Mr. Personality: Using Personality Profiles to Make Your Company Better
Of course, no PU would be complete without professor of straight talk David Baker. For his session, we talked about personality profiles and why they matter. It was frank, hilarious discussion that edified and provoked.
4. david c. baker
• www.davidcbaker.com
• i have fooled a lot of people so far: Wall Street Journal, USA
Today, Fast Company, Inc. Magazine, Forbes, CBS Business
Network, MarketingProfs, BusinessWeek, and about a dozen
books others have written. my second (of four) books was just
chosen by Inc. Magazine as a “Top 10 Book for Entrepreneurs to
Read.”
5. david c. baker
• www.davidcbaker.com
• i have fooled a lot of people so far: Wall Street Journal, USA
Today, Fast Company, Inc. Magazine, Forbes, CBS Business
Network, MarketingProfs, BusinessWeek, and about a dozen
books others have written. my second (of four) books was just
chosen by Inc. Magazine as a “Top 10 Book for Entrepreneurs to
Read.”
• i wasted 6 years in graduate school.
6. david c. baker
• www.davidcbaker.com
• i have fooled a lot of people so far: Wall Street Journal, USA
Today, Fast Company, Inc. Magazine, Forbes, CBS Business
Network, MarketingProfs, BusinessWeek, and about a dozen
books others have written. my second (of four) books was just
chosen by Inc. Magazine as a “Top 10 Book for Entrepreneurs to
Read.”
• i wasted 6 years in graduate school.
• i charge ridiculous fees.
7. david c. baker
• www.davidcbaker.com
• i have fooled a lot of people so far: Wall Street Journal, USA
Today, Fast Company, Inc. Magazine, Forbes, CBS Business
Network, MarketingProfs, BusinessWeek, and about a dozen
books others have written. my second (of four) books was just
chosen by Inc. Magazine as a “Top 10 Book for Entrepreneurs to
Read.”
• i wasted 6 years in graduate school.
• i charge ridiculous fees.
• my therapist of 3.5 years has told me to quit telling people that
i’m one of the smartest people in the world, so i fired him.
besides, there’s too much stigma to have a therapist in the
south.
8. david c. baker
• www.davidcbaker.com
• i have fooled a lot of people so far: Wall Street Journal, USA
Today, Fast Company, Inc. Magazine, Forbes, CBS Business
Network, MarketingProfs, BusinessWeek, and about a dozen
books others have written. my second (of four) books was just
chosen by Inc. Magazine as a “Top 10 Book for Entrepreneurs to
Read.”
• i wasted 6 years in graduate school.
• i charge ridiculous fees.
• my therapist of 3.5 years has told me to quit telling people that
i’m one of the smartest people in the world, so i fired him.
besides, there’s too much stigma to have a therapist in the
south.
• hannah is one of my best friends [i am only saying this because
she hasn’t paid my invoice yet]
12. connecting
• twitter: ReCourses
• opt-in email:
www.recourses.com
• pix: www.retake.com (all
of these are mine—they
have nothing to do w/ the
content, but i like seeing
my stuff)
14. experience
• w/ this topic, spent $350k
on a study that began in
1998 in which 14,000+
people were given
profiles, a 25-question
survey, a 30-minute
interview. i am exhausted.
17. intro
• what is your greatest personality trait?
• what is your weakest personality trait?
18. intro
• what is your greatest personality trait?
• what is your weakest personality trait?
• who you are is positive—but if you
overuse it, that same trait becomes a
negative
20. frame goals like this
• start by becoming self-aware,
understanding your tendencies,
preferred environments, biggest areas to
work on, etc.
21. frame goals like this
• start by becoming self-aware,
understanding your tendencies,
preferred environments, biggest areas to
work on, etc.
• if you stop there, though, it’s not much
more than belly button gazing
22. frame goals like this
• start by becoming self-aware,
understanding your tendencies,
preferred environments, biggest areas to
work on, etc.
• if you stop there, though, it’s not much
more than belly button gazing
• so the next—and most useful—step is to
be “other aware”
23. frame goals like this
• start by becoming self-aware,
understanding your tendencies,
preferred environments, biggest areas to
work on, etc.
• if you stop there, though, it’s not much
more than belly button gazing
• so the next—and most useful—step is to
be “other aware”
• that often means subordinating your
own preferences to the other person’s
preferences. that is at the heart of
maturity
24.
25. there are some strange
perceptions around this,
though, even now
26. there are some strange
perceptions around this,
though, even now
• freaked out spouse
27. there are some strange
perceptions around this,
though, even now
• freaked out spouse
28. there are some strange
perceptions around this,
though, even now
• freaked out spouse
• psychic consultant
29. there are some strange
perceptions around this,
though, even now
• freaked out spouse
• psychic consultant
[me]
33. history
• william marston, 1893-1947
• psychologist at harvard/tufts
• feminist theorist: “more honest and
reliable than mean and could work
faster and more accurately”
34. history
• william marston, 1893-1947
• psychologist at harvard/tufts
• feminist theorist: “more honest and
reliable than mean and could work
faster and more accurately”
• inventor: polygraph and blood
pressure tester
35. history
• william marston, 1893-1947
• psychologist at harvard/tufts
• feminist theorist: “more honest and
reliable than mean and could work
faster and more accurately”
• inventor: polygraph and blood
pressure tester
• comic book writer: wonder woman
36. history
• william marston, 1893-1947
• psychologist at harvard/tufts
• feminist theorist: “more honest and
reliable than mean and could work
faster and more accurately”
• inventor: polygraph and blood
pressure tester
• comic book writer: wonder woman
• 1928: Emotions of Normal People
64. suggestion
• don’t over-complicate
the job of managing. if
you know what
behaviors a job requires,
why not put a person in
that role who exhibits
those behaviors?
65. suggestion
• you can’t change people!
they can modify their
behavior marginally and
for limited periods, but
over time people will
always act in ways that
meet their needs.
68. suggestion
• profile of a firm’s leader
determine the culture
and how it might be
improved
• High D: seldom celebrate
success
69. suggestion
• profile of a firm’s leader
determine the culture
and how it might be
improved
• High D: seldom celebrate
success
• Low D: seldom attack
problems
72. con’t
• High i: don’t maintain
consistent focus
• Low i: usually don’t talk
enough
73. con’t
• High i: don’t maintain
consistent focus
• Low i: usually don’t talk
enough
• High S: respond too
slowly
74. con’t
• High i: don’t maintain
consistent focus
• Low i: usually don’t talk
enough
• High S: respond too
slowly
• Low S: too impatient to
stick with a plan
79. remember
• you can try to change
someone, but when tired,
scared, angry, or under
pressure, they will revert
to their natural selves
80. remember
• you can try to change
someone, but when tired,
scared, angry, or under
pressure, they will revert
to their natural selves
• they can perform, but it
will be exhausting
85. successfuls
• understand themselves
• understand how their
behavior affects others
• know how to align their
roles that fit profiles
• have positive attitude
about who they are
86. successfuls
• understand themselves
• understand how their
behavior affects others
• know how to align their
roles that fit profiles
• have positive attitude
about who they are
• know how to adapt
89. struggles?
• who do you struggle with
the most?
• write “karen” if it’s the
person sitting next to
you, unless that’s her
real name
90. struggles?
• who do you struggle with
the most?
• write “karen” if it’s the
person sitting next to
you, unless that’s her
real name
• what is that person’s
profile?
93. solutions
• read “this person desires
an environment that
includes”
• write down 3 things that
you personally are going
to do differently in your
relationship with them