Discovering the professional

workManager’s
PPA style Guide
Managing and motivating for
better performance
‘‘Management is nothing
more than motivating
other people’’
Lee Iacocca

We hope you will find this guide useful.

If you have any questions please contact us on:

t +44 (0) 1628 475 366

e info@thomas.co.uk
w www.thomasinternational.net
Managing people effectively starts
with understanding behaviour

The first step: “Know thyself”

Aligning people with the business strategy
Before you begin to consider how to
manage your staff with some of the
insights and methods described in this
guide, complete your own Personal
Profile Analysis. Self Others Teams
• Behavioural style • Understanding others • What is the team profile?
Spend as much time as you can analysing • Impact on others • Interacting with others • Alignments with business
its relevance to your role as a leader and demands
• Work strengths • Developing behavioural agility
use the insights it provides to stimulate • Valuing strengths and diversity
your thinking as to how YOU can make • Behavioural challenges • Developing strategies for
to achieve maximum
building relationships
a difference to each of your employees. • Self-awareness performance

The Thomas PPA System

Personal Profile Analysis Identifies the behavioural characteristics

of an individual (Dominance/Influence/
Steadiness/Compliance)

Job Profile Identifies the ideal behavioural

requirements of the role

Manager’s Guide | PPA | 3

Values to the organisation

Identify those characteristics D, I, S and C that are High (above the centre
line) on the Graph III profile and use the chart below to learn more about
behavioural values to the organisation.

High Dominance High Influence High Steadiness High Compliance

Drive to accomplish results in spite
of opposition or antagonistic
circumstances
• Getting results
• Expediting action
• Challenging self and others
• Making decisions
• Questioning the status quo
Influencing people to act positively
and favourably
• Motivating people to act
• Generating enthusiasm
• Cultivating relationships
• Making favourable impressions
• Radiating optimism
Steadiness in performing work Compliance with policy and standards
to consistently produce in a to avoid error, conflict and danger
predictable manner
• Concentrating on detail
• Developing specialist skills
• Enforcing quality and directives
• Concentrating on the job at hand
• Monitoring and controlling
• Completing work thoroughly
• Improving quality and standards
• Maintaining consistency
• Fact finding and assessing risk
• Persistence

Manager’s Guide | PPA | 4

Modifying to manage

The guidelines on behaviour modification on the following pages demonstrate that in

order to gain commitment and maximise performance, managers must adapt and vary
their behavioural style towards the people they manage. Successful leaders constantly
modify their own behaviour in order to get the best from others. However, most
managers find it difficult initially to act in different ways with different people.

The golden rule, “Do as you would be done by”, has been superseded by the new
platinum rule, “Do as THEY would be done by”. Thomas believes that if we are to get
the best from individuals who work for us, then we must understand how they behave
and adapt our behaviour accordingly. Only in this way can we hope to optimise their
performance by motivating them so as to avoid triggering their basic fears.

High Dominance managers
Tend to make quick decisions without
sufficient consultation or concern for
their impact on others. This attitude may
bring FAILURE. The self-aware
D modifies behaviour in order to enjoy
better results and maximise success.
High Influence managers
Rarely consider their impact on others.
They set out to establish a personal
relationship with everyone through talk,
charm, eye contact and touch.
This approach may bring REJECTION.
The disciplined I modifies behaviour
in order to gain respect as a leader.
High Steadiness managers
Tend to value convention and
consistency even when they may be
inappropriate. This procedural approach
may cause others to challenge the status
quo and produce INSECURITY. The
confident S modifies behaviour once he
or she has the skills and competence to
do so, to create a stable framework for
professional performance.
High Compliance managers
Tend to be somewhat rigid in their
approach to others, expecting everyone
to be as detailed and logical as they are.
This approach may generate CONFLICT.
The enlightened C modifies behaviour
in order to ensure that individuals
have the flexibility to achieve optimum
performance in their own way.

Manager’s Guide | PPA | 5

Coaching and managing

High Dominance High Influence

The High Dominance person becomes active in situations seen as antagonistic.
The basic key to their encouragement is to:
CHALLENGE THEM - Give tough assignments that will extend them. Give them
a heavy workload, and then give them some more. Let them compete. Put them
under pressure.
The High Influence person becomes active in situations seen as favourable. The basic
key to their encouragement is to:
RECOGNISE THEM - Give this person credit within the company - and outside of it,
if possible, for their accomplishments. Give the opportunity to work through and with
people. Give public recognition.

They will expect and want: They will expect and want:
• Freedom and authority • Popularity
• Power • Prestige and title
• Material rewards • Group activities
• Opportunity to grow • Friendly relationships
• Diversification • People and more people
• Innovation • Favourable working conditions

The High Dominance individual works best for a direct, straightforward manager The High Influence individual works best for a democratic manager who is as much a
with whom they can ‘level’ and negotiate commitments on a person-to-person basis. friend as a manager and with whom they can associate outside of business. They need
There is a need to be given difficult jobs that will challenge and hold their interest. to be given assignments that involve interacting with and motivating people.
They will need to learn that: They will need to learn that:
• Empathy is not a weakness • Time control helps
• Other people have good ideas • Deadlines really are urgent
• Some controls are needed • Friendship may hinder the achievement of results
• Everyone answers to somebody • There is such a thing as too much optimism

Manager’s Guide | PPA | 6

Coaching and managing

High Steadiness High Compliance

The High Steadiness person remains passive in situations seen as favourable. The
basic key to their encouragement is to:
APPRECIATE THEM - Give this person a stable, familiar environment. Give
specialised work that requires patience and that can be done at their own pace.
Give them time to prepare for change.
The High Compliance person remains passive in situations seen as antagonistic. The
basic key to their encouragement is to:
PROTECT THEM BY GIVING RULES - Give them systems to work to. Clearly define
objectives and requirements. Give work requiring the attainment of high standards
utilising logic and analytical input.

They will expect and want: They will expect and want:
• Appreciation • An ordered environment
• Sincerity • Personal attention
• Structure • No change ‘for change’s sake’
• Recognition for loyal service • Team participation
• Secure environment • Reassurance
• Specialisation • All the facts

The High Steadiness individual works best for a relaxed, amiable manager who The High Compliance individual works best for a supportive manager who maintains
takes the time to be interested in them as much for themselves as for their an open door policy and who is always willing and available to discuss key moves.
work. They need to be given assignments requiring patience and follow-through. They need to be given assignments that require precision and planning.

They will need to learn that: They will need to learn that:
• Reassurance comes from results • Constructive conflict may add value
• In change there is opportunity • Deadlines must be met in spite of double-checking
• Flexibility is an asset • A job description is not a straightjacket
• Challenging poor performance is often beneficial • Detailed explanation isn’t everything

Manager’s Guide | PPA | 7

Values to the organisation

For a personalised coaching assessment on each of your staff, create a ‘How to manage’ report.

High Dominance High Influence High Steadiness High Compliance

Motivators • Results/Power/Challenge • Recognition (public & peer) • Security/Status quo • Rules/Policy information
Works best • Is direct • Is democratic • Is relaxed • Is supportive
for a manager/ • Is straightforward • Is also a friend • Is amiable • Is willing and able to discuss key
coach who... • Negotiates commitment • Recognises their worth • Is interested in and appreciates moves
them • Gives specifications and information
Expects 1. F reedom from control, 1. Freedom of speech 1. F reedom from pressure and 1. No ‘loose’ or open instructions
and wants supervision, detail 2. To interact with people and build tight deadlines 2. Systems to work to
2. To know the desired result relationships 2. A stable work environment 3. Clearly defined objectives
3. New and varied activities 3. Opportunity to work with and 3. Structure and procedures and requirements
4. To drive results and measure through people 4. To work as part of a team 4. No change for change’s sake
performance 4. Recognition of accomplishments 5. Specialised work requiring 5. Work requiring specialisation
5. To negotiate 5. To ‘sell’ and lead patience and follow-through and attaining high standards and
6. To ‘tell’ and direct others 6. Credit within the organisation 6. Appreciation and sincerity precision
7. To work independently 7. To ‘listen’ and be of service 6. An ordered environment
and to initiate 7. All the facts
Their 1. Empathetic 1. More controlled emotionally 1. More adaptive to change 1. A big picture thinker
challenge 2. Consultative 2. More objective 2. Faster paced 2. More independent
in modifying 3. A team player 3. Serious and probing 3. A juggler of many tasks 3. Less attentive to detail when
their not important
4. More understanding of others 4. Able to meet deadlines 4. An initiator
behaviour
is to try to 5. Patient 5. A good listener 5. A contributor to conversation 4. Able to short cut unnecessary
be... 6. A good listener 6. Good on follow-through detail to be more productive
7. Good at follow-through 5. Direct in dealing with conflict

Manager’s Guide | PPA | 8

Observable behaviour and modification

Identify the behavioural preferences of another individual and then use the
dos and don’ts to modify your behaviour to respect the person’s style.

High Dominance High Influence High Steadiness High Compliance

Observable • Tries to take over • Very enthusiastic • Good listener • Will write notes
behaviour • Will interrupt • Friendly • Relaxed and kind • Precise
• Restless • Lots of hand movements • Resists change • Cautious in expressing feelings
• Impatient • Tells stories • Non-aggressive • Asks for information/detail
• Points

Do • L et them discover • T
 alk opinions and ideas
things themselves • Ask how they’re feeling
• Focus on business • Summarise in writing what is
• Argue facts not feelings agreed
• Negotiate • Recognise their ideas
• Build relationships
• Use a steady pace
• Ask questions and listen
• Be interested in him/her
as a person
• Support their ideas
• Offer guarantees
•  e systematic and organised
B
• List advantages and disadvantages
• Give things in writing
• Provide proof

Don’t • T
 ell them what to do • Argue • Introduce rapid change • Rush decisions
• Give too much detail or use too • Talk facts without feelings • Change routine or environment • Make sudden changes
many rules • Allow them to lose respect • Rush them • Leave out the details
• Take too long to do things or self-worth • Be too general

Manager’s Guide | PPA | 9

PPA reports available

Once PPA has been completed there are a wide range of reports available that will
enable you to appreciate and understand the way your people work.

E xecutive summary  anagement audit

M
A succinct overview of the information contained in the PPA Profile. Compares strengths and limitations to six key management competencies.
Management interview questionnaire Sales audit
Management interview questions tailored to the candidate’s profile. Details a person’s likely ability to open and close a sale and service clients.
Sales interview questionnaire Career guide
A series of sales interview questions tailored to the candidate’s profile. Provides career guidance on three levels: junior, supervisory or executive.
General questionnaire Admin/tech audit
A series of interview questions tailored to the candidate’s profile. Compares the individual’s PPA profile to an administrative or technical role.
Interviewer’s guide Call centre audit
Interview questions for use in personal development or recruitment. Identifies how a person responds to client needs, imparts information, solves
Personal review problems.
Reports on the individual’s personal style and advises on how to maximise their Graphs & scores
potential. Core output from a PPA assessment for trained users.
Candidate feedback Job profile
Backs up verbal feedback, a succinct report on general characteristics, motivators Uses Thomas Job to identify the behavioural requirements of a job.
and organisational value. Job/candidate comparison
Strengths & limitations Uses Thomas Job to compare the ideal characteristics of the job with your candidate.
A fast, effective overview of the individual’s strengths and limitations. Compatibility
How to manage Compares work and communication styles of two individuals and advises on how to
Tells you how to manage the individual. improve relationships.
Training needs Search & select
Identifies weaknesses and training needs. A sifting tool that matches people to jobs and jobs to people.
Driver assessment report
Compares a driver’s preferred behaviour to known high risk behavioural
characteristics.

Manager’s Guide | PPA | 10

Our global network

Thomas International offices:

Australia Estonia Jamaica Serbia
Austria Finland Kenya Singapore
Belgium France Kuwait Slovak Republic
Brazil Germany Latvia South Africa
Bulgaria Greece Lebanon Spain
Canada Holland Malaysia Sweden
Central America Hong Kong Mexico Switzerland
China Hungary Norway Thailand
Colombia India Peru Turkey
Croatia Indonesia Poland Ukraine
Cyprus Iran Portugal United Kingdom
Czech Republic Ireland Romania United States
Denmark Italy Russia

Other countries where we provide support:

Argentina Georgia Moldova Slovenia
Armenia Guatemala Montenegro South Korea
Azerbaijan Honduras Namibia Syria
Bahrain Iraq New Zealand Taiwan
Belarus Israel Nicaragua Tajikistan
Belize Japan Nigeria Turkmenistan
Botswana Jordan Oman Uganda
Cambodia Kazakhstan Panama United Arab Emirates
Chile Kyrgyzstan Papua New Guinea Uzbekistan
Costa Rica Laos Philippines Venezuela
East Timor Lithuania Qatar Vietnam
Egypt Madagascar Saudi Arabia Yemen
El Salvador Mauritius Seychelles Zimbabwe

© Thomas International 2013. Ref PPA MG01. Version 3 Manager’s Guide | PPA | 11