When organizations make people decisions, it is most common to see a process full of bias, assumptions, expediency and rather ineffective results.

It does not need to be nor should it be that way. 

Here we continue, somewhat belatedly with part 2 of our discussion on assisting others in reaching their full potential  with validated behavioral data. Here, in part 2, we discuss how the coaching manager is prepared for explaining the behavioral suitability data  to the  assessee.    Specifically  three areas are discussed:

Using accurate behavioral suitability data that lays out one's motivations, tendencies, attitudes and behavioral competencies greatly increases management effectiveness when used properly.  Unfortunately, when we discuss this with many, they think about their efforts to use personality typing data, trying to find value in D or I or E or N "types".   In fact, using "types" can often make the understanding of the person even murkier for a variety of reasons, but focusing on actual traits where the trait's intensity is accurate and where negative traits are also measured, provides a much more powerful method for improving management interactions.

What follows is a concise summary of over a dozen academic studies over the last few years. Their conclusions are largely mixed on overall results but fairly consistent on critical success factors.

Most organizations want their people to be inspired, focused on dealing with reality as it is, pro-active and happy,  but few achieve it over time.  Whether you call it motivation, engagement, high performance  or whatever…,  there are all kinds of supposed solutions but few that provide much benefit.  One piece of the puzzle lies in basing your actions on validated data that underlies these factors- what employees expect and their natural tendencies related to what motivates and activates them.

The following video discussion overviews a new capability and one we've found highly effective for the following: