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Publications

Chalk Talk

Chalk Talk provides advanced interpretation for 16PF users and is designed to assist in a greater understanding of the various performance factors outlined in the 16PF Personality Questionnaire.

Factor A – Warmth & the Sales Process

Factor A represents the desire to move toward others in order to seek emotional closeness and connections. More…

Factor B – Reasoning & Problem Solving Ability

Factor B – Reasoning & Problem Solving Ability. More…

Factor C – Emotional Stability

Factor C is the measure of a person's emotional stability or the ability to function normally under stress and pressure, handle life and its demands, recover from upsets and maintain an overall sense of satisfaction with life. More…

Factor E – Dominance

An individual's drive and independence is measured in the Factor E score which is a contributor to the Independence score on the Global Factor Scale. A high score on Factor E indicates a highly competitive nature while a low E score indicates a more submissive personality. More…

Factor F – Liveliness

Factor F; liveliness is a contributor to the global scale Extraversion. A high score on Factor F contributes to Extraversion with a high-energy, carefree and exuberant quality. While a low score on Factor F contributes to Introversion with qualities described as serious, quiet, and subdued. More…

Factor G – Rule-Consciousness

Factor G; rule-consciousness is a primary contributor to the global scale Self-Control. A high score on Factor G with respect to Self-Control correlates with societal rules and can be distorted if the test taker agrees with items that relate to cultural ideals and virtues; making them appear to be more responsible than they really are. Due to this factor, the Impression Management scale must be closely reviewed. More…

Factor H – Social Boldness

Factor H; social boldness is a primary contributor to the global scales Extraversion and Independence. Factor H contributes to Extraversion in that a high score means that a person is motivated to seek adventure and attention. More…

Factor I – Sensitivity

Factor I, Sensitivity provides important information about how people think, how they perceive the world, their cognitive style, interests, and their ability to deal with facts versus feelings. It is the key to understanding both ends of the global scale Tough-mindedness. Factor I shows the greatest differences between genders with women usually having higher Factor I scores than men. More…

Factor L – Vigilance

Factor L; vigilance is a primary contributor to the global scale Anxiety which adds a distrustful component and Independence which enables the individual to think strategically and adds a competitive edge. More…

Factor M – Abstractedness

Factor M; abstractedness is a primary contributor to the global scales Tough Mindedness and Self-Control. More…

Factor N – Privateness

Factor N; privateness is a primary contributor to the global scale Extroversion with high scorers being more introverted and non-disclosing and low scorers being more open and forthcoming. More…

Factor O – Apprehension

Factor O; apprehension is a primary contributor to the global scale Anxiety with high scorers exhibiting qualities found in worriers. This scale is one that shows gender differences with women scoring on average higher than men. More…

Factor Q1 – Openness to Change

Factor Q1 is a primary contributor to the global scales of Tough-mindedness and Independence. The high Q1 (+) relates to an openness to new ideas and new ways of doing things while the low Q1 (-) relates to the preference for doing things the traditional way. More…

Factor Q2 – Self-Reliance

Factor Q2 is a primary contributor to both poles of the global scale Extroversion. The low Q2 (-) relates to the desire for companionship and support while the high Q2 (+) relates to the preference for doing things autonomously and being self-reliant. More…

Factor Q3 – Perfectionism

Factor Q3 contributes primarily to the global scale Self-Control (SC). The low Q3 (-) scorers tend to be more flexible and spontaneous while the high Q3 (+) scorers generally see themselves as very self-disciplined and organized. More…

Factor Q4 – Tension

Factor Q4 contributes to the global scale Emotional Resilience. Other factors that correlate to Factor Q4 are Emotional Stability (C+), Apprehension (O-), and Vigilance (L-). The low Q4 (-) scorers tend to be relaxed and patient while the high Q4 (+) scorers are full of energy and drive. More…

Rick's Tips

Rick's Tips explores the competencies necessary for successful leadership and provides activities to assist with the development and mastery of these skills.

The Art of Storytelling

"Stories are the single most powerful weapon in a leader's arsenal." – Howard Gardner, Harvard University

Most great leaders are also excellent communicators and the ability to effectively communicate is the most important leadership competency. Stories can be entertaining, memorable, motivational, educational, and are undoubtedly one of the best ways to make a point and/or deliver a message.

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Active Listening

"If speaking is silver, then listening is gold." – Turkish Proverb

If we were to poll most people and ask them if they were good listeners the probable answer would be "yes". But are they really, and is there a difference between "Selective Listening" and "Active Listening?"

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Influencing "Influence may be the highest level of human skills." – Anonymous

The ability to influence and persuade outcomes is a competency everyone should master. Whether you are in sales, management, an hourly worker on the shop floor, or a supervisor your ability to influence outcomes is critical.

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Decision Making Using Intuition

"The only real valuable thing is intuition." – Albert Einstein

Some people are practical and pragmatic; using facts and data to make decisions. Some people are creative and intuitive; using their feelings to dictate decisions. We describe them as left brain vs. right brain thinkers. The fact of the matter is, we need to learn to use both.

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The Impact of Words

"Good words are worth much and cost little." – George Herbert

My grandma used to say, "Keep your words soft and sweet, you never know which ones you'll have to eat." Grandmas are so smart.

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The Art of Being Politically Savvy

"It's survival of the politically fittest. No matter how good you are at your job, without the ability to negotiate office power structures, you're toast." (MacRae, 2001, Online)

Someone who is Politically Savvy understands the internal and external politics that impact the work of an organization. Possessing Politcal Savvy means that each situation is approached with a clear perception of organizational and political reality and recognizes the impact of alternative courses of action.

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Managing Conflict

"The talent most lacking in corporate America is the ability to effectively manage conflict in the workplace." – Bob Delaney

It is human nature to avoid conflict. The more a manager cares about the people who work for him, the more difficult conflict management becomes. Do not confuse being more direct with being confrontational.

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Creativity – The Path to Successful Problem Solving

"Life is a continuous exercise in creative problem solving." – Michael Gelb

A problem is anything that is currently happening that shouldn't be happening OR Anything that is not happening that should be. Problem-solving is really decision making. It is not enough to simply make a decision in order to problem solve.

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Goal Setting – A SMART Move!

Arriving at one goal is the starting point to another. ~John Dewey

We all know that setting goals is an important part of success. A goal is defined as something you strive to reach, the purpose toward which an endeavor is directed, a "dream with a deadline".

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Drive and Independence

"A leader is one who knows the way, goes the way and shows the way." – John C. Maxwell

Independence – the ability to influence people and events through decision-making and action. Leaders must often stand on their own with strength of conviction and exercise independence. They learn independence by practicing decision-making, assuming responsibility, sharing ideas and discussion.

Drive – being highly motivated, ambitious, energetic and taking initiative. Most leaders have an inner motor that won't allow them to give up until they find the answers they seek. This infectious trait causes a leader to push priorities throughout the organization.

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Managing Emotions – 10 Ways to Manage Your Emotions More Effectively

"Manage your emotions or they will manage you."

Being able to function normally under stress and pressure is one of the most critical components of leadership. Regardless of how positive the environment, there will always be situations and circumstances that go wrong or seem impossible. This is normal.

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Developing Others

"Just because you're trained for something doesn't mean you're prepared for it." -Anonymous

The cornerstone of excellent leadership is the ability to develop people. In developing others it is important to evaluate and monitor their true "gifts" and "limits" and find those activity based exercises that focus on their specific developmental needs.

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Patience is a Virtue

"He that can have patience, can have what he will." – Benjamin Franklin

The ability to endure waiting, delay, or provocation without become annoyed or upset, or to perservere calmly when faced with difficulties is….PATIENCE. The opposite of patience is, of course, impatience. Impatient people usually are high energy people, with not only competitive but sometmes aggressive behavior.

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Delegate of Stagnate – 12 Tips for Effective Delegation

The secret of success is not in doing your own work but in recognizing the right man to do it." – Andrew Carnegie

Time is the most precious commodity and there is never enough! Steps to fixing the "time crunch" include better personal time management and organization, setting better priorities, designing better work flows and most importantly….Delegation. Delegation frees up time, motivates and develops people. Delegation gets more done but be careful not to confuse directing outcomes with delegating. When it comes to delegation: we are our own worst enemy!

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