PI PROFILING

& PERSONALITY

Tomislav Bandic, Psychologist and HR Consultant,

Serbia
Agenda

Personality – What is it?

Understanding Predictive Index (Pi)

Personality & Enterprise

Role of Personality in business

PI & Entrepreneurial success

Individual PI Feedback

Questions
 Entrepreneurs
Born or Made?
QUESTION?
Who Are You?
Is Who You Are Important?
WHY?
Difference &
Preference
Motivation & Behaviour
 Personality and Success
‘Who we are directly affects how we
interact with the world which, in turn,
determines the outcomes we achieve.’
The People Challenge
The people challenge

Behavioural science research shows that 75 per cent of the population is significantly
different from YOU

These people, many of whom are important to your success:

think differently

decide differently

use time differently

work at a different pace

communicate differently

handle emotions differently

manage stress differently

deal with conflicting opinions differently
What do you see?
What do you see?
What do you see?
What do you see?
What do you see?
What do you see?
The mind plays tricks!
 What do you see?

Are the horizontal lines straight or curved?

What do you see?
The mind plays tricks!
Human Behaviour and Predictive Index

Human Behaviour and Predictive

Index
What IS personality?
 Who are we?

What is personality?
“the characteristic
(consistent) patterns of
behaviour and ways of
thinking that determine
a person’s unique way
of interacting with the
Environment .“
Different Approaches to Personality

Trait – Permits a prediction of what a person will

do in a given situation. Considered stable,
personality constructs assumed to be innate. It is
assumed that each person possesses an amount of
each trait, which can be measured.
Here’s what some of the experts have said!

‘There is an emerging Consensus among

personality psychologists that an adequate theory of
personality must attend to the characteristics of both the
person and the environment.

Most personality psychologists now recognise the diverse

ways in which the person and the environment interact to
produce
behaviour.

An Introduction to Psychology
Atkinson, Atkinson, Smith & Benn
Here’s what some of the experts have said!

Some research suggests that when a situation permits

a person to be himself, to act freely and with integrity,
his behaviour will be the most constructive and
creative of which he is capable.

It is when he is under pressure and trying to be

something other that what he is - to be alienated from
himself - that he is likely to become a problem
personality.

Team Spirit: The Elusive Experience

by John Syer
Personality

Personality – the characteristic (consistent) patterns of

behaviour and ways of thinking that determine a person’s
unique way of interacting with the environment
Personality and behaviour

Who we are directly affects how we behave which, in turn, impacts

our success

Our effectiveness is not so much about what we do, but more
about how we do it – how we act, how we communicate, and how
we interact with others

personality = behaviour = results

‘Who we are directly affects how we interact with the
world which, in turn, determines the outcomes we
achieve.’
 Personality – psychologists consensus

• Self - a permanent entity at the heart of our experiences

• Preference for behaving in certain ways
• Adaptation to the environment
• Probability that someone will act in certain ways
• Role - as an actor plays it
Personality and
behaviour
Impact of personality

What impact can personality have on your success?

 Individual potential
- the importance of behaviour
Experience
Skills Attitudes & Values
Interests
Knowledge
Literacy &
Language
Education &
Training
Physical & Health

Intelligence

Behaviours,
Take into consideration all of the Motivating Needs,
information that makes up the whole Drives, & Style
person. This illustration shows how
important behaviour is in assessing
individual potential.
What do you take to work?

Basic intelligence

Education and training

Knowledge and skills of their industry

Experience

Attitudes and values

Interests

Physical energy and health
What Do people Hire for?

Hard Skills

Education

‘Fit’

Experience
What part does Personality Play?

All the ‘ions’

Communication

Expression

Protection

Determination

Completion

Passion

Relations
 Founder Qualities

What behaviours lead to entrepreneurial

performance?
 Character-Fit

Personality Behaviour

Every Job/Role has a Personality!

Person Job

Alignment Leads to Performance

Potential
 Role Performance

Character + Skills = Performance Potential

10
Performance

Character
Fit

0 Skills Fit 10
Predictive Index (PI)
Psychometric Tests: Definition

Tests which can be systematically scored and
administered.

Supported by a body of evidence and
statistical data

Used in an occupational setting to measure
individual differences

ability

aptitude

attainment

Intelligence

personality
 Predictive Index® (PI)

Predictive Index is an assessment tool which measures work

related behaviours. It highlights an individual’s innate
personality – preferences for doing what comes naturally. It
also shows how an individual is adapting their personality to
meet the demands of the current role, and gives a picture of
how that person appears to be to colleagues and customers;
it allows us to predict how an individual will be in certain work
related situations.
 What is the purpose of PI?

A much clearer understanding of the motivating drives of people.

Managers trained in PI better understand how an individual will
perform their job responsibilities.

PI allows a manager to coach each individual as their profile
suggests appropriate.

Pi allows the profiling and balancing of a team

Self awareness of the individual at work.
 How do we
assess
personality?

The Predictive
Index Survey:

comes in 62
different languages
plus Braille.
 PI Factors

People are motivated by fundamental needs or drives

which lead to certain behaviors.

In PI terminology, we call these motivating needs

“Factors.”

May see them refered to as Traits

Psycological view on Traits

Trait – Permits a prediction of what a person will

do in a given situation. Considered stable,
personality constructs assumed to be innate. It is
assumed that each person possesses an amount of
each trait, which can be measured.
 Behaviour

Three perspectives:
Self – how we really are as individuals; doing what comes naturally;
thought to be an innate construct; a stable pattern of behaviour.
Self-Concept – our perception of how we should behave in the work
environment; how we perceive that others expect us to act.
Synthesis – how we actually behave in the work environment; the
person others observe and know.
The Output is a PI Profile
Pi Report -page 1.
The Person I am,
my natural
behaviours

My efforts to
adapt to my
environment

How I behave as
a result of the
above
Elements of PI
Factors
Sigma Scale

Norm Balanced Norm

Patterns
M Factor

Response Level E Factor

Self Concept – Adapting to the Environment

The Person I am

My efforts to
adapt to my
environment

The way I am
perceived by
others

D Factor is lower: the B Factor is higher: the person

person feels the need or is feels the need or is trying to be
trying to be more flexible, more outgoing, more
more risk-taking. persuasive.
The Six Sigma Scale

AV
DRIVE

DRIVE
EXTREMELY VERY MODERATELY MODERATELY VERY EXTREMELY
LOW LOW LOW HIGH HIGH HIGH

The Sigma Scale

 Factors
Factor A - drive to exert one’s influence on people and events.
Factor B - measures the drive for social interaction with other people.
Factor C - measures the intensity of a person’s tension and pace.
Factor D - measures the drive to conform to formal rules and structure.
Unassuming, Unselfish Dominant, Assertive

A D O M I N A N C E

Reserved, Introspective Extroverted, Sociable

B E X T R O V E R S I O N
Driving, Intense Patient, Relaxed

C P A T I E N C E
Informal, Independent Formal, Conforming

D F O R M A L I T Y
Relative to Norm NORM Relative to Norm
LOW AVERAGE HIGH
 Combining factors
Deepens the analysis

Where is the individual's focus?

How is the individual with taking action?

How is the individual with risk?

How quickly does the individual connect to people?

Is the individual formal or informal

How much of a need does the individual have to conform to rules?
etc…..
 People Reader

Risk Low High

Cautious Risk Taker

Focus Low High

Things People

Pace Low High

Quick Deliberate

Style Low High

Informal Formal
 PI Factor Combinations: Each Factor
interacts and influences the other Factors.
Low High
(A) Dominance
Co-operative, Competitive,
agreeable assertive
(B) Extroversion
Analytical, reserved Empathetic,
outgoing
(C) Patience
Tense, driving Relaxed,
stable
(D) Formality
Non-conforming, casual Disciplined, attentive
with details to details
Average
 PI Factor Combinations: Proactive
Low High
(A) Dominance
Co-operative, Competitive,
agreeable assertive
(B) Extroversion
Analytical, reserved Empathetic,
outgoing
(C) Patience
Tense, driving Relaxed,
stable
(D) Formality
Non-conforming, casual Disciplined, attentive
with details to details
Average 53
 PI Factor Combinations: Reactive
Low High
(A) Dominance
Co-operative, Competitive,
agreeable assertive
(B) Extroversio
n Analytical, reserved Empathetic,
outgoing
(C) Patience
Tense, driving Relaxed,
stable
(D) Formality
Non-conforming, casual Disciplined, attentive
with details to details
Average
 PI Factor Combinations:
Risk Taking
Low High

(A) Dominance
Co-operative, Competitive,
agreeable assertive
(B) Extroversio
n Analytical, reserved Empathetic,
outgoing
(C) Patience
Tense, driving Relaxed,
stable
(D) Formality
Non-conforming, casual Disciplined, attentive
with details to details
Average
 PI Factor Combinations: Risk Avoiding
Low High
(A) Dominance
Co-operative, Competitive,
agreeable assertive
(B) Extroversion
Analytical, reserved Empathetic,
outgoing
(C) Patience
Tense, driving Relaxed,
stable
(D) Formality
Non-conforming, casual Disciplined, attentive
with details to details
Average
Six Primary Factor Combinations

A:B – Focus
A:C – Taking Action
A:D – Risk Taking
B:C – Connecting with others
B:D – Social Formality
C:D – Following Rules
Organisational Development
Start Up Rapid Growth Maturity

unstructured building structure while growing structured

rapid change rapid change some change
high risk less risk minimal risk
high reward systems and processes proliferating systems and processes in place
lack of systems/processes precedence and culture developing precedence
lack of precedence more structure around decision-making decision-making is structured
rapid decision-making

Leaders need to demonstrate

entrepreneurial drive organisation building while multi-tasking expert maintenance
rapid change tension between participative vs. process control
high risk entrepreneurial style task management
Attitude towards change
Enthusiastic Initiator Suspicious Follower

orientation to the traditional way

orientation to the new way

uncomfortable - doesn’t like it

comfortable - likes it

cautiously

immediately

low risk

high risk

low speed

high speed

high need to know

low need to know

low need to plan and prepare
high need to plan and prepare

very concerned with detail

not concerned with detail

specifics

big picture

passive

proactive

suspicious

enthusiastic

harder to change direction – structured

easy to change direction - flexible

enjoys new challenges
conservative
Role Profiling Pro: How does it work?

What are frequent

and essential
activities in THIS
JOB?
The PRO measures
behaviours which
lead to success in
THIS JOB
PI – PRO Results

The Job: PRO The Person:

Self

Self-concept

Synthesis
Reading and Understanding Others
•People Reader
Your world vs. their world

Your world Their world

Your agenda vs. their agenda

Your world Their world

Your
agenda Their
agenda
Founder Qualities

Performance Behaviours
Character-Fit

Personality Behaviour

Every Job/Role has a Personality!

Person Job

Alignment Leads to Performance

Potential
 What do you think it might look like?
Low High
(A) Dominance
Co-operative, Competitive,
agreeable assertive
(B) Extroversio
n Analytical, reserved Empathetic,
outgoing
(C) Patience
Tense, driving Relaxed,
stable
(D) Formality
Non-conforming, casual Disciplined, attentive
with details to details
Average
Findings: Highlights

High A = 82% (Dominance)

Low C = 85% (Patience)

High A/Low C = 90% (Action)

High D/Low C = 81% (Rules)

High A/Low D = 77% (Risk)

High B/Low C = 73% (Connecting)
The Behaviours Required for Success
as an Entrepreneur

Typical Entrepreneurial Profile:

Self = 70%

Self Concept = 82%

Examples
Example
Example
Example
Example
Example
Example
What this Means For You

Tuning Performance Behaviours Requires

Understanding Those Behaviours and Having
a Clear Perspective on the Fit/Gaps with Your
Ambitions
The People Challenge
- ‘Difficult Types’
Influencing and Persuading Others
Difficult Types
 Just who are the ‘difficult types’?

What is it about the people with whom you conduct business that makes them
‘difficult’?

Brainstorm a list of characteristics
Some examples of ‘difficult’ people

Procrastinator

Explosive

Rigid

Self-important

Untrustworthy

Antagonist

Dampener

Extrovert
The procrastinator

Just can’t make decisions; or doesn’t like making them

Uncomfortable with too many variables or options to choose from

Often don’t like the idea of making a mistake - perfectionist

Constantly looking at the potential downside of a decision

Don’t:

Show through your conversation or body language that you’re irritated or
frustrated with them

Do:

Demonstrate empathy to get to the root of their indecision

Show some sympathy for their predicament having to make a decision

Help them work through the process at their pace

The explosive

Easy loss of self-control

Outburst of explosive anger

Usually feels bad about it afterwards

Don’t:

Reciprocate loss of self-control

Not helpful to say ‘calm down’ or express how annoyed or upset you are at them for being
angry

Do:

Remember it’s their agenda; their show

Get their attention by using their name at a volume that can be heard above their ranting

Demonstrate empathy; show concern; keep good eye contact; listen for the reason for their
outburst; express understanding (not the same as agreeing); then move on
The rigid

Set in their ideas; their way of seeing the world

Strong dislike of change away from what they see as ‘the right way’

Like detail; facts, data, analysis

Can show contempt of peoples’ questions that challenge their way of thinking

Don’t:

Try to use empathy; unlikely to win them round

Do:

Talk their language – details, facts

Phrase your proposition or idea in an analytical way

The self-important

Generally concerned only about themselves; lack empathy

See the world only from their perspective

Pre-occupied with showing everyone how important they are, and what important
things they’re doing

Can be ‘reverse psychology’ in play – may be putting up a protective shield to
mask feelings of inadequacy or insecurity

Don’t:

Take things personally – they’re just being them

Do:

Separate the behaviour from the person

Appeal to their ego; acknowledge their self-importance; ask them questions about
their work
The untrustworthy

Reputation for being unreliable

Prone to exaggerate; may even tell untruths

Says one thing, does another

Goes around peoples’ backs

May be a result of their own insecurities; a need to outsmart others

Don’t:

Use the personally wounding ‘you’ word – ‘Sorry, I just can’t believe a word you
say’

Do:

Concentrate on the behaviour

Ask open-ended questions – ‘Is there a reason why these final figures don’t tally with
the figures you gave to me when we signed our programme agreement’
The antagonist

Unfriendly, can ignore people, not listen

Makes sarcastic remarks, blames others, dismisses peoples’ ideas

May be rude, aggressive

Typically not aware of the impact they have on others

Don’t:

Reciprocate their antagonistic behaviour and let things degenerate into a spiral of
unpleasantness to create a hostile environment

Do:

Ask open-ended questions to unearth the problem in a sensitive way
The dampener

All doom and gloom; they put the dampeners on everything

There’s always a problem or issue with something

Stifle your creativity

Typically bore you with a mass of superfluous facts and figures

Don’t:

Get drawn into a longer-than-necessary conversation

Use ‘why’ questions – the doom and gloom will get worse!

Do:

Ask closed-ended questions to move the conversation on
The extrovert

Essentially narcissists – ‘That’s enough about you, now let’s talk about me!’

Extreme hunger for attention

Don’t have too much time for others

Can promise a lot; and forget a lot too!

Don’t:

Criticise, or burst their balloon – they are sensitive types; their extreme ‘highs’ can
easily become extreme ‘lows’

Do:

Give recognition, praise, compliments

Bring the conversation back to earth after acknowledging their ‘worth’

If they promise or agree to do something, ask them to drop you an email to
confirm
The importance of self-awareness –
Johari Window

Two American psychologists – Joseph Luft and Harry Ingham

Model of interpersonal relationships

Jo and Harry proposed that:

‘The quality of a relationship depends upon the degree to

which people openly and honestly share their knowledge, ideas and
feelings, with each other.’
Johari window
D SEEKING FEEDBACK
I known to you unknown to you
S
C
to others

L
known

arena blind
O
S
U
R
unknown
to others

E unknown
façade
(potential)
Johari window profile – example 1

known to you unknown to you

to others
known

arena blind
unknown
to others

façade unknown
Johari window profile – example 2

known to you
to others
known

arena blind
unknown
to others

façade unknown
Johari window profile – example 3

known unknown
to you to you
to others
known

arena blind
unknown
to others

façade unknown
Johari window – example 4

unknown
known to you to you
to others

arena
known

blind
unknown
to others

façade unknown
Johari window
D
SEEKING FEEDBACK
I unknown
S known to you to you
C
L
to others

O arena
known

S blind
U
R
E
unknown
to others

façade unknown
Seeking feedback

Ask for ideas, opinions and suggestions

Encourage and listen to reactions to what you say

Involve people in decision-making

Do not dominate discussions

Show interest in peoples’ concerns

Create a climate in which people feel it’s OK to talk
 Emotional Intelligence
•A framework for achieving highly effective working
relationships with others
Emotional intelligence

What is emotional intelligence?

What is emotional intelligence?

‘Emotional intelligence is the capacity for recognising our own feelings, and
those of others, for motivating ourselves, and for managing emotions well in
ourselves, and in our relationships.’
Daniel Goleman

EI describes abilities distinct from, but complementary to, academic intelligence, or
the purely cognitive capacities measured by IQ

Personal competence – understanding yourself, your goals, intentions, feelings,
responses, and behaviour

Social competence – understanding others, and their feelings
 What is emotional intelligence?

Emotional intelligence (EQ) is not something new – interpersonal and

social skills have long been recognised as critical for effectiveness at
work
Pure ‘technical’ skills and cognitive ability are pre-requisites for
success – however, they do not differentiate star performers from the
rest as well as interpersonal skills do
1990’s saw the emergence of research studies by psychologists that
have had a major influence on the ways that people think about
interpersonal effectiveness
 The business case for emotional intelligence

• Strong evidence now exists showing the impact EQ has in determining

personal and organisational success
• People with high EQ outperform others in terms of annual sales
achievement, profit contribution, productivity, levels of customer
service provided, and lower job turnover rates
• As people progress in their career, the more important EQ becomes
in determining their success
EQ and leadership performance

Recent study of 300+ top UK executives showed that certain EQ

competencies distinguished star performers

Centre for Creative Leadership identified that the primary cause of
career derailment amongst top executives was the lack of EQ

Study of 500 organisations worldwide indicate that people who score
highest on EQ measures rise to the top of organisations

EQ contributes between 80 and 90 percent of the competencies that
distinguish outstanding from average leaders
 EQ and leadership performance

100 100
90 90
80 80
70 70
60 60
50 50
40 40
30 30
20 20
10 10
0 0
IQ EQ IQ EQ

All jobs Leadership & management

 Daniel Goleman’s EQ model

Know yourself Know others

Being aware of your Recognising others’
own feelings,
Personal Social feelings, emotions,
emotions, strengths, competence competence behavioural styles,
weaknesses, values, and preferences
and motivators
Self Social
awareness awareness

Manage yourself
Managing our own
feelings, and management
controlling our actions
and behaviours
- apply ‘Style brakes’
Self Relationship
management
Do something for others
Bringing self-awareness,
self-management, and
social awareness together
 Daniel Goleman’s EQ model

all change Personal Social

starts here!
competence competence

Self Social
What I see awareness awareness

What I do Self Relationship

management management

positive
impact
on others
Emotional intelligence competency framework

Handout – will post on SharePoint as a shared learning resource

Emotional Competency Framework built around the four quadrants in Goleman’s

model – The Consortium for Research on Emotional Intelligence in Organizations

Self Awareness – know yourself

Self-management – manage yourself

Social awareness – know others

Relationship management – do something for others
*If you require any further information please do not hesitate to contact me at tomislav.bandic@gmail.com