to break the ice. Julie notices that Susan looks troubled and uncomfortable. With difficulty, Susan shares a little about herself and stumbles through an embarrassing moment. The team then moves into a team brainstorming session. The group quickly starts sharing ideas as Susan sits quietly by. In an effort to help her feel comfortable, Julie invites Susan to share her thoughts. Susan’s reaction is even more awkward and Julie is concerned that Susan may not be able to work in such an open team environment. Julie is surprised because during her interview Susan was willing to open up. She is now concerned that she made a mistake in hiring Susan.

1. What color is Julie?a. Redb. Bluec. Whited. Yellow



2. What color is Susan?a. Redb. Bluec. Whited. Yellow

3. What leadership style is Julie operating in?a. Democraticb. Affiliativec. Coachingd. Authoritative

3. What should Julie do to reach out to Susan and effectively invite her to participate with the team?a. Continue to push her to the foreground and give her opportunities to speak, as

she will eventually get used to the team climate.b. Allow her space and time to think rather than putting her on the spot in front of

the team.c. Permit her to sit quietly and work independently, as the team isn’t necessarily

dependent on each individual’s input.d. Pull her aside to allow her to express herself privately. Julie will then understand

Susan’s ideas and can comfortably represent them to the team.

4. What will Julie need to understand about Susan to maximize her contributions to the team? a. Susan does not like to be put on the spot and needs time to think before she

respondsb. Susan is stubborn and won’t speak up if she feels pressuredc. Susan does not have any fresh ideas to offer the team or she would speak upd. Susan is very sensitive and is worried that others won’t accept her if she shares a

stupid idea


Test Yourself

Scenario 10. Partnership Ups and DownsRichard and Del are partners at their accounting firm, Smiths & Jones. For nearly 25 years, their business relationship has had its ups and downs to the point that 4 separate time they were on the verger of severing their partnership. All four times the disagreement centered on what direction the firm should take.

Del typically wants to grow the business by bringing in venture capitalists or other partners to expand their business. On the other hand, Richard prefers to grow the business slowly to ensure their stability. Considering their diametrically opposing points of view, discussions of the future of the firm always end up very heated. They have had the conversation so many times, that neither will let the other speak. They simply shout over each other.

Richard gave into Del’s terms once and it was an abysmal failure. They brought in a venture capitalist to open up a second office in a neighboring town and, after one year, they were forced to shut the office down. They were forced to Due to the contractual agreement they were forced to buy out the venture capitalists share and ended up worse off than they were before they started.

Del has recently found a new opportunity. The owner of a local firm is retiring and Del is pushing to buy the firm in the hopes of increasing their market share. Careful analysis reveals the asking price is extremely good and the investment would be secure and profitable with a 85% probability of success.

When Del approaches Richard about the business opportunity, he forcibly tells Richard the business opportunity must be pursued at all costs. The conversation escalates into a heated argument. Due to their previous experience, Richard immediately dismisses Del’s proposal and refuses to discuss it any further. Likewise, Richard has given Del an ultimatum. If Del brings up the business opportunity again, the partnership is over for good.

1. What motive-type is Del?a. Redb. Bluec. Whited. Yellow

2. What motive-type is Richard?a. Redb. Bluec. Whited. Yellow



3. Which step of charactered listening would most benefit the partnership?a. Listen without judgmentb. Reflect back what you hear from the senderc. Set aside uninterrupted time

4. Which of the 4 C’s of charactered communication does Richard exhibit?a. Careb. Candorc. Clarityd. Courage

5. Which of the 4 C’s of charactered communication does Del exhibit?a. Careb. Candorc. Clarityd. Courage


Test Yourself

Scenario 11. Performance ManagementJaynie works as a very successful mid-level manager for a sales organization. She feels most of her success is based on her ability to connect with her employees. Also, she expects from her employees only what she is willing to commit to herself. The two qualities she prizes most are loyalty and high standards of performance. She is exceptionally loyal to her employees and demands the same from them. She also takes some pride in being a perfectionist and expects her employees to appreciate her high standards and follow suit.

Six months ago, a new sales person transferred to Jaynie’s group. Her name is Sandy. Sandy is a very outgoing and charismatic sales person. Simply put, people like her. Her co-workers and customers continually provide positive feedback from their experience with her. However, Sandy struggles with maintaining consistency in her sales results. In a six-month period, she has had results ranging from 150% to 85% to standard. Sandy has the ability to be far above average each month but lacks discipline and can be unfocused in her follow through.

Jaynie struggles to connect with Sandy. What others see as personable, Jaynie sees as uncommitted and boisterous. She is too playful and just doesn’t seem to take her job very seriously. The past month proves Jaynie’s point. Sandy had her worst month yet. She hit only 70% of the sales team’s target goals. Frustrated, Jaynie calls Sandy into the office to discuss possible strategies to improve her results.

Jaynie gets right to the point and starts the discussion with a review of Sandy’s inconsistent results. She tells Sandy all she needs to do is buckle down and get serious about bringing her sales up. She tells her she is letting the whole team down. Crestfallen, Sandy explains that she has difficulty with organization and she struggles to stay on top of the details. Jaynie takes the opportunity to create a daily schedule of things for Sandy to accomplish. Further, Sandy is to check in with Jaynie each evening before she leaves for the day. Jaynie is sure that will help solve Sandy’s problem.

Grudgingly, Sandy agrees to follow the daily schedule and calls Jaynie each evening, but her sales results do not improve. After two weeks, Jaynie meets with Sandy. Sandy blows up and tells Jaynie she is a control freak. Not only that, Sandy knows she is a great salesperson and can get a job elsewhere. Jaynie is shocked by her extreme response to effective time management tools.

1. What color is Jaynie? a. Redb. Bluec. Whited. Yellow



2. What color is Sandy? a. Redb. Bluec. Whited. Yellow

3. What limitations will Jaynie need to overcome to keep Sandy from quitting? a. None. As manager, Jaynie has a responsibility to the rest of her team to help

Sandy improve. Jaynie’s methods have proven effective for her, so they should be effective for Sandy.

b. Self-righteous and judgmental. Jaynie knows that her style is effective and expects everyone else to recognize that fact and achieve team goals the same way she does.

c. Demanding and competitive. Jaynie sees her managerial responsibility to get the most out of her employees. If they don’t maximize performance she looks bad to her peers.

d. Perfectionist and suspicious. Jaynie suspects Sandy wants to slide by on her charm and not invest the work required to reach the team goals.

4. Which of the following limitations will Sandy have to overcome to work more effectively with Jaynie? a. Argumentative and vainb. Irresponsible and unfocusedc. Selfish and arrogantd. Inconsistent and disorganized

5. What about a daily schedule and report is most likely to make Sandy blow up and threaten to quit? a. She is optimistic. Sandy sees that her style works. One low month is averaged

with many high performance months and she will still come out ahead. b. She refuses to be accountable. Sandy doesn’t want to face the facts or be judged

by Jaynie when she doesn’t follow the schedule precisely. c. She needs freedom. Sandy threatened to quit rather than have such a rigid

schedule imposed on her. d. She needs praise. Jaynie’s approach with Sandy was negative and intense. The

daily schedule and report are just reminders of Jaynie’s disapproval.


Test Yourself

Scenario 12. Difficult ConversationRich is a team leader in a mid-size accounting firm. His team specialty is to create and maintain computer programs that help CPAs organize their clientele. Rich is quick to capture the vision of future projects and then works diligently to minimize glitches for the end-user. He leads his employees very effectively and understands that his success is tied to the success of his employees. Under stress, he becomes impatient and bossy. However, he does not spend time worrying. He proactively focuses on the task at hand and takes issues one day at a time.

Mark is one of the five programmers on Rich’s team. Mark’s technical experience, industry expertise and length of tenure far surpass that of any other member of the team. His great technical ability helps him anticipate potential problems as a project progresses toward completion. Despite his position as team expert, Mark prefers to work alone. He does not enjoy banter with co-workers and rarely discusses his personal life. He prefers to put in his time at work and be left alone. Other team members have a difficult time understanding him. Attempts are made to include him in office functions but without success. Jokingly, he is referred to as the office hermit. As time goes by, the jokes become more frequent, and Mark becomes more secluded. He admits that while he has a passion for software development, he feels no desire to work with the other members of the team.

Upper management has rolled out a company-wide initiative designed to help foster leadership development throughout the company. In this plan, each team lead is asked to choose one of their most experienced employees to help with special projects outside of their regular responsibilities. Management makes it clear that those who are not interested in developing their leadership skills through this program are at risk for a potential future layoff, as the company feels the need to invest only in the type of people who can fit into its overall succession plan.

For Rich, Mark is the obvious choice for this initiative. However, he knows that if Mark refuses to participate, he would be at risk in a future company layoff. He understands that he must address this opportunity and the reality of the overall situation with Mark.

1. What is Rich’s driving core motive? a. Powerb. Intimacyc. Peaced. Fun

2. What is Mark’s driving core motive? a. Powerb. Intimacyc. Peaced. Fun



3. What is the best way for Rich to initiate the conversation regarding the new company initiative? a. Have his assistant schedule time for a formal, sit-down conversation to discuss

his future with the company.b. Send Mark an email asking when he is free for a chat regarding a new program

from upper management.c. Call Mark to tell him he is highly valued and that an exciting leadership

opportunity is available.d. Walk over to Mark’s office after lunch to sit down and talk about it face-to-face

on Mark’s turf.

4. Which of the following approaches is the best for Rich to take when he meets with Mark?a. Announce to Mark his plans to recommend him for the new leadership

development initiative. Further explain that it is a great opportunity to advance his career.

b. Tell Mark there is a new leadership development initiative for the company and strongly recommend he participate. Mention that if he does not he runs a risk of losing his job.

c. Tell Mark you are aware of his preference for working alone but you want him to branch out and take more leadership responsibilities. Explain the new leadership development initiative for the company and ask if he is willing to commit.

d. Give Mark an overview of the new leadership development initiative for the company and detail the long-term implications. Ask Mark to consider his interest in the program and return with a decision by the end of the week.

5. What is Rich’s best response if Mark is not interested in leadership development? a. Tell Mark he respects his decision, clarify future implications, and assure Mark

he will protect him against future layoffs, as much as possible. b. Emphatically tell Mark to reconsider the opportunity or it could mean his job is

at risk in a future layoff. c. Point out that Mark should rethink his decision in light of the fact the job market

for programmers is increasingly tight. Mark may want to protect his current position as an integral part of the team.

d. Tell Mark he understands and express his enthusiastic willingness to partner with him during the process by coaching him on his people skills.

Copyright 2012 Color Code International. This guide may not be copied, reproduced, dismantled, quoted or presented without the express written approval of Color Code International or the sources contained within. Appendix 29

Test Yourself

Appendix

Scenario 1. Performance Management1. What color is Gary?

b. Blue

2. What is the best approach to take with Gary?a. Assure him that his past work ethic and quality of work didn’t go unnoticed and

encourage a repeat performance.

3. What is the worst way to approach Gary?a. Make him feel guilty

4. If Gary continues to feel stressed at work, how is he most likely to react?b. Worry about the situation

5. Why are Gary’s family problems affecting him so deeply (considering his driving core motive)?b. Because it causes him deep pain to be without those intimate relationships

Scenario 2. Interviewing1. What color is Robert?

c. White

2. What color did the vice presidents most likely have in mind for this job?d. Red or Yellow

3. What is most likely Robert’s natural work style?c. Independent

4. If Robert gets the job, what will be his most natural strength as a manager?c. He will be diplomatic and accepting

5. If Robert gets the job, what will be his most natural limitations as a manager?c. He will lack direction and seem indifferent

Scenario 3. Interviewing1. What is Alicia’s DCM?

a. Blue

2. What is Alicia’s secondary color?a. Yellow

Copyright 2012 Color Code International. This guide may not be copied, reproduced, dismantled, quoted or presented without the express written approval of Color Code International or the sources contained within.B Appendix


3. What is the best way for the interviewer to learn more about Alicia?a. Ask questions that bring out her emotional side, making Alicia feel comfortable.

4. Which strength of Alicia’s DCM best describes how she would deal with employee issues? a. Nurturing

5. What limitation of Alicia’s secondary color would prevent her from dealing with employee issues appropriately? a. Tactless

Scenario 4. Employee Conflict1. Which DCM with Secondary Color best describes Dennis?

a. Blue with White

2. Which DCM with Secondary Color best describes Martha?c. Yellow with Red

3. Which DCM with Secondary Color best describes the Department Head?D. Red with White

4. What is the best approach for the Department Head to take with Dennis?c. Be thoughtful, patient and listen to his side of the matter.

5. What is the best approach for the Department Head to take with Martha?a. Be insightful and positive, while staying focused on the issue.

Scenario 5. Total Rewards1. What color is Ken?

d. White

2. The best way to handle Ken’s vagueness is tod. Combine firmness with kindness when interacting with Ken

3. What kind of work atmosphere is Ken likely to create?c. One that is logic-based, tolerant of mistakes, and deadline driven.

4. What will Ken likely need to be successful in this management position?d. A loosely structured set of job requirements and expectations with a mentor

within the organization he can turn to for coaching and general advice.

.5. What might you expect Ken’s work style to be like?b. He will likely be excellent from a technical perspective and quickly get into a

methodical routine through which he will produce consistent results; however, he may be unwilling to be completely honest with poor performing employees.


Test Yourself

Scenario 6. Interviewing1. What color is Carol?

b. Blue

2. What color is Scott?a. Red

3. When answering Scott’s questions what approach should Carol take?a. Answer Scott’s questions quickly and concisely

4. Since finding the best candidate is important to Scott, what could he do to see past Carol’s distractions and focus on her skill set?c. During the interview, provide a comfortable, nonthreatening atmosphere

5. If Carol were to get the job, what would her work relationship with Scott most likely be?

a. There would be a power struggle, as each would try to control the other.

Scenario 7. Employee Conflict 1. What is motive-type is Jessica?

b. Blue

2. What motive type is Jenny?d. Yellow

3. Which of the four paths is Jessica operating in?c. Unhealthy

4. Where is Jenny operating at in the Charactering process?a. Charactered and healthy

5. What would be the best course of action for Marie, the store manager?d. She should teach Jessica a more effective management method.

Scenario 8. Going for the Position1. What DCM is Jeff Ford?

a. Red

2. What DCM is Jason Alexander?c. White

3. Which unhealthy Red traits is Jeff manifesting?a. Aggressive and Demanding

Copyright 2012 Color Code International. This guide may not be copied, reproduced, dismantled, quoted or presented without the express written approval of Color Code International or the sources contained within.B Appendix


4. Which healthy traits does Jason exhibit? a. Inventive and Centered

5. Which of the 6 Competencies does Jason best represent?d. Discover Balance

Scenario 9. Team Dynamics1. What color is Julie?

d. Yellow

2. What color is Susan?c. White

3. What leadership style is Julie operating in?a. Democratic

4. What should Julie do to reach out to Susan and effectively invite her to participate with the team?d. Pull her aside to allow her to express herself privately. Julie will then understand

Susan’s ideas and can comfortably represent them to the team.

5. What will Julie need to understand about Susan to maximize her contributions to the team? a. Susan does not like to be put on the spot and needs time to think before she

responds.

Scenario 10. Partnership Ups and Downs1. What motive-type is Del?

a. Red

2. What motive-type is Richard?b. Blue

3. Which step of charactered listening would most benefit the partnership?a. Listen without judgment

4. Which of the 4 C’s of charactered communication does Richard exhibit?d. Courage

5. Which of the 4 C’s of charactered communication does Del exhibit?b. Candor


Test Yourself

Scenario 11. Performance Management1. What color is Jaynie?

b. Blue

2. What color is Sandy? d. Yellow

3. What limitations will Jaynie need to overcome to keep Sandy from quitting? d. Perfectionist and suspicious. Jaynie suspects Sandy wants to slide by on her

charm and not invest the work required to reach the team goals.

4. Which of the following limitations will Sandy have to overcome to work more effectively with Jaynie? d. Inconsistent and disorganized

5. What about a daily schedule and report is most likely to make Sandy blow up and threaten to quit? c. She needs freedom. Sandy threatened to quit rather than have such a rigid

schedule imposed on her.

Scenario 12. Difficult Conversation1. What is Rich’s driving core motive?

a. Power

2. What is Mark’s driving core motive? a. Peace

3. What is the best way for Rich to initiate the conversation regarding the new company initiative? b. Send Mark an email asking when he is free for a chat regarding a new program

from upper management.

4. Which of the following approaches is the best for Rich to take when he meets with Mark?d. Give Mark an overview of the new leadership development initiative for the

company and detail the long-term implications. Ask Mark to consider his interest in the program and return with a decision by the end of the week.

5. What is Rich’s best response if Mark is not interested in leadership development? a. Tell Mark he respects his decision, clarify future implications, and assure Mark

he will protect him against future layoffs, as much as possible.

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Color Code Workbook Series · 2013. 3. 13. · gossips about people. He gets involved in multiple conversations about how people don’t matter and are mistreated around here. Gary