What are the components of the Personal Profile System?
tendencies, desires, needs, and strategies to be effective
When we have to assign people to tasks or positions that do not match their PPS, it is vitally important to set them up for success. We do this by using a technique known as
caution, motivate, and support
A dimension of PPS that focuses on working conscientiously within existing circumstances to ensure quality and accuracy.
A dimension of PPS that focuses on shaping the environment by overcoming opposition to accomplish results.
A dimension of PPS that focuses on cooperating with others within existing circumstances to carry out the task.
A dimension of PPS that focuses on shaping the environment by influencing or persuading others.
A person with the dominance dimension has tendencies (strengths) that include
getting immediate results, causing action, accepting challenges, making quick decisions, questioning the status quo, taking authority, managing trouble, and solving problems
A person with the dominance dimension desires an environment that includes
power and authority, prestige and challenge, opportunities for individual accomplishments, a wide scope of operations, direct answers, opportunities for advancement, freedom from controls and supervision, many new and varied activities
A person with the dominance dimension needs other who (limitations)
weigh pros and cons, calculate risks, use caution, create a predictable environment, research facts, deliberate before deciding, and recognize the needs of others
A person with the dominance dimension needs these things to be more effective
to receive difficult assignments, to understand that they need people, to base techniques on practical experience, to receive an occasional shock, to identify with a group, to verbalize reasons for conclusions, to be aware of existing sanctions, to pace self and to relax more.
A person with the influence dimension has tendencies (strengths) that include
contacting people, making a favorable impression, being articulate, creating a motivating environment, generating enthusiasm, entertaining people, viewing people and situations with optimism, and participating in a group.
A person with the influence dimension desires an environment that includes
popularity or social recognition, public recognition of ability, freedom of expression, group activities outside of job, democratic relationships, freedom from control and detail, opportunities to verbalize proposals, coaching and counseling, and favorable working conditions.
A person with the influence dimension needs other who (limitations)
concentrate on the task, seek facts, speak directly, respect sincerity, develop systematic approaches, prefer to deal with things instead of people, take a logical approach, and demonstrate individual follow-through.
A person with the influence dimension needs these things to be more effective
to control time, if D or S is low, to make objective decisions, to use hands-on management, to be more realistic when appraising others, to make priorities and deadlines, and to be more firm with others, if D is low.
A person with the steadiness dimension has tendencies (strengths) that include
performing in a consistent, predictable manner, demonstrating patience, developing specialized skills, helping others, showing loyalty, being a good listener, calming excited people, and creating a stable, harmonious work environment.
A person with the steadiness dimension desires an environment that includes
maintenance of the status quo unless given reasons for change, predictable routines, credit for work accomplished, minimal work infringement on home life, sincere appreciation, identification with a group, standard operating procedures, and minimal conflict.
A person with the steadiness dimension needs other who (limitations)
react quickly to unexpected change, stretch toward the challenges of accepted tasks, become involved in more than one thing, are self-promoting, apply pressure on others, work comfortably in an unpredictable environment, help to prioritize work, and are flexible in work procedures.
A person with the steadiness dimension needs these things to be more effective
to be conditioned prior to change, to validate self-worth, to know how personal effort contributes to the group effort, to have colleagues of similar competence and sincerity, to know task guidelines, and to have creativity encouraged.
A person with the conscientiousness dimension has tendencies (strengths) that include
adhering to key directives and standards, concentrating on key details, thinking analytically, weighing pros and cons, being diplomatic with people, using subtle or indirect approaches to conflict, checking for accuracy, analyzing performance critically, using a systematic approach to situations or activities.
A person with the conscientiousness dimension desires an environment that includes
clearly defined performance expectations, values of quality and accuracy, a reserved, business-like atmosphere, opportunities to demonstrate expertise, control over factors that affect their performance, opportunities to ask "why" questions, and recognition for specific skills and accomplishments.
A person with the conscientiousness dimension needs other who (limitations)
delegate important tasks, make quick decisions, use policies only as guidelines, compromise with the opposition, state unpopular positions, initiate and facilitate discussions, and encourage teamwork.
A person with the conscientiousness dimension needs these things to be more effective
to have time to plan carefully, to know exact job descriptions and performance objectives, to schedule performance appraisals, to receive specific feedback on performance, to respect people's personal worth as much as their accomplishments, and to develop tolerance for conflict.