Management Dynamics International

GeierStarPerformanceSystems TM Candidate Intangible Selection Measurements

Candidate: Terry Green Position: Financial Controller, Darwinde Pty Ltd.

Culture of Attitudes in the Position - Measurement Prediction for High Performance, Productivity, & Retention $ Return on Investment in the Candidate

High Performance Benchmarked by: Chairman: Mark Longfellow Benchmark ID: 102040 2399

Dr. John Geier Ph.D.

Level 4, 150 Albert Road Melbourne VIC 3205

Phone: 1300 960 041 Fax: 613 9685 7599

Email: solution@mandyn.com

www.managementdynamics.info

Subject
Candidate High Performance - Summary Attitudes in the position Selection Process Introduction & Set Up Intangible Motivation Measurement Introduction F-A-C-T-O-R Performance Measurement Continuums Leadership & Emotional Intelligence

Page 3 4 5 6 8 13 14

Performance Calculations On Appointment Future Potential in position $ ROI on Intangible Investment 15 16 17

Prediction - Summary of Performance

Terry Green
as Financial Controller Employment including On Cost $ 750 k/year

Intangible Performance & Productivity On Appointment Emotional Intelligence & Leadership Culture Fit Walks his Talk Future Potential

Rank Very High 40 89% Very High High

ROI $750 K/year $ 667 K/year Versatile -

Terrys potential productivity is determined by

Terrys attitude to this job. Culture fit Change and appointment of a different Chairman of the Board.

Pages 13-14

Copyright 1994 H & R Wolfe Pty Ltd

Terry Green
Attitudes in the position of Financial Controller

Tolerant: lets others believe, or act, as they judge best, respects their opinions, does not judge them. Q: does he carefully weigh other peoples actions, and the affect their actions have on others?

Confrontational: Openly questions how others think, and their way of doing things. Faces people with the truth, as he sees it. Q: does he wait for a sufficient length of time for things to change, for others to be motivated, as a result of his questions.

Visionary: sees beyond what exists, has thoughts that transcend any limitations, and surmount every obstacle in the path to achieving his objective. Q: does he have the skill needed to involve, and motivate, other people who have the means to overcome the obstacles and challenges to achieving his objective.

Facilitating: frees others of their worries, their problems, by suggesting more effective and efficient ways of doing things. Q: with this attitude does he pace himself, especially when his is becoming impatient with slow moving processes?

Can't Miss: with superb confidence believes he has overcome all opposition to, or problems with, his ideas, to a point where others can interpret it as being arrogant, or overconfident, in his own ability. Q: is he realistic in believing he has anticipated and planned for everything that can go wrong.

Evaluative: he looks for the strengths, weaknesses (internal), opportunities, and threats (external) in a situation, while watching the past, but keeping his eye firmly on the future. Q: does he spend an excessive time reviewing the past? Does he balance the facts, and his experience from the past, against what is essential for the present situation, as well as the future?

* Management Dynamics additionally offer a very comprehensive description of Terrys specific Behaviour & Leadership that is predicted by Terry attitudes to the position of Financial Controller, Darwinde Pty Ltd.
Copyright 1994 H & R Wolfe Pty Ltd

Overview - Candidate Selection

Selection - Intangible Productivity - $ Return on Investment Introduction Terry has the education, qualifications, experience, competencies, networks, required of a Financial Controller. His references are good. They match those specified. But does this ensure Terry will be a success in the job? Everybody has a perception of the behaviour they 'walk'. Every candidate thinks they know how they behave in a situation, which they describe when questioned, during their interview. But is the candidate's perception of his behaviour accurate? Is the candidate embroidering the truth? Is the candidate telling the truth? Perceptions do not motivate a person's behaviour. Perceptions determine how a candidate thinks about the job, determine the behaviours a candidate thinks are needed in the job, and determine how a candidate talks about the job. Perception does not motivate the behaviours the candidate actually "walks" in the job. Attitude motivates the behaviour a person actually 'walks' in the job. What is attitude? Beliefs and Values are inextricably entwined with feelings and emotions, as attitude. Beliefs and values are the gate keepers of the mind that determine the information, or perception, allowed to enter the mind to direct behaviour. Beliefs and values instantaneously determine and excite the feelings and emotions which motivate behaviour. Attitude of beliefs and values, feelings and emotions predict the behaviour a person actually walks.

Leadership Versatility, commonly known as emotional intelligence, is a persons ability to situationally adopt other attitudes without self-stress, as needed to communicate well with, relate well with, work well with, motivate and lead a wide range of different personalities. Quality of Selection, High Performance and motivation in the job is determined by a high correlation, or match, between a persons attitudes to the job, and the attitudes benchmarked for high performance in that job. That correlation, or match, predicts that persons enthusiasm, job satisfaction retention, productivity and success in that position. The Critical Selection Questions requiring answers before any selection decision is made are: What is the Darwinde Benchmark Culture of Attitudes and Behaviours for high productivity as Financial Controller in this position? What is Terrys Culture of Attitudes, and Behaviours in this position? What are the characteristics, and measurements, of the Culture difference, or Gaps, between Terrys Culture of Attitudes and Behaviours, and the Benchmarked Culture of Attitudes and Behaviours for high productivity in this position? Geier Performance Selection Profiles provide the answers to these critical questions, and more.

Copyright 1994 H & R Wolfe Pty Ltd

Selection - Performance Management

Intangible Attitude Performance Measurement 1. Benchmarker Chairman Mark Longfellow responded to an online 10minute Geier Selection Benchmark Inventory to: identify, describe, quantitatively measure and validate the benchmark culture of attitudes and behaviours for high productivity in the Financial Controller position. o benchmarker in hindsight recalls his/her attitudes of intangible feelings, emotions, beliefs, values, intentions, and the behaviour outcomes of past experience, and those needed for success, and high productivity in the position. Terry responded to a second online 10-minute Geier Selection Inventory to: identify, describe, quantitatively measure and validate Terrys culture of attitudes and behaviours, and productivity in the position.

2.

3. The Geier Selection Measurement Profile: Identifies, Describes, Quantitatively Measures, and Validates the Culture Gap between the benchmarked Financial Controller Culture for High performance and Terrys Culture of Attitudes and Behaviours as Financial Controller. Measures performance measures, validates and predicts Terrys performance, and future performance potential in the job. Measures Leadership Leadership identified by Terrys o Freedom of Choice o Exercise of self-constraint That determines Terrys versatility, or Emotional Intelligence, in situationally adopting, without self-stress, the most effective attitudes needed to lead, motivate, work with, and relate to a wide variety of personalities. Measures Retention Probability measures Terrys culture fit and matching of attitudes, motivations, ideas, beliefs and values in the position.
Copyright 1994 H & R Wolfe Pty Ltd

Terry Green
Financial Controller - Performance Measurement
Details of Measures on the Six Attitude Performance Continuums (Pages 6-11) of Terry Green Job Perception Talk & Attitude Behaviour Walk vs Benchmarked High Performance Job Perception Talk & Attitude Behaviour Walk

Flexibility Continuum I
Attitude & Behaviour

Behaviour

Movable
Trying a different way; encouraging changes in people, and in the method of doing things; demonstrating a tolerant attitude

Adaptable
Trying the preferred way; using compromise to move forward; protecting the big picture by agreeing to minor changes; demonstrating an accommodating attitude

Resolute
Trying the proven way; taking a personal position that has worked in the past; demonstrating a single-minded attitude

Traditional
Trying harder; taking an organisational position that has worked in the past; telling it like it is; demonstrating a resistant attitude

Measure Terry Green 21 24

0-54

55-78

79-85

86-100

Financial Controller Attitude & Behaviour Benchmark Bench Mark 30 18

Attitude motivating and determining the Behaviour really walked Perception of Job Behaviour, Behaviour talked and Job Thinking. Terry s Leadership (EI) Page 12 : Versatility: easily these attitudes, to lead, & manage, change without selfstress Rigidity: increasing stress, and rigidity, with increasing span of attitudes required
for leadership that motivates others.

Copyright 1995-1999 John G. Geier, Ph.D., Dorothy E. Downey, M.S

Assertiveness Continuum II
Attitude & Behaviour Behaviour Deferring Suggestive Directive Aggressive

Using power connected with others; referring critical matters to others as beyond your authority or assigned power; demonstrating a restrictive attitude

Using gentle power that corresponds to the situation; respecting the assigned authority and expertise of others; demonstrating a conciliatory attitude

Using legitimately assigned power; encouraging the merging of different ideas; strongly expressing ideas; demonstrating a persuasive attitude

Using stern power; challenging the opposition; attacking objections; tending towards blaming others by using "you" rather than "I" messages; demonstrating a confrontational attitude

Measure 88 95

0-45

46-64

65-79

80-100

Terry Green

Financial Controller Attitude & Behaviour Benchmark

Bench Mark

81 97

Attitude motivating and determining the Behaviour really walked Perception of Job Behaviour, Behaviour talked and Job Thinking Terry s Leadership (EI) Page 12 : Versatility: easily adopts these attitudes, to lead, & manage, change without self-stress Rigidity: increasing stress, and rigidity, with increasing span of attitudes
required for leadership that motivates others.

Copyright 1995-1999 John G. Geier, Ph.D., Dorothy E. Downey, M.S

10

Creativeness Continuum III

Attitude & Behaviour Innovative Adjusting
Referring to guidelines that are already in place, adjusting to work problems by repeating the past with some modification; demonstrating a prescriptive attitude

Behaviour

Collective

Imaginative

Inventive

Combining resources to develop new solutions acceptable to the group; seeking input from those closest to the job; demonstrating a sharing attitude.

Removing boundaries; displaying flashes of insight that fill in gaps of thinking; demonstrating a visionary attitude

Operating in an environment where there is agreement on placing existing and dissimilar things together; demonstrating an experimental attitude

Measure

0-33

34-64

65-75

76-100

Terry Green

73 85

Financial Controller Attitude & Behaviour Benchmark

Bench Mark

70 86

Attitude motivating and determining the Behaviour really walked Perception of Job Behaviour, Behaviour talked and Job Thinking Terry s Leadership (EI) Page 12 : Versatility: easily adopts these attitudes, to lead, & manage, change without self-stress Rigidity: increasing stress, and rigidity, with increasing span of attitudes
required for leadership that motivates others.

Copyright 1995-1999 John G. Geier, Ph.D., Dorothy E. Downey, M.S

11

Teamness Continuum IV
Attitude & Behaviour Promote Enquiry
Perceiving the team as reviewing ideas that are later decided by assigned decision makers; asking for information and clarification; demonstrating a conferring attitude

Behaviour

Give Direction

Encourage Consensus
Treating team members as thinking and feeling individuals; encouraging full participation; demonstrating a facilitating attitude

Take Direction

Taking a strong and sometimes tough position; desiring to mould the team in your image; giving opinions; demonstrating an authorative attitude

Giving the initiative to others; supporting others, but stopping short of taking sides; demonstrating a complimentary attitude

Measure 68 64

0-45

46-59

60-75

76-100

Terry Green

Financial Controller Attitude & Behaviour Benchmark

Bench Mark 60 47

Attitude motivating and determining the Behaviour really walked Perception of Job Behaviour, Behaviour talked and Job Thinking Terry s Leadership EI Page 12 : Versatility: easily adopts these attitudes, to lead, & manage, change without self-stress Rigidity: increasing stress, and rigidity, with increasing span of attitudes
required for leadership that motivates others.

Copyright 1995-1999 John G. Geier, Ph.D., Dorothy E. Downey, M.S

12

Optimism Continuum V
Attitude & Behaviour Behaviour Reserved
Displaying an obsession to solve one problem before considering others; demonstrating a "what if" attitude

Measured
Bringing deliberate thought to new ventures; determining if past successes can be transferred to future situations; demonstrating an attitude of moderation

Energised
Regarding a positive experience as transferable into any number of new activities; demonstrating a "can do" attitude

Turbo-Charged
Regarding all obstacles as temporary; relying on dreams and visions to take courses of action; demonstrating a "can't miss" attitude

Measure 88 90

0-32

33-66

67-79

80-100

Terry Green

Financial Controller Attitude & Behaviour Benchmark

Bench Mark

81 94

Attitude motivating and determining the Behaviour really walked Perception of Job Behaviour, Behaviour talked and Job Thinking Terry s Leadership (EI) Page 12 : Versatility: easily adopts these attitudes, to lead, & manage, change without self-stress Rigidity: increasing stress, and rigidity, with increasing span of attitudes
required for leadership that motivates others.

Copyright 1995-1999 John G. Geier, Ph.D., Dorothy E. Downey, M.S

13

Reasonableness Continuum V
Attitude & Behaviour Behaviour Demanding
Insisting on satisfying your own needs, giving them top priority; stating hard-line expectations; challenging others with either/or arguments; demonstrating an emphatic attitude

Appraising
Judging the statements and actions of others as to whether they are right/wrong, good/bad, appropriate / inappropriate; demonstrating and evaluate attitude

Bridging
Using facts and reasons to establish your position; listening to, and making, attempts to merge dissenting ideas; demonstrating a collaborative attitude

Disengaging
Avoiding confrontation; using humour to reduce tension; specifying the consequences of not obtaining your compliance; demonstrating a compromising attitude.

Measure 66 66

0-42

43-60

61-81

82-100

Terry Green

Financial Controller Attitude & Behaviour Benchmark Bench Mark 50 44

Attitude motivating and determining the Behaviour really walked Perception of Job Behaviour, Behaviour talked and Job Thinking Terry s Leadership (EI) Page 12 : Versatility: easily adopts these attitudes, to lead, & manage, change without self-stress Rigidity: increasing stress, and rigidity, with increasing span of attitudes
required for leadership that motivates others.

Copyright 1995-1999 John G. Geier, Ph.D., Dorothy E. Downey, M.S

14

Terry Green Leadership & Emotional Intelligence: 40 - Versatile

Leadership Versatility: The ability
to adopt a span of attitudes as needed to lead, relate & work well with a wide range of personalities; deal with, and manage change, without personal selfstress. Versatile leaders can choose to be rigid.

Leadership Rigidity: The versatility to adopt the other attitudes

needed to work with range of personalities, deal with, and manage change, is limited by an increasing degree of personal self- stress.

good communication skills broad minded approach to people,

-50 tasks, relationships, situations ability to manage change capacity to integrate diverse stimuli a personal sense of balance sense of personal security and selfworth actively listens to criticism without prejudgement clarifies a situation sees problems as challenges takes responsibility for initiating and selfevaluating own actions purposeful, goal directed activities and relationships positive expectations to achieve objectives ability to process multiple experiences, events, objectives willingly cooperates with, and supports, others selects, implements most effective response to charges makes decisions based on principles

responding only to own expectations the

and requirements one-dimensional, increasing difficulties in handling, sorting out many things at the same time over-use of the power of position, relationships, precedent to achieve objectives the use of only one type of management style, of one type of management skill e.g. planning, organising, problem finding and/or controlling, problem solving delegating and not sharing responsibility for the process, or outcome

-40

-30

-20

-10

+10

+20

+30

+40

+50

Versatility to adopt these attitudes, to lead / manage change, without self-stress ( P 6 -10).

Rigidity: increasing self-stress with increased measure of rigidity. ( P 6 -10)

Leadership Versatility Recommended Measurement: 0 to -50 Versatility determines Leadership Ability to Manage Change Copyright 1995-1999 John G. Geier, Ph.D., Dorothy E. Downey, M.S

15

Financial Controller
Terry Green Intangible Productivity
Measure & Rank Performance Continuum Attitudes Culture Gaps

1. Intangible Productivity on Appointment

Productivity Continuums I-VI Total Measurement Differences, or Gaps Behaviour Perception Gap: The Gap between how Terry perceives the behaviours required for the job, thinks, and talks, about the job and the benchmarked required Behaviour Perception for high performance in the job. Attitude Gap: The Gap between Terry attitudes, motivating his behaviours in the job, and the benchmarked attitudes, for motivating high performance in the job. Terry Attitude v Behaviour Perception Gap: The Gap between how Terry is motivated to walk the job, and how he perceives the required job behaviours, thinks about the job, and talks about the job. Leadership without self-stress Productivity on Appointment to Position - Total
Intangible Productivity: Appointment Measurements Productivity Gap Measure v Benchmarked High Productivity 0 75 76 200 201 250 251 300 301 + Productivity Rank Star High High Average Average Low Average

Total of Gap Measurements

Ranking Correlation with Benchmark.

21

Very High

48

Very High

29

Very High

-40 58

Versatile Very High

Copyright 1995-1999 John G. Geier, Ph.D., Dorothy E. Downey, M.S

16

Financial Controller
Terry Potential Intangible Productivity
Measure & Rank Performance Continuum Attitudes Culture Gaps

2. Future Potential Productivity

* Assuming Terry can change his perception of the behaviours required for the job, thinks, and talks, about the job, so they match the Benchmarked Behaviour Perception for high performance in the job.

Productivity Continuums I-VI Total Measurement Differences, or Gaps Behaviour Perception Gap: There is no Gap between how Terry perceives the behaviours required for the job, thinks, and talks about the job and the benchmarked required Behaviour Perception for high performance in the job. Attitude Gap: The Gap between Terrys attitudes, motivating his behaviours in the job, and the benchmarked attitudes, for motivating high performance in the job. Benchmark Attitude v Behaviour Perception Gap: The Gap between the benchmarked attitudes, for motivating high performance in the job and the benchmarked Behaviour Perception, how he perceives the required job behaviours, thinks about the job, and talks about the job for high performance. Leadership without self-stress Future Potential Productivity

Total of Gap Measurements

Ranking Correlation with Benchmark.

0*

High

48

High

86

High

-40 94

Versatile High

Intangible Productivity: Future Potential Measurements Productivity Gap Measure v Benchmarked High Productivity 0 75 76 200 201 250 251 300 301 + Productivity Rank Star High High Average Average Low Average

Copyright 1995-1999 John G. Geier, Ph.D., Dorothy E. Downey, M.S

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Financial Controller Intangible Productivity Terry Green: $ Return on Investment /year as Financial Controller Employment including On Cost: $ 750 k/year
Conformity & Harmony Dialogue & Resourcefulness Direction & Achievement

** Attitudes of:
Financial Controller
Accomodating, Complimentary, Compromising, Conciliatory, Moderation, Prescriptive, Restrictive, Resistant.

**

Attitudes of: Collaborative, Conferring, Evaluative, Experimental, Facilitating, Sharing, Tolerant, What-if

**

Attitudes of: Authorative, Can-do, Cant miss, Confrontation, Emphatic, Persuasive, Single-minded, Visionary

rd x Total
Terry Green Culture Gap %

Terry Green % Productivity $ Return on Investment

Benchmark Culture for High Productivity as Financial Controller Terry Green Culture as Financial Controller Terry Green Culture High Productivity Gap & Productivity

0%

50%

50%

0%

100%

0%

33%

67%

0%

-17%

+17%

11%

89%

$ ROI / year in Terry Green as Financial Controller @ at $ 750k / year Total Employment Cost

$ 667k/year Intangible Productivity

Copyright 1994 H & R Wolfe Pty Ltd

18

This Selection Measurement Culture, Attitude & Behaviour Profile was prepared by:
Professor John G. Geier, Ph.D.
John G. Geier, Ph.D., founder of International consultants Geier Learning International has led the world in researching human behaviour for more than forty years. His distinguished career as a psychologist includes the influential academic positions of: Director of Behaviour Sciences, University of Minnesota; Visiting Professor University of Wisconsin; Dean of the Extended University of Arizona; Adjunct Professor Graduate School of Business, University of Michigan, where he taught thousands of managers at the internationally renowned "Manager of Managers" seminars. John Geier is the author of many books including the landmark Energetics of Personality, Career Fulfilment, and Behaviour Personality Analysis. John Geiers world best practice portfolio of instruments and profiles are unsurpassed. Validation: Development & Psychometric Properties of the Personality Factor Profile.
Timothy W. McGlennon. University of Minnesota(1989)

Studies of the Dimensionality, Reliability and Validity of the Personality Factor Profile DISC Items. Dr. John Altstotter-Gleich, University Koblenz (2008), Landau.

References The Triune Brain Evolution (1990)

Paul Maclean Ph.D. Director of Brain Evolution Laboratory, Poolesville, Maryland, USA.

Energetics of personality (1989)

John Geier Ph.D. & Dorothy Downey M.S. University of Minnesota, USA

Man for Himself (1973) Erich Fromm Ph.D. Heidelberg University Emotions of Normal People (1928) William Moulton Marsten Ph.D., Harvard University.