He produced a FinxS Team Report and the Arrow Map (shown opposite) in the report provided him with a graphical explanation for the major problem.
The questions the consultant focused on were:
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Do the team members have similar behavioural styles?
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Are the arrows all moving in the same direction?
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What are the respective roles of each member of the team?
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Does their behavioural style suit the role?
The Arrow Map supported his conclusions.
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The team members had similar behavioural styles and were mostly in the S and C segment. Only one featured in the DI segment. The CEO’s style was SIC and he was responsible for hiring. Consequently, he favoured those who were similar to his style although he was not conversant with behavioural style analysis.
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The CEO did not realise the importance of matching behavioural styles with specific roles. As you can see all the arrows were moving in the same direction. The problem was however that this meant a huge change in their Profile I (their perceived need to adjust and the end of the arrow in the graph). This meant they felt they had to work outside their natural comfort zone. This lead to stress and pressure, and sometimes frustration.
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It is difficult for an S or C style to “get out and sell” and this was the fundamental reason for the lack of performance. It was different when buyers were walking on to the yard and there was no pressure to “sell”, but times had changed.
The outcome was that three of the team, after understanding what their reports were telling them, resigned while the CEO was forced to dismiss a couple of the team for poor performance - something that he did not enjoy!
The company now uses FinxS Behavioural Reports in all recruitment situations and the five people who have moved on were replaced by sales people with the ID or DI mix. Sales improved dramatically and the CEO is now a firm advocate of behavioural style analysis and especially Extended DISC and FinxS methodology
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