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Higher Performance People

THE ISSUE:
The scarcest resources in any company are people who can - and will - perform

In business today many traditional sources of competitive success, such as access to money, regulated markets, and superior technology, are no longer sustainable bases of advantage over competing sellers. In many cases your competitors are well financed, use modern technology - often purchased from the same supplier, and operate comparable plant, equipment and other fixed assets.

So why do some companies achieve results that are so much better than their competitors? Because their people are higher performance people. Higher performance than whose? Than their direct rivals.

How do you develop such higher performance people?

THE SOLUTION:
MATCHMAKING: Using the science of psychological technology - validated tests - to match occupant with job.
The highest level of achievement comes when people are matched with jobs in which they use their strengths. While this principle may sound obvious it is rarely applied. Mismatches are common - and costly. As many as two of every five people do jobs which clash with their natural inclination! Bad culture, lower productivity, human resource problems result.

Why do people work in the wrong jobs? Because they chose this line of work because they were good at something - regardless of the fact that they were not fundamentally interested in it. Because the job was available, or local, or they needed the money and couldn't find a more suitable job  or a friend thought they would like the job. Or they wanted to please their parents, or their peers. Or they began a course of training before they were old enough to know their own inherent patterns of life interests. Or they were promoted into jobs for which they are innately unsuitable.

THE MATCHMAKERS: You - the employee - and you - the employer or manager - are both responsible for making the match that works. The process of optimally filling a position is not only one of selection but also - and even more so - one of self-selection.

YOU - THE EMPLOYEE - MUST MATCH YOUR JOB:

OVERTAKE® says: It is your personal responsibility to understand your own personality profile, to know your own intelligence, abilities, skills set and then to identify and seek out only those jobs which match your innate preferences. You cannot reasonably delegate this responsibility to your employer. How can your employer know you as well as you can know yourself. Why should s/he?

Throughout this OVERTAKE® system of 1000-points we allocate fifty per cent - 500 points - of the accountability for success to you, the employee or job applicant. You are responsible for first, knowing yourself, then doing what you prefer to do. You must self-select yourself to match your job.
Otherwise you can never achieve self-realization - the complete development or fulfilment of your own potential.

You know the job is right for you when you feel that, even if you did not need to earn money, you would still do this work, if necessary for nothing.

When you interview you know the environment in which you'll be working is good when you get the sense that these are a team of people working toward the same goal. Bad culture is hard to put a finger on up front; in a good culture, you just get a good vibe right from the get-go. Trust your instincts. If you get it wrong, move on - for your sake and that of your employer. A mismatch can never be optimal. For either of you.

But when you match your job and your job matches you, and similarly for your colleagues, you will find that nothing is comparable to the contrast between working with performing people - high-fliers - and working with mediocrity. The difference is like night and day.

YOU - THE EMPLOYER - MUST MATCH YOUR PEOPLE TO YOUR JOBS, NOT ONLY JOB CANDIDATES BUT ALSO YOUR EXISTING WORKFORCE

When a company considers an investment in a multi-million dollar piece of equipment it designs the job it must do, it assesses the specifications of potential candidates and it very carefully analyzes the financial costs and benefits of such an acquisition.

Yet when a company hires a person, to whom it will pay at least one million dollars and very often two, three, four, five, or more, million dollars over a working life which may now approach fifty years, it often does not take the same care when it invests in its human assets. Its human resource people are administrators who scan résumés, fear labor law and have no responsibility for - and maybe little concept of - human resources as strategy. This is business nonsense.

To get the advantage you need to succeed in the 21st century you must develop and recruit higher performance people. To do that look beyond résumés into the psychology of your people. Use the science of psychological technology - 'psytech' tools - to determine whether or not a person's style is naturally suited to a particular job.

One such tool is the Predictive Index®. Candidates choose from a carefully selected set of 86 adjectives those which describe how they think other people expect them to behave at work. Then, from the same set, they pick the words they think best describe themselves. Each individual's score is based on how different that person's natural style is from what is required for the job. The bigger the discrepancy the less likely it is that that person is suited for that position. Use that tool to identify the strengths of your existing people and rearrange their responsibilities to better suit their strengths. Use it to prioritize applicants' résumés and to match people with careers.

We list other world wide web sources of psychological tests in 'Resources Specific to this page.' You can take a test drive for for free at the eTest® site.

In using the science of psychology to develop a workforce of higher performance people, or as it's sometimes called, to 'upgrade the gene pool,' remember that exceptional intelligence doesn't guarantee extraordinary accomplishment. Instead what distinguishes spectacular achievers from low achievers is that the former are focused on what they want to do in life and consequently they are better matched to their jobs - both by selection and by self-selection.

Remember too that 'we are the product of 4.5 billion years of fortuitous, slow, biological evolution. There is no reason to think that the evolutionary process has stopped. Man is a transitional animal. He is not the climax of creation.' As they work, some people develop behaviors that can damage their careers and ruin your business. So the first step in 'upgrading the gene pool' is to change those behavior deficits. We show you five psytech tools with which you can accomplish that. Do it now. You cannot afford to wait for natural selection to do it for you. If you don't make the hard proactive choices your business may steadily evolve into extinction.

Finally remember that 'the untapped potential of the human species is immense' and even in industries that are not inherently attractive - in the most mundane highly-competitive situations - the right people can establish a superiority over their rivals so great as to make their specific firm highly successful and profitable.

OVERTAKE® GIVES YOU COMPETITIVE ADVANTAGE: The essence of competitiveness is in the matched - and therefore self-motivated - capabilities of higher performance people.

Inclination is more important than skill-set.
You need both to succeed.
Test. Select. Match.


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