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PROFILES OF LEADERSHIPby J. Scott Burd

LOVE

HARMONY

WILL

ACTIVE

IDEALISTIC

ORGANIZER

SCIENTIFIC

Profiles of Leadership iii

Profiles of Leadership

by: J. Scott BurdStrategy, Leadership & Cultural Change

Copyright © 1999, 2006

Profiles of Leadership i

ACKNOWLEDGMENT

The Author wishes to acknowledge the following people:

Dr. John Cullen (now deceased) who introduced me to self-actualization and to the concepts of the Psychosynthesis profiles.

Dr. Lane Holt for the development of the personality diagnostic. If you use the diagnostic, please acknowledge Drs. Holt and Cullen.

Profiles of Leadership 3

Table of Contents

Introduction........................................................................................................1What is Leadership?..........................................................................................2Why study Leadership?.....................................................................................2The Seven Leadership Types............................................................................4The Leadership Types Diagnostic.....................................................................4Interpretation......................................................................................................4Awareness Levels of the Types.........................................................................5What You Can Expect........................................................................................6Getting to the Higher Levels..............................................................................7How to Use this Manual.....................................................................................8An Overview of the Seven Leadership Types....................................................9High School or College Activities Associated with Each Type...........................9Leadership Styles Associated with Each Type..................................................10Jobs Associated with Each Type.......................................................................10Management Styles Associated with Each Type...............................................11Teaching Styles Associated with Each Type.....................................................11Buying/Selling Styles Associated with Each Type..............................................12Low Level Behaviors..........................................................................................12Combinations.....................................................................................................13The First Type

Will...........................................................................................................15The Second Type

Love.........................................................................................................23The Third Type

Active/Creative........................................................................................33The Fourth Type

Harmony/Conflict.....................................................................................39The Fifth Type

Scientific..................................................................................................43The Sixth Type

Idealistic..................................................................................................47The Seventh Type

Organizer.................................................................................................55Next Steps..........................................................................................................61Bibliography.......................................................................................................63Appendix............................................................................................................65

4 Profiles of Leadership


Introduction

Mention the word "leadership" and the vast majority of folks will think of Gandhi or Churchill or Iacocca. In doing so, they raise the concept to a level where it seems relevant only to a handful of people at most. Leadership, with a small "l" is of incredible importance in today's world. Its cumulative effect often makes the difference between dreadfully stifling, unresponsive bureaucracies and lively adaptive, organizations.

Needless to say, it would help greatly if we could get more people to think of leadership in the small "l" sense, and not just in the larger-than-life Capital "L" sense. That would force a re-evaluation of the current practices shaping the careers of large numbers of people inside firms.

LeadershipJohn Kotter - Harvard Business School

There is no question that modern organizations, companies, governments, and nations are desperate for Leaders and Leadership. It seems as though people just wait around for someone to emerge.

I have been involved with organizational change dynamics for over 20 years and I could not find a Leadership system that was sophisticated and comprehensive enough for everyone, so I created my own. This book is the culmination of about 25,000 or research, experience, education and observation. It is only the start. I tell people that once they've gone through my 3-day workshop, they are just out of kindergarten in learning how to be a leader.

Many people will tell you that Leaders are born and not made. And many people will tell you that they can't change their personality or behavior, because that's the way they are. This book is designed to enable you to become a leader and to change your attitudes, beliefs, awareness, etc.

This new Leadership model is called Psychosynthesis Leadership ™ and is based on the psychology of Psychosynthesis, a means for fostering the self-actualization process. It deals with self-esteem, self-awareness, self-responsibility and accountability, and self-acceptance.

Although reading this book will give you new ideas and thoughts, it is best used in conjunction with the three-day workshop.



What is Leadership?

There are many definitions to Leadership. It is not the intent to suggest any one definition. It is anticipated that you will be able to create your own meaning and definition once you read this book.

Leaders know when they are leaders and a true leader knows that he or she is constantly growing and actualizing. Here is a simple check to determine your leadership competence:

If you were not in your present position, would people still respect you?If you did not have a title, would people still follow you?If you made a mistake in your implementation of goals, would people still trust you?If you told your people to go to Hades, would they look forward to the trip?

The role of a leader is to maximize the relationship between yourself and another person. It means building trust, respect, friendship, harmony, rapport, etc. If there is a deterioration in a relationship, we need to first examine ourselves and say "What can I do to restore this relationship?"

In this book, we will explore your values and definitions of a leader. Because the sheer number and differences of values and qualities can become overwhelming, we sort them into seven distinct leadership types. From there, you will be given application exercises, designed for both practicality and experience, to enable you to see how each Leadership Type functions.

Why study Leadership?

We study the Leadership styles in order to gain a better understanding of who we are and how we view the world. It's been said that our external world is a reflection of our internal world. Put a different way, we can never become a leader of other people until we become a leader of ourselves. This book will put you on this path:

Understand self - the most difficult and most over-looked study by humans. It seems as though we never take enough time for ourselves. This book gives you ideas and exercises that helps you look at yourself first and use in direct application at work or in your home life.

Understand others - through an understanding of the leadership styles, we can gain a perspective of how other people think, work and operate. We do not want to judge, demean, nor lower others. It is our role to present the information, create the environment for growth, and educate others in your experience and process.

Evolve in own type - recognizing our strengths (the top 3 scores on the diagnostic) will show us our leadership style. The natural progression will be to gain even more strength in that particular area. We do not want to sacrifice this strength, because this is what has made you a success to this point in your life. Evolving in a type requires continual awareness and introspection.

Aspiration - this is a two step process. We become more aware of the higher levels in our own type and continually work and develop them. The second phase is to aspire to the higher qualities of the other types (your lower scores and areas of growth opportunity). See the topic "Getting to the Higher Levels" below. This is the mark of a highly evolved person.

Becoming another type - indicative of a very highly evolved person. This is the ability to shift your whole being and experience all facets that a particular type can. This is not just adapting to a situation (Situational Leadership), but changing your entire perspective. There are not many people who have this ability.


For a better understanding of ourselves, there are five steps that we go through. These are iterative and constantly shifting and changing.

Awareness - becoming aware of other styles, our own style and what's available to us is a key first step. Without awareness, we struggle with who we are and what we are capable of. This is a difficult step for a lot of people. Even people who are "successes" may not have an awareness of self.

Acceptance - being one type or another or being at one level of a type is not bad. It just is - that's who we are. We recognize that and also recognize that we can change - if we desire to.

Control and Mastery - as we progress, we will adopt new skills and strengths. We start to understand the world differently and then gain control over a particular skill. When we have achieved mastery, it becomes natural for us and we do not even have to think about how to perform or act. The control phase is where typical leadership programs leave you (adapt to the situation).

Harmonization - evolving people report that they have a blending of several leadership styles and that it works for more situations (times of stress as well as times of calm) than just adapting to the situation. With harmonization, we take the best aspects of the various types and blend them. For example, one blending (and one of the most difficult) is the relationship between Will and Love.

Synthesis - again the mark of a truly evolved leader. The highest attributes of the types are combined and a new leadership style emerges. There are not many people who operate at this level.


The Seven Leadership Types

The originator of the concept behind the seven personality types (Will, Love, Active/Creative, Harmony/Conflict, Scientific, Idealistic, Organizer) was Dr. Roberto Assagioli of Florence, Italy, a psychiatrist and contemporary of Dr. Sigmund Freud. Dr. Assagioli, in his numerous books and articles, wrote of seven psychological types, which are only recently becoming popular for the business community. Dr. John Cullen of California Lutheran University, and several contemporaries synthesized the value of these psychological types into a managerial and organizational context.

Extensive research and application of the types to various industries was conducted over a period of seven years (from 1987-present) by J. Scott Burd of Strategy, Leadership & Cultural change. Further analysis and feedback refined the ideas into the subject of leadership for organizational change and continuous improvement.

The Leadership Types Diagnostic

The diagnostic used for evaluation has evolved over a period of several years and perceives the seven types at the personality level. The original concept of the types diagnostic was the topic of a Ph.D. dissertation involving the construction of a psychological test that could be used in business applications. This test was first used with over 150 MBA students at California Lutheran University in Thousand Oaks, California.

The diagnostic contains 84 items -- 12 rows of 7 items -- that represent a descriptive quality of each leadership style type. The participant ranks these qualities in the order that they characterize his or her individual personality. A rank of 7 would indicate the top priority to a specific quality in that row, and a rank of 1 would indicate the lowest priority. Cumulative scores are obtained for each of seven leadership types.

Interpretation

The scores obtained through the diagnostic are rank ordered; therefore, the individual scores are interpreted as relative rather than absolute. This means that we express our own personality in a certain way depending on where our strengths lie. The higher score simply means that we operate and function according to the qualities of that particular personality type.

It is important to note that we all have varying degrees of each type. The personality is a "blend" of the seven types and one type is not better than another. Each type has its own strengths and weaknesses and each type has its own limitations for further growth. Experience has shown that all types are present in every person, though some may be buried deep in the subconscious.

We do not want to stereotype people by using this Leadership Types Diagnostic (or any other method of categorization). It is not the intent of this study to "box" people by their psychological type. The results of this diagnostic, and the recognition of the types, are to be used only as a tool.

We study the seven types from a personal perspective. If you get to know who you are and how you operate, you will have a better understanding of others personalities. As you become more familiar with your own characteristics, you will begin to see dominant traits in others and you will know how they react to various situations. You will then be able to establish better relationships with them.


Awareness Levels of the Types

To make this study meaningful, we analyze the types according to levels of awareness that every human being has. These are the ways that people function on a day-to-day basis. As we progress from the lower to the higher, we gain more awareness of the world around us and a deeper sense of who we are. The higher levels of awareness control the lower and require deeper and deeper understanding and introspection.

There is a progression from a "me" orientation at lower levels to a task orientation, then to a people centered aspect and then, at the self-actualization level to a higher purpose. People of all types at the lower levels are more resistant to change, whereas, evolved people are more flexible. Lower levels also tend to be energy draining, whereas, the upper levels are energy enhancing.

The levels that we use are the one's in which we have the most control over: physical, emotional, mental, personality and self-actualization. These are similar to Maslow's hierarchy of needs; as we progress in development, the needs and the satisfaction of these needs get more abstract and harder to define.

The various levels in which we operate are dynamic - we flow up and down according to the situation and our ability to control our own personality. Working at lower levels consumes more of our energy; therefore it is our goal to work at the higher levels as much as possible. Progressing in evolution enables one to operate from a creative and "pro-active" posture rather than reactionary. This material was written to present methods for attaining these higher levels.

Refer to the matrix at the back of this book. It shows a summary of the seven leadership styles versus the awareness levels. This matrix is not to be taken as the rule, rather, continuous self-analysis and introspection will give you a perspective of how you lead and serve. Again, the intent is not to classify ourselves or others. This is a growth oriented method and the matrix is to give you a reference point.

The Unevolved Level

At the lowest or unevolved level is a person who is not aware of his surroundings and only reacts to stimulation. The best example of an unevolved person is the caveman. He has no control over how he works in the world. We do not find many people like this in organizations, although, in some situations, it is necessary to act like a caveman.

The Physical Level

This is where our five senses dwell. We see, hear, touch, taste, smell and feel things. These sensory receivers are the first contact that we have with an experience. A common example is the playground bully or the pound-the-fist-on-the-desk manager.

The Emotional Level

From there, the experience is registered in our emotions. This is the internal "feeling" that we all have. Emotions are very strong and play important parts in our daily lives. They give us love, hate, fears, anxiety, joy, etc. An emotional person is one who is consumed by their feelings and uses them to control or manipulate situations. Examples would be use of guilt, crying, sulking, etc.

The Mental Level

The mental world is where most successful people work. We use our mind to control our thoughts and actions. We rationalize, evaluate, judge, and analyze at this level. Examples of this are problem-solving sessions, research, and analysis of numbers. Even


though highly advanced, this level is predominately left-brain and does not fully use the creative potentials.

The Personality Level

The personality level is a combination of the three previous levels and includes our attitudes, beliefs, values, and ideals. This is how our total package is presented to the outside world. We show boldness, leadership, shyness, kindness, honesty, etc. The Profiles of Leadership diagnostic measures people at this level. This is also where higher qualities of each type begin to emerge and is the point where we start to have self-realization. Without this self-awareness, we react to situations and in stressful times, revert to lower levels of behavior.

The Self-Actualizing Level

The highest level is the self-actualizing or peak-performance level. Here is where we aspire to be, for this is where you can get the most done with the minimum amount of effort. It is where your peak experiences occur - those unique times when you've felt exceptionally good and have achieved something that worked well for you. This is considered to be our potential and is a vast reservoir of what we may become. This is uncharted territory and open to much exploration and analysis.

What You Can Expect

It takes a lot of time (personal investment), discipline and perseverance to get to the higher levels. The tools in this manual and the workshop will help you experience these higher qualities. Do not expect overnight miracles; the tools have to be used and practiced on a continuous basis.

In a few cases, there have been major revelations, insights and illuminations. As you try the exercises and think about the concepts, you will notice subtle changes in your personality and how you view the world. You will know that you are succeeding when people view you differently. If you feel uncomfortable about something, you are stretching your personality. Keeping a log, diary or journal facilitates the process.

Personal development is a life-long process. There is no easy way to become a peak performer, but by learning about yourself and your own personality, you will surge ahead of a vast majority of people who are floundering at the lower levels.

This study is meant to be an introduction to the leadership styles. There are more steps in the process. Many people have reported that as they have become more aware that they realize the vastness of personal development. There is a richness to contemplate and absorb.

Don't expect radical changes overnight. Realize that you are your own personal laboratory and have the freedom to choose how you will live in the world. By willing to experiment and try new things, you will become a better person. It is okay to become your own Pocket of Brilliance ™.

Take the first step in a wonderful journey and look forward to the trip.


Getting to the Higher Levels

As you review and analyze your types diagnostic, remember that there are no right or wrong answers -- no one type is better or worse than another. Each type has its own strengths and limitations and its own barriers for reaching the higher levels. Our ultimate goal is to aspire to the higher levels and then blend the finest characteristics of all types, and to use that synthesis as a complete human being and leader.

The following methods can be used to aspire to the higher traits of the leadership styles. A unique aspect is that these are personal - they can be done anytime and anywhere. No one needs to know that you are doing them. They do require discipline and determination; results will not be gained instantaneously.

1. Picture the qualities of a type

Evoke the qualities of a particular type by thinking of a person who most typifies that type. For example, if you needed organizational skills, picture a great Symphony Conductor (Leonard Bernstein, Seiji Osawa, et al). For strong leadership characteristics, think of General Norman Schwarzkopf or Robert E. Lee.

2. Index cards

Another way to attain these higher qualities is to put a single word ... one that represents a particular type ... on a 3x5 card. Do this for each type. Carry the cards with you and pull the card out to evoke the quality of that type. The word "Inner Strength" might be used when you have to do something you fear. Or the word "Patience" might be used when you are in a tense situation.

3. Use affirmations

A third method for attaining higher qualities is to use affirmations. Affirmations work well when they are positive, personal (use 'I") and are in the present tense. Say (or create your own) the following phrases over and over again:

Type AffirmationWill "I have internal strength during stressful situations"Love "I work well with other people"Active/Creative "I can generate new ideas"Harmony "I understand other view points"Scientific "I have great perseverance"Idealistic "I stand for honesty and integrity"Organizer "I have excellent time management skills"

4. Acting and adopting

Each leadership style has a natural ability to do the things that their particular style is good at. For example, the Organizer has excellent time management skills. They don't have to worry about lists, planning, being on time, or getting things done - it just happens for them. For the other leadership types, they do not have this ability and have to learn how. By using and mastering the exercises that are at the end of each leadership style, you will start to gain a better understanding of how that particular type functions.

5. EmulationAnother way to learn more about a type is to seek out a highly evolved person and to emulate their key attributes. This is most effective in a mentor-protégé relationship.


The above techniques can be enhanced by using meditation, relaxation exercises, visualization or other right-brain techniques. See the discussion on the Harmony type for more ideas.

How to Use this Manual

This manual contains three elements. The individual types are described at the beginning of each section and provide more detail of the matrix in the appendix.

The key concepts are taken from various 3-day workshops created and conducted by the author. These are hints and ideas on what comes naturally to the respective leadership styles.

Finally, there are exercises which have been used and proven in over 60 organizations. Use them to enhance your knowledge of the types; some are designed to give you practical methods of increased effectivity. Others allow you to experience higher attributes of the leadership types.

The exercises can be used individually to increase your own knowledge or they may be used in group meetings as tools for team development and problem solving.

This is your manual. No one else needs to see it. Feel free to jot any notes, thoughts or ideas that you wish. Experiment with the exercises. Change them to suit your needs. Use them by yourself or with your team mates and co-workers.

Above all, have fun and take action!!!


An Overview of the Seven Leadership Types

This section will give you a perspective of the Leadership styles from a practical business standpoint. Note that if you are a particular type does not necessarily mean that you will be or do this activity. For example, there are many computer programmers who do not have a high level of Scientific Type in them.

High School or College Activities Associated with Each Type

WILL Is a born leader; active in political bodies such as student council; head of activities or organizations (i.e., editor of the school newspaper, captain of the football team); studies alone.

LOVE Prefers group work; peer counseling group; advisor to other students (Resident Assistant), tutor, volunteer work or service-oriented groups, Future Teachers of America; Psychology Major; Nursing

ACTIVE/CREATIVE Generates ideas for outings, dances, etc.; manipulates arrangements, manipulates the teacher, planning and strategy, debate club; Business, Finance or Marketing major

HARMONY/CONFLICT Participates in school plays, decorates the campus, entertainment committee, class clown, colorful dresser; Art, Literature or Drama Major; Fashion Design

SCIENTIST Math or Science Club, computer whiz, auto mechanics, audio-visual work; Math, Science, Engineering or Accounting Major

IDEALISTIC Student activist, sit ins, raising money for charity, loyal supporter of school activities, cheerleader, member of religious group, patriot; Religion or Philosophy Major

ORGANIZER Highly organized study habits, neat and orderly papers, member of the drill team or marching band, organizer for ceremonies, homecoming, prom, dances, etc., expert in parliamentary procedure, choreographer for musicals; Major in Pre-Law, Public Administration, or Government


Leadership Styles Associated with Each Type

WILL True leadership with vision

LOVE Participative, involve everyone, superior people skills

ACTIVE/CREATIVE Big picture; true service to others

HARMONY/CONFLICT Leads through intuition; excellent grasp of situation and events; mediation and conflict resolution

SCIENTIST Leadership through knowledge and technical expertise; true humility and research for good of humankind

IDEALISTIC Charismatic, appeals to emotions; true motivator; visionary

ORGANIZER Planning; creation of organization & new forms; rhythm

Jobs Associated with Each Type

WILL Chief executive officers, political leader, military or law enforcement officer

LOVE Teacher, psychologist, psychotherapist, human resources manager, organizational development consultant

ACTIVE/CREATIVE Finances, stock broker, salesperson, market speculator, advertiser, banking, booking agent, promoter

HARMONY/CONFLICT Interior decorator, entertainer, physical therapist, artist, negotiator, mediator, comic; graphic artist

SCIENTIST Researcher, engineer, accountant, technical writer, auto mechanic, computer scientist, programmer, lawyer

IDEALISTIC Clergyman, activist, promoter, volunteer, orator, visionary, continuous improvement guru

ORGANIZER Administrator, detailed planner, coach, conductor, choreographer, lawmaker, program manager


Management Styles Associated with Each Type

WILL Tells employees the problem and expects them to get on with it

LOVE Is non-directive, but is an active listener; agreements reached by consensus

ACTIVE/CREATIVE Wants ideas and activity (not necessarily goal- or results- oriented)

HARMONY/CONFLICT Uses humor and color; tries to see all sides; may cause conflict

SCIENTIST Analyzes the problem from a technical standpoint; wants details, history, facts and reasons

IDEALISTIC Appeals to emotions; wants employee to do it for the good of the organization; pumps people up

ORGANIZER Planning and organizing; will give employee a day planner; usually has wall calendar

Teaching Styles Associated with Each Type

WILL Tightly controlled class; one-way communication

LOVE Participative learning; student involvement

ACTIVE/CREATIVE Employs both theory and practice; overuse of memory and rote exercises

HARMONY/CONFLICT Right-brain learning; uses color, symbols, and humor

SCIENTIST Presents the facts; uses lots of detail and scientific data

IDEALISTIC Charismatic; presents values and ideals

ORGANIZER Well-structured, organized lectures; charts and matrices


Buying/Selling Styles Associated with Each Type

WILL One-way communication; interested only in the bottom line; cut to the chase; will usually decide right away

LOVE Consensus buying; discusses purchases with a group; hesitant to buy unless everyone agrees; have to help them make decision

ACTIVE/CREATIVE What is the best return on investment? What's in it for me? Will I make money? Systems thinking, big picture, ideas

HARMONY/CONFLICT Buys solely for the sake of how something looks; drawn to beautiful ads with lots of color. Sell using nature, pictures, sizzle. Will have to help them make decision

SCIENTIST Wants the details, especially technical; analyzes to death before buying; true comparison shopper; toughest sell; usually reluctant to make decision

IDEALISTIC Buys on values and improvement of situation; will buy, but help them decide on next step

ORGANIZER Wants all the paperwork (filled out properly and in triplicate); wants detailed contract; show plans and schedules

Low Level Behaviors

WILL Do it my way or the highway; control over people; will remove person or obstacle in the way. If you are not part of the team, you will be in conflict

LOVE Guilt throwers and catchers; uses "you don't like me anymore."

ACTIVE/CREATIVE Manipulation of money, ideas and people for own personal gain. Lots of activity without much progress

HARMONY/CONFLICT Creates conflict. Will stir the pot. Goes from charmer to flamer in an instant

SCIENTIST Arrogance and intimidation through pure knowledge. So involved with details that it will bore people; hard to change

IDEALISTIC Fervent emotional attachment to ideal leading to prejudice, biases, and bigotry

ORGANIZER Bureaucracy and rigid adherence to rules, policies and procedures; hard to change


Combinations

As you view the Leadership Types Diagnostic, your top three scores will give you an indication of your personality on a routine basis. The following combinations of leadership styles may indicate the job or profession where they are best suited. This is not complete and only a preliminary assessment by the author. The types do not have to be in any particular strength order and the third score is arbitrary.

Active, Organizer SalesWill, Active, Idealistic EntrepreneurScientific, Organizer Engineering or Manufacturing ManagerLove, Harmony, Idealistic Services; People orientationWill, Active, Organizer Manager of programs or product lineActive, Scientific Bank Manager; Technical SalesLove, Scientific, Organizer Health Care Case ManagerIdealistic, Will, Organizer General Manager; Head of company or organization


Notes


Exploring the Seven Leadership Types in Depth

The First Type: Will

The Will type is characterized by an attraction to power. This type is often the "rugged individual." The Will focuses on his own position in the organization, and opportunities for his own success. His or her strengths are courage, decisiveness, innate ability to lead, great decision maker, and extreme self-confidence. Their weaknesses and their opportunities for growth are insensitivity, introversion, impatience, over-aggressiveness and critical nature.

At the physical level, there is prompt and decisive action, courage, the power and need to conquer, rule, and dominate. This type is very competitive, and favors capitalistic organizations where competitiveness is rewarded. Unfortunately, these tendencies often lead to violence and destruction. These attributes are not always bad, but they can be distracting and non-productive in organizations.

Emotionally, Will types are introverted, not wanting to express themselves or open themselves up to criticism in any way. The Will considers emotions to be dangerous obstacles to their overall success. Strong Will types have little consideration for the feelings of others, can hurt other people easily and unknowingly, and have little empathy in organizations. Meetings and other organizational gatherings are viewed as forums for personal advancement, or as a boring waste of time if no such opportunity exists.

When a Will shows emotion, there is impatience, aggressiveness, and undue irritation. Since they lack feelings for themselves and for others, this type does heroic deeds with no fear and great self-sacrifice for the right cause. This type is well-suited to leadership roles in large organizations and corporations.

Mentally, the Will type has a clear vision that is not distorted by feelings. They are capable of making objective business decisions, although they may have self-interest in doing so. This type also has great perseverance, and reflects great powers of concentration. They are combative and love to criticize and argue. Their tendency to criticize is extreme and when combined with power and authority, can cause hurt and destruction.

Will types are not interested in the psychology of others or themselves. The attributes that make this type successful in business causes them a great deal of pain in their personal interactions (both on and off the job). These attributes include egocentricity, emotional isolation, and lack of sensitivity. This is the biggest block to the understanding of other types and the higher characteristics of those types.

In business situations, this type occasionally displays amazing intuitive abilities in the form of "gut feelings." This generally comes when an immediate, practical solution is required, and the business person calls upon his experience from the realm of their previous experiences without understanding where the decision came from.

Will types are excellent leaders. They are self-confident and know that they were "born to lead." They exude a great deal of charisma, are usually good at public speaking, and can easily find people to follow them. Their leadership styles tend to be direct, simple,


aggressive, and non-approachable. They deal with business problems from a position of power, and fully expect that intimidation will benefit them in the organization.

Other attributes displayed by the Will type are: an acute sense of justice, a respect for law and order, self-reliance, internal independence, a strong sense of morality, steadiness, simplicity of purpose, generosity, an impatience with detail, and impartiality. Besides business leaders, other occupations that would attract the Will type would be politicians, police officers, judges, and career soldiers. Examples of Will types would be H. Ross Perot, Richard Nixon, Howard Hughes, J. Paul Getty Jr., and G. Gordon Liddy.

American businesses will never lose the need for those individuals who can take quick, decisive action when required. The Will type will never become obsolete in business.

One of their key attributes is their ability to set goals and then achieve them. To gain a better understanding of how the will views the world, we look at aspects of goal-setting.


Key Concepts

1. Studies have found that only 5 percent of the American population had set goals and have action plans to back them up. Financial analysts suggest that 95% of retired people have a need for supplemental income.

2. The ability to set goals, to develop action plans for their accomplishment, and the will to take action are skills that all successful leaders have highly developed.

3. Once goals are set, you trigger the cybernetic goal-seeking mechanism of the brain.

4. Each of us has a failure mechanism in life. This failure mechanism is the comfort zone (the rut, the plateau, etc.).

5. The only way to override the failure mechanism is to activate the success mechanism, which is triggered by a goal.

6. The four major reasons why people don't set goals:

They don't realize the importance of goals. They don't know how. Fear of rejection. Keep your goals confidential. Fear of failure. It is the fear "I can't." Failure is indispensable to success- if you avoid

failing, you cannot succeed. Use the law of substitution and derive a valuable lesson from every single failure.

7. Change is scary unless it is goal-directed. Controlling the direction of change is a key to our success.

8. Find your area of excellence in these ways:

What holds your attention?What interests you?What can you get absorbed in?

9. Goal setting and achievement is hard work. There is no quick way to success.

4. Set a balance of goals. Set 3-5 personal and family goals (reasons why). Set 3-5 business goals (what). Set 3-5 self improvement goals (means).


Exercise I

Answer these questions regularly every few months:

1. What are the five things you value most in life?

2. What are your three most important goals in life?

3. If you only had six months to live, how would you spend those six months?

4. If you became an instant millionaire, what would you do differently than you are doing today?

5. What have you always wanted to do, but have been afraid to attempt?

6. What sort of activities in life give you the greatest feeling of importance?

7. If you knew you absolutely could not fail, what one great thing would you dare to dream?

Exercise II

If you have not written goals or do not have action plans, you may need to assess why? Answer the following questions honestly:

Didn't know importance of goals 1 2 3 4 5 6 7 8 9 10

Didn't know how to set goals 1 2 3 4 5 6 7 8 9

10

Fear of rejection with goals 1 2 3 4 5 6 7 8 9 10

Fear of failure with goals 1 2 3 4 5 6 7 8 9 10

Other:


Exercise III

To set your goals, make sure they meet the following criteria:

Something that you can do, have or be.

Something you intensely desire.

Measurable.

Under your control.

Specific.

May be written as positive, personal affirmations in the present tense.

Use the S.M.A.R.T. techniqueS = specific. Be as specific and detailed about goals as possible.M = measurable. How will you know when you've attained your goals?A = attainable. Can you reach this particular goal?R = realistic. Is it realistic in terms of time, resources available, education, money, etc?T= time bounded. What completion date do you have for this?

What are your Personal/Family Goals?

What are your Business/Career goals?

What are your Self-Improvement Goals?


Exercise IV

Use the Goal Achievement Chart (in the back of this manual) as a basis for setting goals and establishing an action plan.

Exercise VHow can you inspire trust and confidence in the people you lead? Give at least two specific examples.

Exercise VIWills have no trouble in setting a goal and then achieving it. For the non-Will types, it is sometimes necessary to have a little boost. The Master-Mind Alliance helps eliminate procrastination and lack of determination:

1. Select one person with whom you have a good relationship

2. Exchange goals, ideas and your biggest block(s) to meeting these goals

3. Define what help you will need from the other person to overcome your block

4. Make a commitment to meet each other at least once a week (for at least 1/2 hour) for

the next four weeks. Note that this is best done in person, but may be over the phone.

5. In your meetings, restate your goals, your blocks, what steps you have taken, and what

further support you need


Exercise VIIRecall a situation where you felt like a leader and that if you had not been there, some action or consequences may not have taken place. Jot down notes on this situation. Note: since each of the seven types deals with leadership, this exercise could be used for each type in turn - taking the highest qualities and reflecting on them.

Answer the following:

What leadership qualities did you experience?

How did other people view your leadership ability?

What were the results of using these leadership qualities?

How can you use these same qualities in other situations that you are now facing?

Exercise VIIThink of something that you've been wanting to do for a long time and haven't had the time , energy, etc. to do it. Why haven't you done this?

How important is it to you?

What steps will you take now that you have a different perspective?


Notes


The Second Type: Love

The Love type is the opposite of the Will type in almost all respects. The Love type looks for the human element and is at his best while participating in groups. Ideals for the Love types include looking out for the welfare of employees in an organization, and the "humanizing" of group decision-making processes. Their strengths are: compassion, love of knowledge and wisdom, intuition, understanding of people and energy for people improvement. Weaknesses include: hypersensitivity to feedback, tendency to use emotions as a manipulating tool, easily swayed and reluctance to make decisions.

At the physical level, Love types are possessive of material objects, and can be preoccupied with money and property. This might take the form of an intense yearning for expensive luxury items. This type can become self-indulgent and somewhat lazy, if they operate at this level, they seek out a high comfort level.

Their relationships with others can be either warm and friendly, or cold and stand-offish, and depends on the age, maturity, and development of the individual. In a mature Love type, relationships are warm and rapport is established easily; relationships are not seen as a threat. If a Love type has been hurt in previous relationships, he will build a wall around himself to prevent others from getting near.

Love types have a primary focus in their day-to-day living routine at the emotional level. They draw a great deal of energy from their emotions. Romantic and passionate love is of great importance to this type, which can lead to a variety of problems in the workplace. Because of the emotional intensity, there a strong sense of attachment to the organization, and the resulting empathic identification may cause this type to behave as if he or she were the organization. They take things personally.

The Love type will generally "be especially sensitive" to the needs of the employees, people, or the organization. Love types are best used in positions where counseling may be needed by other employees, including personnel, purchasing, or administrative staff positions.

On the mental level, this type collects knowledge and details, such as accounting and finance. The most developed of the Love types are highly intuitive, and this can provide them with remarkable insight. Wisdom and a profound understanding of people makes them highly respected in decision-making process.

Since Love types realize themselves through relationships, they are easily influenced or swayed by others. They crave the stimulation provided by other people, and will generally work better in groups than alone. They tend to see all sides of an issue, which produces a wide field of vision, but they want a consensus decision and this usually produces a lack of resolution.

In leadership roles, Love types have obstacles to overcome. They need other people's approval and it is very important to the Love type to have other people like them. Taking charge of a meeting of middle managers will be out of character and uncomfortable for this type.

At higher levels, the Love type is an excellent leader, because there is a blending of compassion for the group and wisdom of how to get others to accomplish the task.


Other attributes of the Love type include: wisdom, enlightenment, understanding, concern for humanity, desire to unify, and friendship. Occupations where this type excel are such jobs as teacher, nurse, counselor, and psychologist.

Despite the tendency toward indecision, the Love type has an enormous capacity to express unconditional love and acceptance. They do not judge, but hold each person in esteem simply because they recognize individuality and differences in people. With this profound understanding of people, the Love type at the self-actualizing level has an innate ability to forgive. The need for compassion in our corporate structures is great. One of the most difficult tasks that any leader, aspiring to greatness, has is to combine the characteristics of the will the love type- to set goals, provide focus and direction and to have the compassion for people and wisdom to enable their growth.

People representing the Love type are: Clara Barton, Mother Teresa, and Gandhi.

To experience the qualities of compassion, human understanding and wisdom, we study concepts of building self-esteem, developing superior interpersonal relationships, and through the study of others by using tools such as Profiles of Leadership.


Key Concepts

1. Eighty-five per cent (85%) of our happiness in life comes from happy involvement with other people. The other 15% comes from achievement of projects.

2. The measure of a healthy personality are:

How much you like yourself

How much responsibility you accept

How easily you forgive

Positive expectations

How well you get along with others

3. The law of indirect effort says that we have a tendency to get what we want faster indirectly than directly.

4. The law of sowing and reaping says that the quality of your relationship at any given moment is a result of what you have sown in those relationships.

5. If you want a truly healthy personality, use the law of reversibility, e.g., understand the other person first before trying to make yourself understood; be impressed by people rather than trying to impress them; walk a mile in another persons shoes before judging, etc.

6. The key to raising the self-esteem of others is to make others feel important.

7. To make others feel important, eliminate destructive criticism.

8. Be agreeable. Try first to understand the other person's point of view. One of the most important principles in the development of human personality is the principle of non-resistance.

9. The best way to convey acceptance is to smile.

10. The best way to show appreciation is to say thank you on a regular basis when you feel it.

11. The most powerful men and women tend to be very gracious and courteous.

12. Admiration means admiring the traits or possessions of another person.

13. Everybody likes a compliment.

14. One of the definitions of self-esteem is the degree to which individuals consider themselves to be praise worthy. The keys to giving approval:

Be immediate

Be specific

Be public


15. Attention means listening. If you want to tell a person that you value them, pay close attention to them.

16. Keys to paying attention:

Listen attentively

Pause before replying

Question for clarification

Paraphrase the other persons words, use their terminology and idioms

17. When you think of other people, send out positive thoughts.


Exercise I

How much do I like myself? 1 2 3 4 5 6 7 8 9 10

Beginning today, I will do the following to raise my self-esteem?

How much responsibility do I accept? 1 2 3 4 5 6 7 8 9 10

Beginning today, I will accept full responsibility in the following areas:

How much do I blame others? 1 2 3 4 5 6 7 8 9 10

Beginning today, I will remove blame on the following people or situations:

How easily do I forgive? 1 2 3 4 5 6 7 8 9 10

Beginning today, I will forgive the following people completely:

How positive are my expectations? 1 2 3 4 5 6 7 8 9 10

Beginning today, I will expect only positive outcomes in the following areas:


Exercise II

Is there anyone with whom you have unfinished business - a spouse or ex-spouse, an unhappy relationship, a problem in a friendship, a previous boss, a parent or sibling? In most cases, the solution is either to forgive and forget, or to apologize and make up. Which is it for you?

Person/problem:

My plan:

Exercise III

Draft a letter to someone you need to forgive. You may use this format.

"I have noticed that we have had some differences in our past. I want you to know that I accept 100% responsibility for my actions and my emotional reactions.

I forgive you completely for anything you may have done to hurt me. (You may write out details. Write how the situation affected your emotions and how you felt. Do not place any blame on the other person).

I wish you well."

You do not have to mail the letter. The exercise of writing down your feelings and emotions is just as powerful. If you do mail the letter, do not expect the person nor situation to change.


Exercise IV

What steps can you take, starting today to become a better employee? Parent? Spouse? List five for each.

Employee

Parent

Spouse


Exercise V

Five ways I have used destructive criticism in the past:

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2.

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4.

5.

I will take these steps to eliminating destructive criticism in the future:

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5.

Exercise VI

How can better listening techniques improve my relationships with my customers (internal and external)?


Exercise VIIDraw a circle in the center of this page with the word "ME" in the circle. Now think of a team or group of people that you are closely associated. Draw lines from the center of the circle and describe each of the associates. You may use words, symbols, images, pictures or anything else to describe them. Beside each description, jot down a note on how you can improve this relationship. What action will you take to improve this relationship?


Notes


The Third Type: Active/Creative

The Active type is characterized by intelligent activity, and is prevalent in businesses. This type will usually be seen as the entrepreneur or the manipulator and is associated with the manufacturing and sale of a physical thing. They live in a world of ideas and are practical, efficient, energetic, and take risks. Their weak attributes include: an over attachment to materialism, reaction to rather than planning for events, and manipulation.

On a physical level, Active types have a great ability to construct and repair items, and are comfortable with their manual ability. They tend to be intensely practical and are persistent and clever enough to see how an object or an invention might be ultimately used in the marketplace. They are also quite confident in their ability to manipulate matter and people, and to bend situations to their benefit. Most Active types are extroverted. If a person functions at this level, they are never still and sometimes confuse activity for progress.

At the Emotional level, this type is usually impulsive and immediately reactive. Although this type is very efficient, they have a tendency to be rash and impatient. It is very difficult for this type to be deliberate or to wait for the right moment or for the group input.

They have little regard for feelings and when situations require feelings, this type is typically at a loss. For this reason, this type has extreme difficulties with their interpersonal relationships. The Active/Creative person has no use for psychology, either for themselves or for others, and instead, involves themselves with concrete and practical items.

On the mental level, this type will exhibit great intelligence, be mentally active and alert, be enterprising, and find good solutions to perplexing problems. However, if the subject matter becomes so abstract that it loses its practical value, this type will instantly lose interest and turn his attention to something else. They are the true brain-stormers of the world and have a unique capacity to generate many ideas in a short period of time.

In leadership situations, the Active/Creative type will recognize the need for input from all concerned personnel, but they have an overbearing tendency toward manipulation of the people and ideas to satisfy their own needs. This type is generally not comfortable in large group meetings, where manipulation is harder, but is more at ease in smaller groups or one-to-one where the opportunity to manipulate is greater.

As a manager of a department, the Active/Creative type can cause havoc; they have so many ideas and so much energy that the people working for them are never sure what project is hot for the day. There seems to be a number of work efforts that are 95% complete. With a small hint of discipline to get the job done, the Active/Creative type makes an outstanding leader. They also have a "systems" perspective and can see the "big picture." This makes them exceptional for strategy sessions, long-range planning or building end-to-end business concepts.

Other attributes of the Active type are: love of risk-taking, skill in action, efficiency, quickness, excessive "busyness", hyperactivity, and concern for wealth. Many business executives will fall into this category. Other occupations where this type might be found are attorneys, salespeople, and show business or booking agents. Examples of the Active type would be Henry Ford and Steven Jobs.

Since this type lives in a world of ideas, their experience can be gained through creative problem solving.


Key Concepts

1. Four keys to genius

Clarityo Goals must be clearo Problems must be clearo Clear about your outcomes

Concentrationo Focus 100% thought until problem is solved

Opennesso Keep an open mindo Ask intelligent questionso Errant assumptions lie at the root of most failures

Systematic methodso Follow organized methods of problem solving

2. Mind-Storming or 20-Idea Method

Question or Problem?1.2.3....20.

1. Define problem or question to be addressed.

2. List ideas until you have 20. (May be radical, crazy, or zany- do not evaluate).

3. Do not quit until you have 20. (Tough first few times, then it gets easier).

4. May be done individually or in group.

5. Select 1 idea.

6. Take action!!!!!

7. If done every day for 50 weeks - potential of 5000 new ideas.


3. Ten-Step Method

Have confident expectations. Assume a logical, workable solution.

Use positive language. The word, situation, challenge or opportunity is better than problem.

Define opportunity clearly. Think on paper.

Ask, "What are all the possible causes?"

Ask, "What are all the possible solutions?" Look for the second and third solution. From this point on, think and talk only in terms of solutions. Ask, "What can we do from here?" or "What can we do to make it better?"

Make a decision.

Assign specific responsibility.

Set a deadline.

Take action!!!!!

Inspect what you expect.

4. Brainstorming

Best in groups of 4-12

Role of leader is to stimulate

Set a time limit

Idea generation versus idea evaluation

Brainstorming "Rules of the Road"

All ideas have value Generate first...Evaluate second List strengths and "I likes" first Phrase weaknesses in a positive way Avoid fatalistic statements like "That'll never happen" or "We can't do that

because...." "Headline" ideas Paraphrase to confirm what you heard "Add to" or "Build on" other's ideas Be open One person talks at a time


Exercise I

Using the 20-idea method, "mind-storm a problem, opportunity, goal, or concern:

State the problem or opportunity:

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20.


Exercise II

Select one idea. Use the Goal Achievement Chart (in the back of this manual) to establishing an action plan.

Exercise III

List a problem or opportunity that you have within your organization. Follow the 10-step method to solve it.

Exercise IVTo increase our service to others, answer the following:

Who are your customers/suppliers?

What product or service do you provide/receive?

How is the level of satisfaction measured?

What is the current level of satisfaction?

How can you increase the level of satisfaction?


Exercise VDraw a flow diagram of how your organization does business (the Big Picture). Answer these questions:

How would you say the operation flows?

What are some blocks, barricades, or choke points that may inhibit a smooth flow?

What are some redundancies or duplication of effort?

What are some areas of improvement?

What action will you to take to make this process work better, faster and less expensive?


The Fourth Type: Harmony/Conflict

The Harmony type is the "free-spirit" of the seven types. The ideals of this type include harmony between people and a working environment that resolves conflict. If conflict does not exist, the Harmony/Conflict wants to "stir the pot" and create it.

At the physical level, people of the Harmony type demonstrate a fine appreciation of color and art. Their love of physical conflict and their desire to create conflict also tends to intensify their sexual impulses, which can lead to awkward situations in the workplace. They are demonstrative, though in a refined and stylish manner, with their motions and non-verbal communication. They will dress well, with a flair for color and style, and will have a buoyant personality to support it.

Emotionally, this type experiences hills and valleys, which comes upon them in mood swings depending upon the external world. They can be emotionally introverted, living their lives inwardly with immense internal conflict or they can be sensitive to the external world and the events that occur in it. Harmony types are easily upset by discord, ugliness, and vulgarity.

At the mental level, their primary characteristic is to bring together opposing viewpoints, to harmonize and unify the different components of the organization. This type can be effective where negotiation is an important tool, such as a group facilitator or a mediator. Positions where this type would be effective are staff support, training, and space planning or interior decorating. Other occupations where this type might be found are artists and musicians.

Of the seven types, the Harmony type is the most intuitive and may look for hidden meanings or symbols in events or predicaments. People of this type ordinarily have several projects in process at the same time, none of which have a completion date on the horizon.

The leadership style is that of facilitator. This type prefers to assist in the process of a group meeting rather to be in charge of or lead the meeting. This type is not particularly comfortable in front of a group. At lower levels, this type is not suited for leadership since they dwell in emotional conflicts. On one hand they show tremendous charisma and liveliness, but when they are down, they exhibit low-level will characteristics - callous and rough.

The Harmony/Conflict type is brilliant at harmonizing and synthesizing many viewpoints. If a leader has or adapts the higher qualities, there is a sense of balance and accord. Not only will intuition play a great part, but it will be done with great style.

Other attributes of the Harmony type are: understanding, solidarity, perceptiveness, versatility, and generosity. Examples of Harmony types include Vincent Van Gogh and Mozart. Great mediators such as Henry Kissinger understand the characteristics of this leadership type.

To experience the intuitive capabilities and their free spirit nature, we explore techniques that provide relaxation or impulsiveness. We also can look at how to bring harmony to tough business situations.


Key Concepts

The Harmony type is the most intuitive and probably uses the right brain more often than any of the other types. Here are some ideas to help you work smarter, not harder.

1. Do something unusual. Deviate from the normal path. Think of something playful or imaginative but not threatening. relive highlights of your childhood - be experimental, adventurous and inquisitive.

2. Move around. Do something with your body. Exercise.

3. Act spontaneously, but not emotionally impulsive. Think of spontaneity as openly expressing ideas.

4. Meditate. Use meditation, relaxation exercises, guided imagery, or visualizations.

5. Brainstorm. Mind storm.

6. Do something funny. Introduce humor. Express positive humor.

7. Do something with feeling. Observe your emotional mature and experience your feelings to the situation.

8. Do something that involves many senses. Pay attention to hearing, touch, smell, ESP, intuition.

9. Keep a daily log or diary. Include your thoughts, ideas and feelings. Track your dreams. Writing is a powerful tool to show you how small some of your problems really are.

Exercise I

Meditation:

1. Develop a tape of positive affirmations.2. Meditate twice daily for 20 minutes each time.3. Get in a quiet area with no distractions.4. Sit erect in a comfortable chair, hands on your lap, feet flat on floor.5. Close your eyes and focus on your breathing.6. When thoughts begin to enter your mind, gently return to breathing focus.7. If you use music, make it classical or environmental sounds.8. After 20 minutes, slowly open your eyes. Do not use an alarm clock.9. This takes discipline and practice. Do not expect monumental results.


Exercise II

Select two people, situations, or organizations that are in conflict. Examine both sides and try to see their viewpoint. Determine the good points and the bad points of both sides. Discard the bad points from both sides. Merge the list. How would you go about bringing this list into reality?

Exercise III

Take 1/2 hour away from your work, home, hobby, problems, etc. Go outside and walk around the neighborhood. Observe everything, but do not say one word to anyone. Just observe things that you have never really noticed before. When you return to your previous task, make a note of your experience. Notice if this is any change in your productivity or effectiveness.

Exercise IV

Developing intuition. Draw up a list of people who you work closely with or are associated with. From their actions and behaviors, jot down their leadership styles. Then give each one the Profiles of Leadership Diagnostic and see how close you were. The intent is not to put people into boxes, but rather give them an awareness of their paths of growth.


Notes


The Fifth Type: Scientific

The Scientific type can best be characterized by the search for truth, and attention to detail. This type is concerned with those things that can be perceived by the five senses, and is not particularly interested in the larger meaning of life, psychology, or values. Ideals for the Scientific type include objective analysis and concrete knowledge. Answers tend to be black and white, with a right way and a wrong way to solve a problem. They are technically brilliant, objective, knowledgeable about many subjects and love to teach. Their weaknesses are insensitivity, lack of emotions, too much emphasis to details and a lack of human understanding.

Physically, this type is constantly alert and is interested in the smallest details. Behind each question is the need to know why something works or how it came to be. This type is very interested in the development of instruments to observe phenomena and to also determine the laws that govern these phenomena.

Emotionally, this type is the most severely handicapped. Many times, the Scientific type is viewed to be insensitive, cold and even inhuman. While others may see this type as cruel, it is more often the objective search for truth that causes these characteristics. This type has difficulty feeling human emotions or expressing compassion. Once the Scientific type understands emotions, they make dramatic leaps into the world of human behavior and then use their knowledge to help people.

On the mental level, the Scientific type is at their best and perhaps uses their mind the best of all the types. This type has a tireless mind and investigating nature for probing, experimenting and discovering. Their greatest strengths are prolonged attention and great mental concentration with a gift for accuracy and perfection. Yet with this superior brain power they can have a materialistic outlook, an analytical approach to all things, destructive criticism, mental pride, arrogance, an exaggerated concentration on details and a lack of psychological understanding.

In companies and meetings, this type can bog situations down with details. Many Scientific types have no interest in managerial positions, as it would distract them from their primary interest -- the search for the truth. Many organizations promote their best technical people to management positions and as a result lose the technical expertise and have problems with weak management. At the higher levels, their leadership characteristics enter a different realm. They show true humility and honesty - their goal is more directed to the betterment of humankind.

Occupations where this type are prevalent are doctors, engineers, accountants and researcher. Examples would be Dr. Jonas Salk, Dr. Albert Schweitzer, and Madame Curie.

A search for truth leads us to experience how the Scientific type views the world. To expand their role, we explore how we can program our minds for success. Using detailed knowledge of critical success factors and setting measurable standards aids us in finding how the Scientific Type thinks.


Key Concepts

1. Your self-concept is your bundle of beliefs inside that determines everything that happens to you.

2. All change begins by you taking in new information that changes your self-concepts or beliefs.

3. Each of us is in a continuous state of growth and change. If you want to evolve and grow rapidly, you must make your goals clear, sharp and intense. You must dwell on them all of the time.

4. The two obstacles to becoming are homeostasis (status quo) and psychosclerosis (hardening of the attitudes). Both of these lead to getting stuck in the comfort zone, which soon becomes a rut.

5. The two great powers that control everything that happens to you are love and suggestion.

6. The law of habit says that, in the absence of a specific decision on your part to change some aspect of your life, the natural tendency will be to go on the same way indefinitely.

7. Ninety-five percent of your success will be determined by your type of habits.

8. Every decision you make is based on emotion. The stronger emotion will dominate a weaker emotion and will determine what you do.

9. The two major emotions that we constantly wrestle with are fear and desire.

10. Whatever is impressed is expressed.

11. The law of reversibility says that if you feel like a winner, you will be a winner.

12. Imagine and get the feeling as if you already have it.

13. Whatever you do over and over again often enough becomes a new habit. It takes 21 days to change a habit.

14. Set a goal to become a Purely Positive Person.

15. You need four things to make a change:

Desire - How badly do you want it? Decision - What price are you willing to pay? Determination - Use the will Discipline - Keep at it, no matter what


Exercise I

List three habits you have that may no longer be helpful:

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3.

Exercise II

List three habits or "ruts" that the organization may have that are no longer useful:

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Exercise III

Name three new habits or mental patterns that it would be useful for you to develop. Be specific.

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Exercise IV

Name three new habits or mental patterns that it would be useful for the organization to develop. Be specific.

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Exercise V

List three changes you will make to practice remaining positive and optimistic over the next 21 days. Remember to keep your thoughts on what you want and not on what you don't want.

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3.

Exercise VIThe Scientific type has true humility - the ability to sense the needs of others and to satisfy that need if at all possible. Select a close associate or family member. What need(s) do they have? Can you satisfy that need? How will you go about satisfying that need?

When have you used humility in the past to satisfy a need? What feeling did you get from that experience? How can you use that same quality for someone today?

Review a situation where you were not aware of another person needs. How do you think this person felt? What was his or her reaction? Did you block the growth of this person? What will you do to ensure this doesn't happen again?


The Sixth Type: Idealistic

The Idealistic type can be generally seen as the most emotional of the seven types. These people are the visionaries and the zealots. Not only is this type emotional, but he is proud of it. This type latches onto great and admirable (often lofty) values and then converts people to their ideologies. Their strengths are an ability to motivate and influence, their allegiance to values and excellence, pride, passion and leadership through people. Weaknesses include a heavy emotional (almost religious) attachment to ideals, inflexibility to other ideals, and uncompromising attitudes.

Physically, this type evokes action in others. Their expressions and non-verbal actions are infused with a sense of importance and urgency. If, in the pursuit of an ideal, they must place their body in physical peril, they will not hesitate to do so. They also have a tendency to idolize their body, much like Adonis.

The Idealistic type, at the emotional level, is intense. Feelings are passionate and pronounced, even to the point of exaggeration. It is very difficult for this type to be objective in organizations. This type prefers groups for decision-making, but it is primarily the group that provides the forum for an impassioned plea for the "right" solution. The Idealistic type is looking for followers of his ideal. This passion can inspire and motivate, but it can also cause people to say that they are too emotionally attached.

Mentally, this type can be somewhat underdeveloped because of the inclination toward frequent use of strong emotions. As a result, this type can become narrow-minded, intolerant, and critical. The person who exemplifies this type tends to be proud and vociferous of their opinions, makes rapid judgment, is uncompromising, and will not change his mind once he has adopted a theory or attitude.

People of the Idealistic type can be interested in the psychology of others, but usually for selfish reasons. The "cause" is deemed to be the most important object of their passions. The attributes of this type also complement the Will type, and this combination is frequently seen in business at the executive levels.

The Idealistic type, when accompanied by Will characteristics, can be outstanding leaders. They can give inspiring speeches, provide motivation and instill confidence. Other leadership attributes of the Idealistic type include sincerity, loyalty, self-sacrifice, endurance and a lack of fear. At the higher levels, there is a power to move and transform. This type has the true vision, with a spirit of inspiration and wakening the dull. Vocations include priests, religious leaders, motivational speakers, and missionaries.

Reverend Jesse Jackson, Tom Peters and Joel A. Barker represent archetypes of the Idealist.

The creation of a vision (personal, team, or organizational) demonstrates the characteristics of the Idealistic type.


Key Concepts

1. The idealistic type views his or her world through "rose colored glasses."

2. Vision-building is a creative experience; allow yourself the time to reflect on the outcome.

3. Use a relaxed, creative environment (soft music, walk on beach, etc.). Your thoughts will help the group design the vision for the entire organization.

4. Think of what is possible for your group or organization. Why is this effort so important?

5. Decide how much you would be willing to contribute to this effort.

6. Visualize what will it be like when this change is accomplished successfully. What will people be doing, saying, feeling? Is this something you truly want to live with?

7. Consider who other people that will be involved.

8. What is needed from top management for this vision to live? (Be specific)

9. What is needed from the work force?

10. What will you personally do to support this vision?

11. Decide on what process you will use to build the vision.

12. Decide on roles and responsibilities in each step of the process.

13. If this is for a team or organization, consider a third-party to facilitate the process.


Exercise I

List 10 people (living, dead, fictional, real, etc.) who you admire most. List the main quality or attribute that you most admire in these people. Put these attributes on a 3x5 index card and use them when you need to aspire to that quality.

People I Admire Quality I Admire Most

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Exercise II

Visualize an ideal organization, one where you would be the happiest. What are the characteristics of this organization? List at least ten "ideal" qualities of this organization. What steps can you take to make your present organization look like this one?

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Exercise III

What are your personal values? What key words come to mind? What do you stand for? List at least 10 "values." List your present organization's values. How well do your values match those of the organization? What steps will you take to align them? What one change will you make as a result of this exercise?

My Values My Organization's Values

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Exercise IV

Draw a picture of your organization as if it were a vehicle (train, boat, bus, plane, car, etc.). What does this picture suggest? List 10 attributes of the organization as it appears from the picture. Now imagine the organization as an ideal vehicle. Draw the ideal organization. What are these attributes? What steps will you take to align these thoughts?


Exercise V

Take a blank sheet of paper and draw a one inch circle in the middle. Put the word "leadership" in the circle. Now draw lines away from the circle and put characteristics of an ideal leader at the end of these lines. Now write different ways for you to obtain each of those characteristics.


Exercise VI

For each of your values, answer the following:Value:

How do you define this value?

What does it mean to you? How will you know it when you see it?

What benefits will you see if you exhibit this value?

How do you measure this value?

How will you live this value on a day-to-day basis?

What will you do differently as a result of this understanding?

Exercise VII

Take some time for the following exercise. It is best done in solitude over several hours or perhaps several weeks. Many people report that they have spent a long time working on their Major Definite Purpose. It is the reason you do the things you do. It helps to answer "Why are you here?"

Develop and annotate your Major Definite Purpose.


Notes


The Seventh Type: Organizer

The Organizer is characterized by action and objectivity. They are sometimes called the bureaucrats and their main activity is to bring order to meetings or organizations. The Organizer might show disdain and frustration for meetings in disarray, tardiness, or the clutter of an unkempt office. These types will generally express themselves in a clear, straightforward manner, and are easy to understand. They are practical, organized, get the job done and work well in teams. Because of their rule-seeking orderliness, they can be rigid and inflexible; they easily get set in their ways and will not deviate for anything.

Much of the Organizer's time is spent at the physical and mental levels. At the physical level, this type is heavily involved in groups, usually as a team member or perhaps more in the facilitator role. This type assures that the team has everything it needs to function smoothly. Outlining projects and making lists are a favorite pastime of this type. The Organizer type has a sense of purpose, a clear mind, constructive activity, and practical ability.

Though this type is somewhat a union of the other types, the energies are channeled in different directions. He or she may possess the Will, but will not have the sole aim of achieving the desired result as its only goal. This type is more moderate and is considerate of others' needs, as well as his or her own. The Organizer is persistent and patient in the achievement of a goal, prefers to work with or through people, and is good at assigning tasks. This type gets tangible results by getting people to work together.

This type tends to be rigid and formalistic, and portrays an inner discipline of strength and fortitude. Emotionally, this type can be significant for the group, because they have compassion for the individual. They have a combination of getting the job done while considering feelings of others. They are excellent team-players.

While this type has leadership potential, they are quite often satisfied to be a member of the team. This type will not be driven by power needs, and therefore will not be required to take control of a meeting. The Organizer will be moved to get the meeting back on track if it strays too far from the scheduled agenda. Personal leadership qualities include propensity for order, attention to detail, accuracy, patience, perseverance, courtesy, clear thought, and objectivity.

At the higher leadership levels, the Organizer has a clear sense of purpose and their ability to organize shows as a creation of new systems. They achieve a harmony and unity out of chaos. There is a rhythm and flowing to their actions.

Occupations where this type would excel might be a movie producer or director, an athletic coach, or an orchestra conductor. Leonard Bernstein, Steven Spielberg, and Tom Landry are some leaders who have highly developed Organizational qualities.

Organizers are excellent time managers. We all have 168 hours per week. It is up to each individual to determine how we spend that time.


Key Concepts

1. One of the most important keys to success is self-discipline, which means self-mastery and self-control.

2. Set clear specific goals. At least 80% of time wastage occurs because people aren't sure of what they are supposed to be doing.

3. Organize your plans in lists of activities.

4. Make a list for every day, week, month and year.

5. Set priorities. The 80/20 rule says that 80 percent of the value of what you do comes from 20 percent of what you do.

6. Look for the vital few versus the trivial many.

7. A simple time management system is the ABCDE method. Give each item on your list a letter:

A: Top priority (must do)B: Should doC: Not important (but can do it after A and B items are finished)D: Delegate to someone elseE: Eliminate

8. A key question in time management is to always ask "What is the most valuable use of my time right now?"

9. Do first things first and second things not at all.

10. Stay with a task until it is 100 percent complete.

11. Once you pick something up, don't put it down until it's handled and complete.

12. Overcome procrastination by using the affirmation "Do it Now!"


Exercise I

Develop your list of activities for tomorrow at the office. Use the ABCDE method to set priorities.

Priority Description

Exercise II

List three ways that you can gain one hour of productive time per day?

1.

2.

3.

Exercise III

List three of your biggest time wasters. What can you do to eliminate them?

1.

2.

3.


Exercise IV

How can you apply the 80/20 rule to your daily routine at work?

Exercise VMake a list of the vital few functions that you perform. Make a list of the trivial many functions that you perform. Compare lists. What activities will you eliminate. Use the Goal Achievement Chart to help in this process.


Exercise VIDevelop a list of activities. Beside each item, place an I (Important) or NI (Not Important). Then beside each one place a U (Urgent) or an NU (Not Urgent). For each Important and Urgent task, answer the following:

How can we get this issue resolved?

What help do I need?

How can I prevent this from happening in the future?

What strategic thinking can I use to prevent this from occurring again?

How can I get this crisis task into a state where we can anticipate the consequences?

For each Important and Not Urgent task, answer the following:How will this help overcome "crisis management?"

What help do I need?

How can I spend more time working this activity?

How can I continue to think strategically about this task?

Exercise VIIThink of an organization, company or situation where there is chaos.

What is the cause of this chaos?

How can you bring more order to this situation or organization?

How can you instill a sense of rhythm?

What action will you take to bring order out of chaos?


Notes


Next Steps

Now that you have read this book and/or gone through the three-day seminar, take some time to reflect on what you've learned. There may be some ideas that you wish to take action on. By all means, do so!!!

The purpose of this book was to give you a new sense of awareness about the different Leadership Profiles. It is not the definitive answer. I hope it created some new questions and stimulated your thinking so that you can generate your own leadership method. At the very least, you've have gained an appreciation for the different styles and the complexity of humans.

Understand that as you decide to make a change in your life, people may react to you differently. They will wonder what you've been eating, drinking, smoking, etc. Their intent, because they do not have the same level of awareness, is to pull you down to their level. A mark of the evolving person is to rise above the pettiness. Persist and you will start to form your own unique leadership style. You will become the island of stability or the calm in the storm.

The changes you will experience will be subtle - it takes time for each of these exercises and experiences to work. Miracles can happen, but do not expect them.

Continue to analyze and reflect on your behaviors, thought processes, feelings, etc. After a short period of time, go back over your styles and see if they are similar to your initial assessment. Observe others, particularly in meetings and group situations. When you feel comfortable, provide a learning situation for those not fortunate enough to attend the workshop.

The Types Diagnostic is yours to copy and use as you see fit. Please give acknowledgment to Drs. Lane Holt and John Cullen.

The intent is to not classify or box people.


Ideas and tips on how to increase retention and to ensure effectiveness of the Profiles of Leadership.

1. Coach managers to acknowledge changed behaviors in the organization.2. Use positive, present tense, personal affirmations.3. Have trainees write and send a reminder letter to themselves.4. Construct a contract between trainee, manager and training department. Edit and change as necessary and

have all parties sign and date.5. Discuss peak experiences, what people learned from them, and how experiences can be used in the

workplace.6. Ensure on-the-job exercises are included during training sessions.7. Have participants create aids such as 3x5 cards as reminders.8. Beef up success stories in the company newsletter.9. Pass out gimmicks (pens, coffee cups, etc.) for reinforcement.10. Survey participants six months later (a simple how-goes-it works best).11. Capture expectations, goals and success criteria from each participant.12. Build in one hour follow-up sessions.13. Have lunch or brown-bag forums.14. Form master-mind alliances.15. Have participants teach techniques to other people.16. Develop a certification program with distinct measures of skill level.17. Use work books and audio tapes of sessions.18. Enlist participants in train-the-trainer sessions.19. Use the 20-idea method to brainstorm follow-up techniques.21. Hold an alumni day with success stories.22. Attend similar workshops and seminars off-site.23. Create and use an action sheet to capture new ideas and thoughts. Create action plans and have people

commit to making at least one change.24. Tie training into performance evaluations and continuous improvement objectives.25. Create atmosphere where participant is responsible for learning.26. Make copies of commitments and pass out to other participants as support and feedback.27. Have managers attend sessions with their people.28. Hold "debrief" at end of day to capture at least one good idea from each person.29. Extend course over several weeks with mini-applications between sessions.30. Create support groups of 3-4 participants.31. Brainstorm "back on the job" barriers.32. Have participants create a daily 5 minute journal on material usage, success, barriers. Follow up with

meeting 21 days later.33. Schedule people from same department for same program to create more support and transfer.34. Form advisory board (mentors) of key managers/influences who value training.


Keep in touch. I am always available for questions, discussions or just general successes. Please relate any stories or information to:J. Scott BurdStrategy, Leadership & Cultural ChangeE-mail Address: [email protected]: www.stratleadchange.com

There are several courses that probe even deeper into the will and leadership. The Profiles of Leadership is the start!

Dynamics of Personal Leadership ™ (3 days)Called the most unique and advanced commentary on personal leadership. Combines philosophy and practicality into a forum that has rejuvenated hundreds of participants. Learn the psychology and philosophy behind negativity, fears, goal setting, interpersonal relations, and communication. The best forum on personal transformation.

Leadership and the Creative Process ™ (1 day)Explore new ways of unlocking creativity and thinking. Employs both right and left brain techniques. Details of the creative process and ways to enhance decision-making capabilities.

Penultimate Team Building Exercise ™ (1 day)A simple, yet extremely powerful team building session that explores each team member from a historical continuum which shows patterns, behaviors, and attitudes in their current life. Discussion among the team results in a new level of trust and camaraderie.

Personal Strategic Leadership ™ (1 day)Strategic planning for the individual. Designed to enhance the values-driven person to understand their future and their ability to create it.

The Self-Actualizing Leader ™ (3 days)Guaranteed to change your perception of your life and instill tools that will carry you to levels of performance never experienced. For the highly-evolved individual who is ready for a major step in their growth process.

The Leader of the Future ™ (Advanced Profiles of Leadership) (3 days)The follow-on forum to Profiles of Leadership and The Self-Actualizing Leader. Very advanced techniques in leadership. For the highly-enlightened leader and the company who truly want the next step in development.

The Organization of the Future ™ (7 days)Using techniques and philosophies from the above, this systems approach will take your company to the ideal state that you envision. Requires a highly sophisticated organization.

mailto:[email protected]


BIBLIOGRAPHY

The One Minute Manager Kenneth BlanchardMind of a Manager, Soul of a Leader Craig R. HickmanHuman Factors in Project Management Paul C. DinsmoreHow to get Your Point Across in 30 Seconds or Less Milo O. FrankInspiring People at Work Thomas L. QuickLeaders - the Strategies for Taking Charge Warren Bennis & Burt NamusA Whack on the Side of the Head Roger von OeckWhat Color is Your Parachute Richard BollesCoping with Difficult People Robert M. BransonThe Right Brain Experience Marilee ZdenekThe Leadership Challenge James M. Kouzes & Barry Z. PosnerThe Executive Odyssey Frederick G. HarmonThe Goal Eliyahu M. Goldratt & Jeff CoxThe Aquarian Conspiracy Marilyn FergusonProcess Consultation Edgar H. ScheinHow to Manage Your Boss George BerkleyThe Greatest Management Principle in the World Michael LeBoeufSystems Engineering Management Guide Defense Systems Management CollegeThe Self-Actualizing Leader J. Scott Burd (Available from author)Project Management for Engineers Milton J. RosenauLearned Optimism Martin SeligmanThe Effective Executive Peter S. DruckerIn Search of Excellence/Thriving on Chaos Tom PetersThe Fifth Discipline Peter M. SengeDeming Management at Work Mary WaltonCompetitive Advantage Michael E. PorterAt America's Service Karl AlbrechtService America' Karl Albrecht & Ron ZemkeTotal Customer Service William H. Davidow & Bro UttalJuran On Leadership for Quality J.M. JuranManaging Workforce 2000 David Jamison & Julie O'MaraThe Empowered Manager Peter BlockOn Becoming a Leader Warren BennisTeaching the Elephant to Dance James A. BelascoSeven Habits of Highly Effective People/First Things First Steven CoveySuperachievers Gerhard GschwandtnerReinventing Government David Osborne & Ted GaeblerEmpowered Teams Wellins, Byham, & WilsonFuture Edge Joel Arthur BarkerZapp! The Lightening of Empowerment William C. ByhamThe Inner Game of Tennis W. Timothy GallweyThe Memory Jogger+/The Memory Jogger Plus+ Michael BrassardOut of the Crisis Dr. W. Edwards DemingBaldrige Award Winning Quality Mark Graham BrownKaizen Masaaki ImaiQuality is Free/Quality Without Tears Phillip CrosbyThe Team Handbook Peter ScholtesProfiles of Leadership J. Scott BurdZen and the Art of Motorcycle Maintenance Robert PirsigHow to Get What You Want Raymond HillHow to Attract Good Luck A.H.Z. CarrThink and Grow Rich Napoleon HillThe Magic of Thinking Big David J. SchwartzSee You at the Top Zig ZiglarThe Celestine Prophecy James RedfieldThe Power of Positive Thinking Dr. Norman Vincent Peale


Harmonizing Change for the 21st Century (in writing) J. Scott BurdCare of the Soul Thomas MooreThe Different Drum M. Scott Peck, M.D.Men Are From Mars, Women Are From Venus John Gray, Ph.D.The First Six Weeks of your Project J. Scott BurdThe Changing of the Organization J. Scott BurdProject Hints Your Boss Never Told You J. Scott BurdPersonal Strategic Planning J. Scott BurdStrategic Planning J. Scott Burd


AppendixProfiles of Leadership DiagnosticHolt Types Score SheetTypes versus awareness levels matrixTypes versus types matrixGoal Achievement Chart


Profiles of Leadership Diagnostic

For each Leadership attribute, rank them from 7 (most like you) to 1 (least like you). Do not assign ties.

A E I1 Participating 1 Driving 1 Logical 2 Excellence 2 Competent 2 Sociable 3 Assertive 3 Harmonious 3 Profiting 4 Big Picture 4 Meticulous 4 Sincere 5 Verifying 5 Producing 5 Discerning 6 Planning 6 Nurturing 6 Systematic 7 Appreciative 7 Inspiring 7 Stabilizing

B F J1 Exciting 1 Sensitive 1 Theorizing 2 Kind 2 Methodical 2 Receptive 3 Factual 3 Wise 3 Researching 4 Versatile 4 Influential 4 Charismatic 5 Efficient 5 Skillful 5 Accepting

6 Competitive 6Cheerleading 6

Goal-Oriented

7 Intuitive 7 Lawful 7 Organized C G K

1 Mobile 1 Detailed 1 Leading

2 Peaceful 2 Arranging 2Group-Oriented

3 Accurate 3 Bold 3 Practical

4 Gentle 4Brainstormer 4 Reconciling

5Values-Driven 5

Compassionate 5 Objective

6 Orderly 6 Motivating 6 Committed 7 Achieving 7 Balancing 7 Deliberate

D H L1 Healing 1 Enthusiastic 1 Generous 2 Animated 2 Prepared 2 Perfectionist 3 Formal 3 Firm 3 Authoritative

4 Functional 4 Perceptive 4Spontaneous

5 Negotiating 5 Exacting 5 Visionary 6 Decisive 6 Utilitarian 6 Prompt 7 Precise 7 Forgiving 7 Industrious


The Holt Types Score SheetTransfer the rank from the first page and total each column. Grand total must equal 336.

WILL LOVE ACTIVEHARMONY SCIENTIFC IDEALISTC ORGANIZER

A3____ A1____ A4____ A7____ A5____ A2____ A6____B6____ B2____ B4____ B7____ B3____ B1____ B5____C7____ C4____ C1____ C2____ C3____ C5____ C6____D6____ D1____ D4____ D5____ D7____ D2____ D3____E1____ E6____ E2____ E3____ E4____ E7____ E5____F4____ F3____ F5____ F1____ F2____ F6____ F7____G3____ G5____ G4____ G7____ G1____ G6____ G2____H3____ H7____ H6____ H4____ H5____ H1____ H2____I5 ____ I2 ____ I3 ____ I7 ____ I1 ____ I4 ____ I6 ____J3____ J5____ J1____ J2____ J6____ J4____ J7____K1____ K2____ K3____ K4____ K5____ K6____ K7____L3____ L1____ L5____ L4____ L2____ L7____ L6____

TOTAL= TOTAL= TOTAL= TOTAL= TOTAL= TOTAL= TOTAL=

SUMMARYWILL 0LOVE 0ACTIVE 0HARMONY 0SCIENTIFIC 0IDEALISTIC 0ORGANIZER 0TOTAL (must = 336)

For more information, please call J. Scott Burd, Strategy, Leadership & Cultural Change, 760/322-4612


WILL LOVE ACTIVE/CREATIVE HARMONY SCIENTIFIC IDEALISTIC ORGANIZERMORAL COURAGE; INTUITIVE; PRO- DOMINION OVER MOST INTUITIVE; TOTAL HONESTY; MENTAL SINCERE; SELF- WILL & PURPOSE;

SELF-RELIANCE; FOUND UNDERSTANDING MATTER; SYSTEMS; SEARCH FOR REFINEMENT; OPENNESS; INTELLECTUAL SACRIFICING; LOYAL; CONSTRUCTIVE ACTION;SELF- VISION; IMPARTIAL OF HUMAN NATURE; SENSE OF FORM; POWER TO HARMONIZE; PURSUIT WITH PURPOSE; FEARLESS; POWER TO CLEAR AWARENESS &

ACTUALIZING RISK FOR WORTHY INSPIRED TEACHER; SEES WHOLE; DEALS WITH INDEPENDENCE FROM MOVE & TRANSFORM; DELIBERATION; CONCLUDER;CAUSE LOVE OF KNOWLEDGE POWER TO CREATE OPPOSITES THE MIND CHARISMATIC LEADERSHIP PRODUCTIVE COOPERATION

TRUE LEADERSHIP TRUE FORGIVENESS TRUE SERVICE TRUE CONF RESOLUTION TRUE HUMILITY TRUE VISION TRUE ORDERPOWER; SOCIABLE; PRACTICAL; COLORFUL; VOLATILE; MODERN; SINGLE-FOCUS; FEARLESS COURAGE ORDERLY; PATIENT;

AMBITION; OUTGOING; MONEY-MAKER; ELUSIVE; DREAMY; DISINTEREST IN PEOPLE; OF CONVICTIONS; PERSEVERANCE;PERSONALITY DESIRE TO THEORY Y; SUCCESS ORIENTED; IMAGINATIVE; FUNNY; CONCRETE KNOWLEDGE; INSPIRING; LOYAL; PRACTICAL; LAW &

DOMINATE; CALM; CONCRETE KNOWLEDGE MANY-SIDED; CRITICAL; TROUBLE NEVER IN DOUBT ORDER; GOAL ORIENTED;ISOLATION RECEPTIVE EXTRAVAGANT WORKING WITH CHILD NO CONFLICT WITH LIKES TO DELEGATE;

LIFE; LOP-SIDED COORDINATE; MODERATECONCENTRATED; LOVE OF KNOWLEDGE; INTELLIGENT; ACTIVE; TO HARMONIZE; DESIRES KNOWLEDGE; BURNING IDEALISM; CLEAR THOUGHT;

FOCUSED; SINGLE-MINDED; COLLECTOR OF ENTERPRISING; COMBAT STUPIDITY; TIRELESS; INVEST- FENCE SITTER; OBJECTIVE PLANNING;MENTAL LOVE OF ARGUMENT; IDEAS & FACTS; NON-INTUITIVE; INTUITIVE; IGATING; PROBLEM INTELLIGENCE PROJECTS DATA

DECISION MAKER; MAY APPEAR COLD LIVES IN WORLD SEARCH FOR MEANING; SOLVING; PUNCTUAL; DOMINATED BY ACCURATELY; TEAMS; NOCHOICES COME EASY DUE TO POSSESSIVENESS OF IDEAS SUFFERING CONCENTRATED ANALYSIS EMOTIONS WASTED TIME

IMPATIENT; ROMANTIC; EFFICIENT; RASH; VERY ACTIVE; LACK COLD; INSENSITIVE; INTENSE; PASSIONATE; RATIONAL; CALM;DOES NOT RECOGNIZE; CHARMING; HURT IMPATIENT; OF BALANCE; LOVE OF IMPERSONAL SINCERE; EXCITING; THOUGHTFUL; EMOTIONS

EMOTIONAL UNINVOLVED; EASILY; LOVE OF LACK OF SUCCESSFUL MOODY; VIVID OBJECTS; LOVE OF FIERY LOVES AND RULED BY MIND;CONSIDERS EMOTIONS MUSIC; INTO RELATIONSHIPS; IMAGINATION; TRUTH; LACK HUMAN SUBJECTIVE VALUES; COOL AND UNINVOLVED

TO BE WEAK FEELINGS MATERIALISTIC; INTUITIVE; LIVE ON UNDERSTANDING; ENTHUSIASTICUNDEV EMOTIONS EMOTIONS ANGERS EASILY

PROMPT; ACTIVE; GREAT SEX LIFE; MANIPULATOR APPRECIATION ONLY PERCEPTION FOLLOWS FADS; NEAT; PUNCTUALDECISIVE; MATERIALISTIC; OF OBJECTS; OF BEAUTY; SENSE THROUGH 5 SENSES; MAY COPY IDOL; WELL ORGANIZED;

PHYSICAL COURAGE; COMFORT LOVING; SKILL IN ACTION; OF COLOR; GOOD COURAGEOUS; ASCETIC SEVERE; BODY MAY COOPERATIVE; COACH;POWER TO CONQUER; LAZY; COLLECTOR; NEVER STILL TASTE; ACTIVE AND BE ENEMY MENTAL GAMES; OUTLINES;

COMPETITIVE PACK RAT PASSIVE GOOD DELEGATOR

CRITICAL; THEORY X; POSSESSIVE; TRICKY; OVER-VALUE LOW PSYCHIC NO INTEREST IN DYNAMIC PEDANTIC; PROUD;INSENSITIVE; PASSIVE; MATERIAL SUCCESS MOODY; MANIC MORAL & AESTHETIC AGGRESSIVE METICULOUS; RULED BY

UNEVOLVED SARCASTIC; LONER; JEALOUS; WEAK; SPIN WEBS DEPRESSIVE VALUES; BORING; NARROW-MINDED HABIT; FORGETS PURPOSE;LOW-LEVEL DICTATOR; CRISIS PROCRASTINATOR; LACK OF CENTER FUSSY; NON-INTUITIVE RIGID SET IN CONCRETE;BEHAVIOR MANAGER LACK OF DECISION EXACTNESS TO DETAIL INTOLERANT CEREMONY;

BIGOTED BUREAUCRATIC

GOVERN TEACHER; SOCIAL CREATE THINGS; BRING BEAUTY; RESEARCH; SIFT LEAD; TEACH; BRING ORDER INTOPRINCIPAL LEAD WORKER; ACTUALIZE MONEY MAKER; COUNSELORS; ARTISTS; DATA; CLASSIFY INSPIRE; SPIRITUALLY THE WORLD; CONSTRUCT

FUNCTIONS DESTROY THROUGH PEOPLE SALESMAN TO HARMONIZE FACTS; TEACH FACTS DEVELOP HUMANITY; AND ASSEMBLE; PLANNEGOTIATE; FACILITATE WAKEN THE DULL


Types vs Types (The Horizontal Type will interface with the Vertical Type this way)

WILL LOVE ACTIVE HARMONY SCIENTIFIC IDEALISTIC ORGANIZER CREATIVE CONFLICT WILL BUTT HEADS AFRAID OF CONFLICTING AFRAID OF STRESSED BY GOOD & BAD NO RELATE TOO DIRECTIVE WITH WILLS TOO DIRECTIVE GOALS IDEAL CAN TOO ABRASIVE GOALS WANTS DETAIL INFLUENCE WILL LOVE DON'T LIKE RELATE WELL CAN RELATE TURNS TO LOVE DOESN'T GREAT COMBO GOOD GROUP DISORGANIZED NOTHING BOTH FOR SUPPORT UNDERSTAND INTERACTION SLOPPY ACCOMPLISHED COLLECTORS WHEN DOWN ACTIVE DON'T LIKE ACCEPTS, BUT NO BRAIN- GOOD WHEN UP LIKES IDEAS GOOD COMBO GOOD COMBOCREATIVE CAN'T SET UNDERSTANDING STORMERS OF THE BAD WHEN DOWN CREATES NEED FOR IDEAS & IMPLEMENT GOALS LIKES CREATIVITY WORLD DETAILS IDEALS IDEAS HARMONY- TOO UP & SUPPORTIVE IMPATIENT PARTIERS DON'T LIKE GOOD-ABLE TO GOOD COMBOCONFLICT DOWN BRINGS OUT OF INABILITY TO EXPERIMENTAL UNSTABLE GIVE HUMOR, SPIRITED CONFUSED DEPRESSION GET ACT TOGETHER FOCUS GROUP DYNAMICS SCIENTIFIC IRRITATED BY BORED BORING - TOO TOTALLY BORED SWAP NO RELATE IRRITATED DETAIL MUCH DETAIL DETAILS UNLESS RESEARCH WITH DETAIL ORIENTED IDEALISTIC ADMIRE BUT GOOD RELATION GOOD COMBO GOOD RELATION SUSPICIOUS OF IDEALS CLASH GOOD DOESN'T LIKE UNDERSTANDS IDEAS & IDEAL GETS THEM IDEALS BAKER-FALWELL LIKES RITUALS IDEALS VIEWS ENTHUSIASM INTO CAUSES ORGANIZER BEST RELATION LIKES NOT GREAT RELATION LAUGHS AT ORG RESPECT GOOD IF ORG NO PROBLEM LIKES GOAL SETTING ORGANIZATION RECOGNITION THAT SEES NO NEED FOR ORG CAN MAKE IDEAL AND FOLLOW-THRU & DIRECTION ORG GETS THINGS ORGANIZATION SKILLS WORK BETTER DONE


Goal Achievement Chart

Name: Date:

The specific area selected for performance improvement must meet the following:1. One person must be individually accountable2. Achievable with available resources3. Within the authority of person responsible4. Has measurable bottom-line results5. Is achievable within 4-5 weeks6. Is compelling; something you want to do

Describe Performance Improvement Objective.

Who is specifically responsible for doing exactly what? Describe detailed resources.

What is the deadline for completion?

How will success be measured (HWIKIWISI – How Will I Know It When I See It)

What specific steps must be taken to launch this project?

What risks do I foresee before I can launch?

What results are to be expected as a consequence of taking action?

What is the Return on Investment (R.O.I.)?

What results will occur if I don't take action?

Documents

site.palmspringsleader.orgsite.palmspringsleader.org/uploads/Profiles_of_Leadership__Dec06… · Web viewThe Organizer is characterized by action and objectivity. They are sometimes