The new report  has several changes/advantages – a simple 2-page intro; Part II is only 5 pages with many more bullet points and the bullet points, for the most part, are randomly chosen, so each of the four styles can get numerous different reports because of the variations in bullet points. For instance, on page 9 under the category – As a ___ style, Here are Some Typical Behaviors – he has created approx. 30 bullet points that apply to each style but the computer randomly only chooses 15 for each report.

Part III stays exactly the same as that is the application of The Platinum Rule with others.

No changes will be introduced on Assessments Now until after the change over onto a new platform scheduled for April.

Another handy feature is if you DO want to send individual emails but there are lots of participants, you can inport them from an excel spreadsheet so that it is not a long manual exercise.

Both of these features are turned off (default) so let me know in an email if you want them turned on for you and I will do it.

My raving fan said I might want to be a little more high-level/intellectual for this new group – for example, not do the celebrity exercise (many of the docs do not even watch TV – I don’t either, so I can relate ) and she said probably good to do less role playing (the scripts in your training material like the office conversation) and more of discussing real life situational challenges they face and how to use the PR to help.

Given the group, your observations make perfect sense.  I too never use the “celeb” exercise. I use the examples in the book more as case studies not role plays.  I think real examples either as cases or role plays (which most participants hate by the way) is excellent if you can get it.  Another option that takes little effort is to use one of the cases that might relate to the group and “personalize” it to the organization.  As you know, I have found that “No Free Lunch” is an amazing case study if you can divide the group up into the four types and see how each type would “resolve” the issue.  Seeing the different assumptions, values and “answers” coming out is amazing.  As usual – it is all in the debrief.  Another variation is from an MBTI exercise I have used.  Divide them up by quadrant and tell them that they have all been selected to go to a conference to present a joint paper.  Unfortunately they have just received word that the budget has been cut and there will only be funding for all less one person.  Have them problem solve and determine their solution – using one of the real people – not abstract.  Debrief the process they used, assumptions, criteria they used to make the final decion.  This really brings out those that are task versus relationship differences. 

If you can get someone to give you a couple of REAL scenarios before the course the better.  That way they can be “confidential” and you don’t end up with a pregnant pause waiting for someone to give an issue that they have.  Having your own “stories” can be very useful.  So if you could draw from past sessions that might also be quite powerful.  I love to tell the story that really made a difference and to this day makes me continue to do what I do.  True story with some of the dialogue changed because it has been about a dozen years or so ago.  I was working with a group of scientists “down east” in a small well knit community doing Platinum Rule (in a social styles format but same model) as part of a two day communication skills training for supervisors with the government.  As you can imagine most of them where Thinkers (no Relaters at all).  The morning of the second day one of the participants came up to me and said:  “You know it really hit me what you said yesterday and I realized that my admin assistant is a Relater and she probably really thinks that I am a jerk most of the time.  I never tell her how much I think she does a great job.  She has been sick this week so I drove over to her house last night and told her that my style is such that I may be abrupt and quiet and critical but I could not manage without her.”  I asked her how she responded.  He said, “She looked at me like I was crazy and said it was no big deal but she had a big smile on her face.”  He smiled at me and added:  “Maybe there is something to this touchy feely stuff after all…. but I am not changing.”  I responded:  “And you don’t have to – just learn to be more flexible, which it sounds like you are doing.”

Some trainers have told me that using an exercise of how each type would set up their office space is a fun way for them to understand the four quadrants.  I  still like to use the what each type wants from meetings.  We talked about this in our training to make sure we cover off all the needs of participants.  At the beginning of a class, I have even taken the agenda in one training and torn it up.  I then asked each person to quickly write down on a post-it note their immediate reaction.  Then I collected them, read some of them out and discuss how we all have different needs.  (I then reassure all types that we will be following a set format but it will be flexible enough for us to cover areas that are of interest to everyone.)

Here is what will be a part of each email that goes out and what the final contact notice will say. If you have suggestions please let me know.

All client invitation letters have been updated to include the following notice:

* You will see that there is a fourth category labeled: This is for follow-up data ONLY. This has been designed for those clients who want to extend their evaluation period at a future time in order to get additional feedback for comparison purposes. You will receive our last email telling you about this option in about six months along with the option of subscribing to our 52 weekly email tips on The Platinum Rule..

Please note that this email is coming from Assessments Now, an authorized user of The Platinum Rule and licensed from Tony Alessandra and Associates. Full disclosure and contact information can be found at: https://assessmentsnow.com/privacy.asp?privacy=platinum

The email that will be sent will look like this one:

This is the final notification from Assessments Now to remind you that you can extend your feedback period and receive our 52 email tips if you have not done so.
You experienced the The Platinum Rule on {!custom order date} where we mentioned this followup.

In case you have forgotten, your personal/private access is:
username: {!custom username}
password: {!custom password}
Login: https://assessmentsnow.com/assessmentlogin.asp

EXTRA: Confirm to get 52 weekly tips

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CONFIRM BY VISITING THE LINK BELOW:

http://secure.aweber.com/z/c/?xxxxxxxx

Click the link above to give us permission to send you
information. It’s fast and easy! If you cannot click the
full URL above, please copy and paste it into your web
browser.

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If you do not want to subscribe, simply ignore this message.

For more details: http://www.wghill.com/retake.htm

Thank You,

Roberta Hill
Owner, Assessments Now

I was not able to record the class. While the idea of using WebEx is great – if I use the Skype system it does use up too much banned width and I started to break up. WebEx does provide a phone number but again this just adds to the cost. I will continue to use Skype for some teleclasses but the good news is that I have found another exciting product for my own “private meeting room”. More good news is that has motivated me to have another impromptu session in a couple of weeks. So if you are willing to tolerate my exploration into the technology – this will prove to be very exciting, I will record it, you can save the chat AND we will have more news and updates . . . like the case of “Susan” below.

During our session on Monday we looked at a live case with the eGraph of “Susan” who recently purchased a 60 day extension and got another dozen people to complete the assessment on her three years later. The eGraph is posted on http://www.wghill.com/AssessmentsNow/eGraph.htm I will be revisiting the story of “Susan” as she got in touch with me and gave me permission to use her situation in my training

Here is part of what she had to say: “I thought it was quite good when I initially did the platinum rule. Over the past 4 years I have had some significant things happen at work which were not always pleasant so I thought that I would try to modify some of my behaviors to get better results from the staff that I manage.

Here is a series of six emails that I use with my coaching clients. You are welcome to use and modify these emails to suit your needs.

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E-Mail One: Sent immediately

Dear Member,

By now you should have had a chance to read your self-assessment. I would like you to go back and read your self-assessment report again. This time take a pencil and put a check mark beside each comment that really makes sense to you. Also as you go through the report, put a question mark besides comments you wish to clarify and an X besides things you just don’t agree with.

Remember that this is your data and nothing is 100% accurate. Nor should it be. Imagine how boring that would be? This is one reason why getting the feedback from others will be so powerful. Bring your questions to our next session.

To get into your member site:
https://AssessmentsNow.com/assessmentlogin.asp

With warm regards,

You can also choose to create a link and send it out through your Outlook. This is a lot less time consuming, but your observers will then choose which category to use for your feedback. Also, take a look at the Observer Invitation. You can makemodifications to the letter if you want. Rest assured, that the email addresses provided will NEVER be used for any purpose other than inviting people to evaluate you. They will not be sold, traded, or contacted in the future for any reason unless and until they DIRECTLY request that we do.

You may wish to read the Member Quick Steps or Complete Guide to help you use the site most effectively. This material is found at the bottom of your member home page.

To get into your member site:
https://AssessmentsNow.com/assessmentlogin.asp

With warm regards,

Please take some time to go back into the site:
https://AssessmentsNow.com/assessmentlogin.asp

Check on who has filled in the assessment for you and whom you may wish to send a reminder. Perhaps they have not received the email. You can get the direct link from the site and send it to them. There is still plenty of time but things can pass us by.

Next, I would like you to think of a critical relationship that you havethat you would like to improve. Go back to your Home page on the site and click on Using Behavioral Styles with Others. First click on the introduction at the top and read the overview. Second think of a critical relationship in your personal life and work through the exercise. Third, do the exercise again but this time think of a challenging professional relationship.

With warm regards,

I would like you download or print the Workbook. (Click the Free e-Book button on your member’s page.) Keep in mind that it is 66 pageslong. I am requesting that you print and complete the exercise found on pages 5-9.

You are encouraged to read any other material in this workbook, especially pages 10-21.

With warm regards,

First take a look at your e-graph. Remember to gereate your report again to make sure that you have imported all the eGraph data. Do you notice anything of interest? Don’t forget to print off or download the pdf file for future reference.

I would like you to complete Page 21 of your Free eBook: A Self-Portrait of My Behavioral Style.

Here are some questions to consider before we met to discuss your final results:

1. How big a difference is there between how I see myself and how others perceive me?
2. Do personal relationships see me in a similar fashion as those with whom I interact professionally?
3. Are there any blind spots that I am now aware that I might have?
4. What is it about my behavioural style that makes it easier for me to relate to someone?
5. What is it about my behavioural style that may cause me to come into conflict with others?
6. What do I want to work on or learn more about?

By the way, if you would like to extend the time to invite observers, you can log in and make a small payment to extend it another 30 full days. You must do this directly yourself.
With warm regards,

It has been two months since you completed your own personal Platinum Rule. Did you realize that you have the capability to determine how you have changed and reassess your report. You can expand your eGraph without having to purchase a new assessment. There is a unique fourth follow-up category so that you can compare your original results to any new observer feedback.

Sign on to your member’s page:
https://AssessmentsNow.com/assessmentlogin.asp

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

Disclaimer:

This material is intended for informational and educational purposes only. Financial, Legal and Professional information is not Financial, Legal and Professional advice. You should see a Financial, Legal or Professional in the area in which you live if you need advice.

An indisputable business fact is that people do business with people they like. It makes sense, therefore, to like and be liked by as many people as possible. The ability to create rapport with a large number of people is a fundamental skill in sales, management, personal relationships, and everyday life.

We have all heard of the Golden Rule-and many people aspire to live by it. The Golden Rule is not a panacea. Think about it: “Do unto others as you would have them do unto you.” The Golden Rule implies the basic assumption that other people would like to be treated the way that you would like to be treated.

The alternative to the Golden Rule is much more productive. I call it the Platinum Rule: “Treat others the way they want to be treated.” Ah hah! What a difference. The Platinum Rule accommodates the feelings of others. The focus of relationships shifts from “this is what I want, so I’ll give everyone the same thing” to “let me first understand what they want and then I’ll give it to them.”

Building rapport with people based on the Platinum Rule is smart-People Smart. People Smarts-my system for applying the Platinum Rule-requires some thought and effort, but it is the most insightful, rewarding, and productive way to interact with people. And it is easy to learn.

A Modern Model For ChemistryThe goal of People Smarts is personal chemistry and productive relationships. You do not have to change your personality. You do not have to roll over and submit to others. You simply have to understand what drives people and recognize your options for dealing with them.People Smarts divides behavioral preferences into four basic styles: The Director, The Socializer, The Relater, and The Thinker. Everyone possesses the qualities of each style to various degrees and everyone has a dominant style. For the sake of simplicity, this article will focus only on dominant styles.

As you read the descriptions of Directors, Socializers, Relaters, and Thinkers, see which style fits you best. Then think about people around you-at home, in the office-and determine their styles.

DirectorsDirectors are driven by two governing needs: to control and to achieve. Directors are goal-oriented go-getters who are most comfortable when they are in charge of people and situations. They want to accomplish many things-now-so they focus on no-nonsense approaches to bottom-line results.Directors seek expedience and are not afraid to bend the rules. They figure it is easier to beg forgiveness than to ask permission. Directors accept challenges, take authority, and plunge head first into solving problems. They are fast-paced, task-oriented, and work quickly and impressively by themselves, which means they become annoyed with delays.

Directors are driven and dominating, which can make them stubborn, impatient, and insensitive to others. Directors are so focused that they forget to take the time to smell the roses.

Directors tend to gravitate toward the following positions: the hard driving journalist, the stock-broker, the CEO, the independent consultant, and the drill sergeant!

SocializersSocializers are friendly, enthusiastic “party-animals” who like to be where the action is. They thrive on the admiration, acknowledgment, and compliments that come with being in the lime-light. Socializers just want to have fun. They are more relationship-oriented than task-oriented. Socializers would rather “shmooze” with clients over lunch than work in the office.The Socializer’s primary strengths are enthusiasm, charm, persuasiveness, and warmth. They are idea-people and dreamers who excel at getting others excited about their vision. They are eternal optimists with an abundance of charisma. These qualities help them influence people and build alliances to accomplish their goals.

As wonderful as Socializers may sound, they do have their weaknesses: impatience, an aversion to being alone, and a short attention span. Socializers are risk-takers who base many of their decisions on intuition, which is not inherently bad.

When given only a little data, however, Socializers often exaggerate or make sweeping generalizations. Socializers are not inclined to verify information; they are more likely to assume someone else will do it.

Socializers tend to gravitate toward the following positions: sales (especially non technical products/services), public relations, advertising, show business, cruise ship social directors, hotel and restaurant personnel and glamorous, high-profile careers.

ThinkersThinkers are analytical, persistent, systematic people who enjoy problem-solving. Thinkers are detail-oriented, which makes them more concerned with content than style. Thinkers are task-oriented people who enjoy perfecting processes and working toward tangible results.They focus on the trees, whereas Directors and Socializers focus on the forest. Thinkers are always in control of their emotions (note the poker-faces of many Jeopardy! contestants) and may become uncomfortable around people who very out-going, e.g., Socializers.

In the office, Thinkers work at a slow pace, allowing them to double-check their work. They tend to see the serious, complex side of situations, but their intelligence and ability to see different points of view endow them with quick and unique senses of humor.

Thinkers have high expectations of themselves and others, which can make them over-critical. Their tendency toward perfectionism-taken to an extreme-can cause “paralysis by over-analysis.” Thinkers are slow and deliberate decision-makers.

They do research, make comparisons, determine risks, calculate margins of error, and then take action. Thinkers become irritated by surprises and glitches, hence their cautious decision-making. Thinkers are also skeptical, so they like to see promises in writing.

Thinkers’ strengths include an eye for detail and accuracy, dependability, independence, persistence, follow-through, and organization. They are good listeners and ask a lot of questions, however, they run the risk of missing the forest for the trees.

Thinkers tend to gravitate toward the following positions: engineers, statisticians, scientists, doctors, accountants, computer programmers, airline pilots, and tax attorneys.

RelatersRelaters are warm, supportive, and nurturing individuals. They are the most people-oriented of the four styles. Relaters are excellent listeners, devoted friends, and loyal employees. Their relaxed disposition makes them approachable and warm. They develop strong networks of people who are willing to be mutually supportive and reliable. Relaters are excellent team players.Relaters are risk-aversive. In fact, Relaters may tolerate unpleasant environments rather than risk change. They like the status quo and become distressed when disruptions are severe.

When Relaters are faced with change, they need to think it through, plan, and accept it into their world. Relaters-more than the other behavioral types-strive to maintain personal composure, stability, and balance.

In the office, Relaters are courteous, friendly, and willing to share responsibilities. They are good planners, persistent workers, and good with follow-through. Relaters go along with other seven when they do not agree because they do not want to rock the boat.

Relaters are slow decision-makers because of: 1) their need for security; 2) their need to avoid risk; 3) their desire to include others in the decision-making process.

Relater’s tend to gravitate toward the following positions: nurse, counselor, psychologist, social worker, teacher, minister, and human resource development. Relaters make exceptionally patient and supportive parents.

Adapting to OthersWhat should you do with this knowledge? First, determine your behavioral style. That known, you now have new insights into your preferences: you might prefer relationships to tasks; perhaps you act slowly rather than quickly; or you may like to tell people what you think or feel rather than keep it to yourself.The following guidelines will help you get on the same wavelength with the four behavioral styles.

Recognizing And Adapting To DirectorsAt work, Directors often have large power-desks that look busy with lots of projects separated into separate piles. Their walls are adorned with diplomas, awards, and perhaps a large planning calendar.The seating arrangement implies a lack of contact guests’ chairs are opposite a big desk and huge leather executive chair. Conversationally, Directors are fast-paced and allow little or no time for small talk.

How should you treat Directors? They’re very time-sensitive, so never waste their time. Be organized and get to the point. Give them bottom-line information and options, with probabilities of success, if relevant. Give them written details to read at their leisure.

Directors are goal-oriented, so appeal to their sense of accomplishment. Stroke their egos by supporting their ideas, and acknowledge their power and prestige. Let Directors call the shots. If you disagree, argue with facts, not feelings. In groups, allow them to have their say because they are not the type who will take a back-seat to others.

With Directors, in general, be efficient and competent.

Recognizing And Adapting To SocializersAt work, Socializers’ offices are inviting to visitors. Their walls are covered with symbols of recognition, including photographs with celebrities or high profile executives. Their choice of art is upbeat and stimulating.They are outgoing, friendly, and will often come from behind their desks to sit and talk. Conversationally, Socializers focus on themselves. They are enthusiastic and have a penchant for story-telling. It is always obvious that Socializers would rather chat than get down to business.

How should you treat Socializers? Socializers thrive on personal recognition, so pour it on sincerely. Support their ideas, goals, opinions, and dreams. Try not to argue with their pie-in-the-sky visions; get excited about them.

Socializers are social-butterflies, so be ready to flutter around with them. A strong presence, stimulating and entertaining conversation, jokes, and liveliness will win them over. They are people-oriented, so give them time to socialize. Avoid rushing into tasks.

With Socializers, in general, be interested in them.

Recognizing And Adapting To ThinkersThinkers’ desks are structured, organized and neat. Their offices are decorated functionally rather than artistically. Their walls may contain charts, computer print-outs, or other exhibits related to their projects. Thinkers keep their desks between themselves and their guests and their office seating implies formality and non contact. Conversationally, Thinkers want to know and want to tell virtually every facet of a story.They speak relatively slowly and deliberately, pausing-without self-consciousness-to search for the right word. Thinkers derive joy from speaking precisely and accurately. Ask a Thinker for the time and you will be told exactly. Ask a Director for the time and you will be told the day of the week. Ask a Socializer for the time and you will be told, “Three days until the weekend.”

How should you adapt to Thinkers? They are time-disciplined, so be sensitive to their time. They need details, so give them data. They are task-oriented, so don’t expect to become their friend before working with them. Friendship may develop later, but-unlike Socializers-it is not a prerequisite.

Support Thinkers in their organized, thoughtful approach to problem-solving. Be systematic, logical, well-prepared, and exact with them. Give them time to make decisions and work independently.

Allow them to talk in detail. In work groups, do not expect Thinkers to be leaders or outspoken contributors, but do rely on them to conduct research, crunch numbers, and perform detailed foot-work for the group. If appropriate, set guidelines and exact deadlines. Thinkers like to be complimented on their brain-power, so recognize their contributions accordingly.

With Thinkers, in general, be thorough, well-prepared, detail-oriented, business-like, and patient.

Recognizing And Adapting To RelatersAt work, Relaters’ desks often hold family pictures and sentimental items. Their walls are decorated with conservative art, serene pictures, family or group photos, and supportive slogans. Their offices are warm and inviting and they prefer to not have a desk between them and their visitors. Conversationally, Relaters are relaxed, slow-paced, and supportive. As listeners, they are attentive and have good eye contact.How should you treat Relaters? They are relationship-oriented, want warm and fuzzy relationships, so take things slow, earn their trust, support their feelings, and show sincere interest. Talk in terms of feelings, not facts, which is the opposite of the strategy for Thinkers. Relaters don’t want to ruffle feathers.

They want to be assured that everyone will approve of them and their decisions. Give them time to solicit co-workers’ opinions. Never back a Relater into a corner. It is far more effective to apply warmth to get this chicken out of its egg than to crack the shell with a hammer.

With Relaters, in general, be non threatening and sincere.

People Smarts and The Platinum Rule are powerful life-skills that will serve you well in all your relationships: business, friends, family, spouse, and children. Improved relationships create infinite possibilities. Sometimes I think of John Lennon’s song, “Imagine.” One of the verses could be, “Imagine there’s no conflict, it’s easy if you try.”

©2002, By Tony Alessandra, Ph.D. All rights reserved, including the right of reproduction in whole or in part in any form, without permission in writing from Dr. Tony Alessandra. For more information about Dr. Alessandra’s books, audio and video programs, or for information about using Dr. Alessandra as a keynote speaker at one of your meetings, call his office at 1-800-222-4383 or visit his website at http://www.alessandra.com.

Asking what is an assessment centre is a little like asking what is coaching? We here at Assessments Now are in no way qualified call ourselves an Assessments Centre. Here is the opening of what the HR Guide to the Internet says:

An Assessment Center consists of a standardized evaluation of behavior based on multiple evaluations including: job-related simulations, interviews, and/or psychological tests. Job Simulations are used to evaluate candidates on behaviors relevant to the most critical aspects (or competencies) of the job. Several trained observers and techniques are used. Judgments about behavior are made and recorded. These judgments are pooled in a meeting among the assessors or by an averaging process. In discussion among assessors, comprehensive accounts of behavior, often including ratings, are pooled. The discussion results in evaluations of the performance of the assesses on the dimensions or other variables.

By definition this is a costly process and procedure. Below is my own summary from personal experience over the past 20 years. A terrific lay person’s document you should read is from an IPMAAC Workshop in 1994. Introduction to Assessment Centers 101. It is the best I have seen on the subject for readability and simplicity.

The purpose of going to an Assessment Centre

There are two primary services offered. First to help determine career interests and vocations as used in the educational system (career development). The second, to assist in determining the suitability of a candidate for a specific role or position (recruitment and selection).

Who operates a reputable Assessment Centre?

Psychologists, often Industrial Psychologists, who are trained and qualified to use sophisticated, validated tests – not just personality and behavioral assessments – but real tests. Practitioners possess an advanced degree in a profession that provides specialized training in the interpretation of psychometric assessments. Although tests may be administered by others who are trained, it should be under the auspices and interpretation of registered psychologists. The reports from these organizations should stand the test of the legal system if challenged.

What a “candidate” can expect if for recruitment and selection purposes?

This is a grueling and tiring process that lasts one half to a full day. The individual may or may not interact with more than one person , although they should technically see more than one assessor. Little can be done to prepare UNLESS you know of someone who has been through the same Assessment Centre. There are and can be three parts depending on the scope of the assessment process and purpose:

1. a battery of psychometric tests (usually at level “C”)

2. structured interviews perhaps using case studies

3. simulations – the most popular and respected are “in-basket” activities.

The key administrator will then be responsible for pulling together the material, interpreting the results and creating a report that is usually not shared with the candidate but given to the paying organization. If the assessment center is being used for developmental purposes, the candidate will get a debriefing. Rarely are the specific details of the tools given out to anyone.

How it is evolving and buyer beware

Many on-line assessment providers are now calling themselves Assessments Centres. This is particularly true with the growth of 360 degree feedback tools. While good 360 tools are valuable in their own right, they are a single touch point They do not cover various observable techniques that are statistically integrated from different sources. they may make up part of the Assessment Centre’s program but should not be the entirety.