The Personal Interest Attitudes & Values report measures why people do what they do. It identifies the six workplace motivators common in all people. For example, the most successful salespeople fall within the Individualistic and Utilitarian motivators.
THEORETICAL: Drive for Knowledge
High: Shows a high degree of curiosity; appetite for learning; technical credibility.
Low: Wants to learn enough to be practical and get results; quick implementation of ideas.
UTILITARIAN: Drive for Money/Materials
High: Competitive, bottom-line orientation; wants practical solutions; hears the "revenue-clock."
Low: Enjoys helping others; puts others before self; service- or support-driven.
AESTHETIC: Drive for Form/Harmony
High: Feels most creative in a work environment that is pleasing to the eyes and spirit.
Low: Can get things done without pleasant surroundings; sees only the job task at hand.
SOCIAL: Drive to Help Others
High: Shows generosity in sharing their time and talent with others; a willing teacher and coach.
Low: Won't be taken advantage of; maintains a "business guard" on giving away talents.
INDIVIDUALISTIC: Drive for Influence/Power
High: Likes to take charge of projects; competitive; enjoys being a leader; will take the credit or blame.
Low: Very good team player; supports the project or cause; no hidden-agendas.
TRADITIONAL: Drive for Order and Structure
High: Well-disciplined, detailed problem-solver; high respect for rules, procedures and protocol.
Low: Very adaptable to new projects; sets new precedent; sees the big picture.
This report helps illuminate these motivating factors and attitudes and allows people to understand the driving forces behind their decisions and the jobs they are most happy in.
Look for the Personal Interests and Attitudes report at www.chartcourse.com/ttiassessments.html.
Creating repeat business
Follow these tips to help you receive high ratings from your customers.
For more tips on cornering the market on service, visit Briefings Publishing Group at www.briefings.com.
Recruiting and retaining Gen X and Y employees
Does your organization rely on the younger generation for employees? Are some of your workers in their late teens, twenties, and early-to-mid thirties? If so, they're part of Generation Y (born in the 80s) or Generation X (those born between 1964-1982). Many employers would agree that both groups seem to be more motivated by personal fulfillment opportunities on the job than by traditional monetary rewards.
From The Navigator #76. Visit www.chartcourse.com.
If you rarely receive customer feedback, you're probably not looking hard enough. People who have had a bad experience often don't bother to complain; they simply vote with their feet and take their business elsewhere. To keep your customers talking to you, actively solicit complaints. Ask, "What mistakes have we made lately?" or "What would you like to see us improve?" www.briefings.com