August 28, 2025 • 56 mins
What if the key to unlocking your business potential isn't found in the latest software or marketing strategy, but in something far more fundamental—understanding how you and your team are wired to communicate? Dan Dalton, owner of P3:14 Consulting, brings three decades of human resources expertise to this enlightening conversation about the transformative power of personality profiling.
Drawing from his experience across banking, healthcare, retail, and manufacturing, Dan reveals how personality assessment tools like DISC and Insights Discovery can revolutionize workplace dynamics. "Self-awareness is the root of self-improvement," he explains, describing how understanding communication preferences helps teams connect more effectively. From the fiery red "be brief, be bright, be gone" personalities preferences to the earth green "show me that you care" energy types, these insights create a framework for meaningful connection.
Particularly valuable for small to medium-sized businesses, personality profiling helps leaders place the right people in the right roles. By analyzing job requirements against personality strengths, companies can build teams where everyone operates in their zone of genius rather than constantly fighting against their natural tendencies. This alignment doesn't just create happier employees—it directly impacts the bottom line through improved productivity and reduced miscommunication and a healthier culture.
Dan also works with young adults ages 15-22, helping them understand their personality types before making critical career decisions. Since personality is largely established by our mid-teens, these insights can prevent costly mistakes like changing college majors or entering misaligned career paths. In our AI-driven world, this human-centered approach provides a crucial counterbalance, reminding us that understanding ourselves and others remains the foundation for both personal and professional success.
Ready to transform your team dynamics or help a young person discover their natural strengths? Connect with Dan Dalton to learn how personality profiling can create clearer communication, stronger relationships, and better business outcomes.
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Episode Transcript
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Speaker 2 (00:16):
Welcome back to Market it With Atma, where we
share the tips, tools andstrategies to help your business
be successful.
Today we're talking about oneof the most underrated but most
powerful topics I've had on theshow personality profiling.
We have on the show today MrDan Dalton, owner of P314
Consulting.
(00:36):
Welcome, dan.
Speaker 3 (00:37):
Hi Story.
How are you doing?
Speaker 2 (00:38):
I'm doing great.
So I love, love, love, lovewhat you do, because in this day
and age of AI right now, peopleare kind of losing who they are
, would you say.
Speaker 3 (00:51):
I think so.
I think that there's a lot oflack of self-awareness that is
happening with folks, especiallywith young people, that are
kind of growing up without theopportunity to learn from a
failure or just, you know,having so many things handed to
them or told what they need todo.
Speaker 2 (01:12):
Absolutely.
Speaker 3 (01:13):
I think that there's a loss of learning how to
critically think or makedecisions.
Speaker 2 (01:19):
Definitely.
I know, um, in the olden days,as my kids would say, we had our
, our parents to look up to, toreally kind of mold our
personalities.
And some people don't have thatluxury.
So it's really hard to not lookat everyone else and say, okay,
I'm just going to take yoursand be a part of you and be a
part of me, but you do have apersonality that develops and
(01:42):
this is how you help people.
So in my opinion, this is themost important thing you can
have in a business or in acollege in general.
They should really really takehold of what you do.
Can you walk us through whatP314 Consulting is?
Speaker 3 (02:00):
Right.
P314 Consulting is basically anorganization that is designed
for people to raise their levelof self-awareness.
Okay.
There's two populations that Ilook to reach out to those
medium to small-sized businesses, and especially startups or
young people between the ages of15 and 22.
(02:21):
The idea being is thatself-awareness is the root of
self-improvement.
A lot of times we don't knowreally how we're wired.
You know, we don't stop andunderstand how we take in
information, how we areperceived to other people.
(02:41):
Exactly how.
You know how we give outinformation, how we make
decisions.
You know how do we go aboutrecharging our batteries when
it's time to just sort of reseton that.
It's different with everybodyand understanding where you are
as a person, what yourpersonality strengths are, and
it's not a right or wrong thing,it's just the preferences that
(03:05):
we lead with in different typesof personality aspects.
Speaker 2 (03:09):
Okay, that is something I think everyone needs
personally, but can you tell usa little bit of your background
and why you started P314Consulting?
What were you seeing?
Speaker 3 (03:21):
I have been for the last 30 years, have been a human
resources professional inseveral different industries in
banking, in healthcare, high-endretailing and in manufacturing.
So for the last 30 years I'vehad the opportunity of primarily
being focused on employeedevelopment process and
performance improvement.
(03:42):
Process and performanceimprovement and some of the
tools that I learned to use werevarious tools throughout the
years, but had to do withunderstanding how people learn,
adult learning, personalityprofiles, how people take in
information, what is importantto them, how they process
(04:03):
information.
So tools like Myers-Briggs typeindicator, wiley disk,
everything disk, insights,discovery, and John Maxwell has
a tool called John Maxwell'sdisk.
All of these are tools thathelp people understand just
exactly what their personalitymakeup is.
(04:24):
Are they direct, Do theyprocess and need information or
data, or do they make decisionsmore on what feels right in
their gut or what is the bestimpact for the most number of
people?
All of these are aspects ofpersonality that drive the way
people respond to the variousstimuli that comes their way in
(04:48):
everyday life.
Okay.
And I think if you understandhow you're wired, then the first
thing is it improves thequality of communication that
you have with those around you.
Speaker 2 (05:01):
Okay.
Speaker 3 (05:02):
You know how you like to take in information.
You can help people understandwhat information you need and at
what level, but at the sametime, you can always flex to how
they take in information, whichimproves your communication to
them.
Speaker 2 (05:23):
Okay, that's a great point.
So to that point, that seemslike it could really affect a
business owner in the hiringprocess and how you lead, how
you work.
Why do you primarily focus onsmall to medium-sized businesses
?
Speaker 3 (05:41):
A couple of reasons why my organization focuses on
that.
First of all, it's only me.
I'm not quite geared up enoughto handle a large population of
potential trainees.
The basis of personalityprofiling and what you learn at
(06:06):
that level of communicationneeds to be integrated into all
processes, policies, proceduresand even the performance
evaluation process, even down tohow you set up agendas for
one-on-ones or staff meetings.
It's a lot easier to get thatintegrated into the fiber of
operation of a smallerorganization than it would be a
(06:29):
multinational or much larger.
Speaker 2 (06:32):
Oh, wow, okay, Okay.
So how?
How does personality profilinghelp business owners put the
right people in the right roles?
Does it create better alignment?
Speaker 3 (06:43):
It does.
It does If you think about it.
A job description can beassessed on the different tasks
that the job description issaying are the deliverables for
that role.
Each task may actually have anaspect of personality profiling
or strengths.
(07:10):
So, for instance, if I look at ajob description for something
that is very detail oriented andthe deliverables are the
precision in reports or accuracyin numbers, then I know that
the personality that is most aptto be successful in that role
is going to be someone who canfocus and feels comfortable in
detail and information.
Well, there might be.
Let's say, take your jobdescription as a marketing
(07:33):
professional.
Your job description calls forbeing outgoing, to being
flexible in communicationsituations, to be creative,
different side of the brain isused.
Speaker 2 (07:50):
All the time right.
Speaker 3 (07:51):
So what we can do through this personality
profiling is take a look at thejob description and come up with
an approximation of apersonality profile that would
most likely be successful inthat role.
Now, it's not an exact scienceand it's certainly not something
that you could use from a legalstandpoint in recruiting.
(08:14):
Okay.
But it is information thatcould make you, as a hiring
manager, make a better decisionon the people that you're
bringing in to fill a particularrole.
Speaker 2 (08:25):
That is pivotal.
That would seem like thehighest priority to me,
especially in a small business.
When you have three to fiveemployees, or even ten, that
intimate relationship is boundto happen, and it seems like if
you're delivering or receivinginformation wrong, it can maybe
cripple a company, would you say.
Speaker 3 (08:45):
True, and not to mention that you know, for
instance, my personality type.
In the DISC profile, I leadwith the I, which is that
involvement.
That my personality is, that Ilike to be included and involved
.
I also have a lot of energythat gears toward impacting as
(09:07):
many people for the good aspossible.
Right, one of my lowestpersonality traits is precision,
detail and data Okay.
I understand the importance ofthe precision of the numbers,
okay.
So when I'm having to do anaspect of my job that deals with
(09:27):
precision of numbers, I can doit, but it drains me, it really
zaps my energy.
Okay, whereas asking me to heyDan, would you facilitate a
workshop where we can just getsome discussion going around
some issues within ourorganization?
That's right in my wheelhousefrom a personality standpoint,
(09:52):
so that's energizing to me.
I get excited about that.
I can lead a workshop and itcharges my battery, so to speak,
and I'm ready to go play around of golf after a workshop.
Speaker 2 (10:03):
Wow, that's amazing For you to understand that it
gives you the availability thatif you are put in that first
situation, you understand thatyou need to recharge after
correct.
Speaker 3 (10:14):
Absolutely, absolutely.
And how do I recharge Mostpersonality profiling tools?
And there are many, and I'm notnecessarily promoting one over
another.
I use two or three myself, butthere are numerous tools, but
most of them are going to startwith, are you introverted or
(10:36):
extroverted?
Right.
Okay, now there's a traditionalunderstanding of those terms.
When somebody hears those terms,they think of the introvert as
the wallflower and the extrovertas the guy with the lampshade
on his head at a party.
You know, and that's notnecessarily the definition that
we're going for here, what anintrovert is from a personality
(10:59):
profiling tool is someone whorecharges their battery by
seclusion, by finding theirfavorite spot, curling up with
their favorite book, being alone, their music, cup of tea.
You know, whatever it is thatis intimate to them, the
(11:21):
extrovert calls their friendstogether and goes to the ball
game, or goes out and you know,has dinner with their friends or
, you know, just has people overbecause they get their energy
from inclusion and other people.
The other side of the story ishow do you make decisions?
Do you make decisions where youneed time and information
(11:46):
that's going to be more of thesensing side or do you make
decisions based on personalexperience and the beneficial
impact to as many people aspossible?
That's the feeling side.
Okay, so when we have these two.
Okay, so when we have these twoquadrant, it basically makes
(12:06):
quadrants Right.
So the extrovert, who is, youknow, a driven person who likes
information, is going to be whatwe like to call the D, or the
fiery red personality, and theirmantra might be be brief, be
bright and be gone.
Speaker 2 (12:27):
Oh, I love that.
Speaker 3 (12:32):
Tell me what you came to tell me, and then, leave
because I've got to process theI or the sunshine yellow, and
I'm using terms from a couple ofthe tools that I use.
Right, these are the involvedpeople.
They're the extroverts, butthey want and they're going to
primarily make decisions more onwhat's.
What's it feel like right in mygut, what is the impact for a
(12:57):
positive impact for as manypeople as possible?
Okay.
Then you get down to theintroverted side.
The introverted side, who isthe feeler, is the one who is
focused on social justice.
Show me that you care is theirmantra.
(13:17):
The introverted detail person isthe C or the cool blue, and
it's give me the information,give me time, give me data.
So for somebody with my energy,who is in support of somebody
who is a, a sea or a cool blue,I've got to make sure that I
(13:40):
gather the information and thengive them time.
What I ask from them is to,every so often, just help me
know that I'm okay, that I'm onthe right track and that my
involvement is headed in a waythat is good for the
organization.
Speaker 2 (14:00):
Wow.
So to that point.
There's a couple of things Iwanted wanted to point out.
I've done what I would say arepersonality profiles.
I've submitted tests.
You know you'll be on socialmedia and submit those.
That's not.
You're not going in and havingeverybody write down their
thoughts and feelings.
I know as a female, especiallyin a very fast-paced business so
(14:23):
it's a lot of personalities mymood changes.
How the wind blows changes mymood.
So when I fill out a test orinformation, I noticed that I
fill it out one day I'm adifferent personality than I am
a week later and fill out a teston personality profiling.
So can you walk us through howyou work with businesses at
(14:47):
inception, when it comes to thehiring process or as a team,
development and understanding?
You're not just giving themtests.
Can you walk us through how youapproach that customer journey?
Speaker 3 (14:57):
Right?
Well, to start with thepersonality profile tools,
regardless of which ones you use, are going to start probably
with a questionnaire, Some asshort as just three minutes.
Speaker 2 (15:08):
And sorry to interrupt you again, but I
wanted to say I feel like yourhistory and your background in
not dealing with people butfiguring out how to communicate
with people really has an effecton all of the different options
you choose to use in yourbusiness, and that's what
(15:29):
differentiates you from justhaving a disc assessment or one
or the other.
Is that right on?
Speaker 3 (15:37):
Yeah, I think so.
I think that all of us havework histories that help shape
how we have utilized ourpersonality profiles to be
successful in our given roles soyou are making it to where
we're learning more on theproactive and rather than the
reactive, and learning from yourmistakes exactly and what one
(16:00):
of the things that 3p 314 doesis.
We try to teach this asfundamentals that you could use
in in the enhancement of thethings that 3P314 does is.
We try to teach this asfundamentals that you could use
in the enhancement of theprocess, communication and
decision making of you as anindividual and you as an
organization.
Speaker 2 (16:16):
OK, see, that helps clarify a lot for me.
So I'd like to go back and askhow you walk through approaching
a business and and what you doand the different steps you take
, and then also your other focalpoint, which is helping young
adults understand where they'regoing.
Can you walk us through theteam development first?
Speaker 3 (16:36):
sure, sure so.
With an organization, if wewere to come in, we would first
ask, you know just, we would askthree basic questions what,
what's working, where are yougetting stuck and what do you
need to do differently?
This is a concept that Ilearned from Alan Fine, who
wrote a book called you AlreadyKnow how to Be Great.
Okay.
(16:58):
And it's a feedback loop that itcan be very fundamental.
Just three questions that itcan be very fundamental, just
three questions.
You could use this not only togive feedback but seek
information, to do that firstlevel of discovery.
You could even use it asmeeting formats for agendas.
(17:22):
Interesting.
There's the three categoriesand then fill in the detail
bullet points underneath that.
So we want to find out.
Okay, where are you now?
Speaker 2 (17:29):
Okay, and you're.
You're talking about, from aCEO, a C-suite perspective.
You're going to ask the C-suiteperson that's come to you that
pretty much manages everyone,right and you're going to ask
them these questions right,Because what I'm wanting to find
out is where do they see thepotential breakdown or areas of
development?
Speaker 3 (17:50):
Because you can look at any organization and it's
kind of based on the samequestions is what do we want to
keep doing?
What's working Okay.
And with the, where do we get?
Where are we getting stuck?
Do we need to fix it, update itor replace it?
Okay, so those are the threemain points that they really
(18:12):
yeah, and then, lastly, is whatdo we need to do differently?
Are there wholesale changesthat are necessary, or is it
just some adjusting?
okay, so with that in the endthe case, then we first have to
learn.
Okay, we're going to need tocommunicate with everybody,
because the possibility that ournext step is some kind of
(18:34):
process change and if you don'tknow how to help people
understand how they take ininformation to make decisions,
then how are you going topresent the process change to
them in a way that they canprocess it?
Wow Um if you have a bunch ofpeople with the personality
(18:55):
types like you and I have thatthat outgoing the um extroverted
you know, feeling typeinformation and you just throw
us a bunch of spreadsheets thatshow the statistical analysis of
why this change is necessary,that's not going to be the best
way for us to process, to makethat decision.
But if you come to us and saythis change is necessary because
(19:19):
here's the impact for you,here's the impact of what it
does to your position and thetask that we're asking of you,
this is the impact to our staff.
This is the impact to ourclients.
Speaker 2 (19:32):
And your bottom line at the end of the day, right.
Speaker 3 (19:35):
Ultimately the bottom line.
Speaker 2 (19:36):
Okay.
Speaker 3 (19:37):
So then we do.
The personality profiling toolshelp everyone understand theirs
first.
Speaker 2 (19:45):
Okay, so you kind of what I would say is, after you
have established with C-suitethose variables, if there's an
issue.
If there's not, where are youright?
You take that information, doyou then bring the whole team
together for them to understandtheir personality, or hold a
workshop?
How does that?
Speaker 3 (20:03):
work.
It really can be done a coupledifferent ways.
We can make it fun because if Ilead a workshop, you're going
to learn some stuff, you'regoing to be exposed to some and
you're going to laugh.
You're going to have a goodtime.
I'm not a lecturer, I'm more ofa corporate training
entertainer.
Speaker 2 (20:21):
Right, because when I have somebody that walks in and
tells me I'm going to tell youwhat you- may be doing wrong or
right, and how you may or maynot be delivering to people.
It's a little intimidating.
So the softness you bring tothese workshops, I think really
helps.
Speaker 3 (20:36):
Yeah, it's discussion-based.
Somebody asked me one time howdo you describe your training
style?
I say I say, well, I'm kind oflike that soccer coach that
throws a ball out there, we'llkick it around.
And if somebody kicks it in thestreet we'll just throw another
soccer ball out there, we'll goget the other one later.
You know, I want discussion,because discussion, regardless
(21:01):
of what personality type, whenwe have discussion at that kind
of almost superficial level,that's the beginning of
self-discovery.
Speaker 2 (21:11):
Breaking dice.
Speaker 3 (21:12):
Right, because we can then start pulling out the
pieces that mean things to us.
The detail-oriented people willstart pulling out nuggets of
data.
The socially-oriented peopleare going to be pulling out
nuggets of influence andinvolvement and impact.
So once we understand what eachindividual's, then we say, okay,
(21:36):
now with this knowledge, we'regoing to teach you how to
understand and be able to pickup on the types of others so
that you can flex and be abetter communicator with them.
I'll give you a couple of casein points.
I have a former boss who isvery much like me.
(21:57):
In fact, she was a redhead too.
Speaker 2 (21:59):
Nice, Ooh, scary though right, I know two
redheads leading HR.
Speaker 3 (22:06):
She was very much a influencer.
Involvement, social justice,what's best for the masses kind
of people but she was in supportof very technically oriented
executives.
Now, on her early profiles itvery much showed her involvement
(22:26):
that I, or sunshine yellow, andthat S or earth green type of
energy that she led with.
Later on we did the assessmentagain and I began to see
shadings in the C or cool blue,which is the detail.
(22:47):
Interesting.
And basically, she learned toflex toward the detail needed to
support these engineers basedon the result just experience
and the information that she hadto convey as the leader of hr
to people who process things bydetail.
(23:08):
Okay, now, it's not her baseenergy, it's not what she
naturally leads with from apersonality standpoint, but it
is a learned behavior to be moreeffective in her role and it
began to show up in her laterpersonality profiles as a
(23:28):
tendency to be able to becomfortable in that
detail-oriented space.
Not her lead, but she was ableto come forward.
I understand that detail isimportant.
My job before HR was inconsumer banking.
Oh, very detail-oriented, Verydetail-oriented.
In fact, I had my seventh-grademath teacher met me at a wedding
(23:52):
some 15 years after graduationand she looked at me and says I
refuse to believe you'reemployed in a
mathematics-related field.
Speaker 2 (24:00):
She saw that in you.
Speaker 3 (24:01):
She did yeah, but at the same time, I understand the
importance of it.
But I was building a bankingcareer based on relationships.
My understanding of the detailwas a necessary evil for me to
be successful in operations, butthe success of my business was
based on the fact that I builtrelationships with my customers.
Speaker 2 (24:22):
Wow.
So that's a great point.
So we kind of develop ourpersonalities and our styles of
how we do things throughexperience, through different
jobs, different positions,different things to try, right?
So when you meet with a C-suiteand then you understand what
their team and how they receiveand give information, what is
(24:44):
the next step?
You're not trying to change theway people think, process or
behave.
What are you trying to do asthe next step?
Speaker 3 (24:53):
Well, the next step is understanding that the
fundamentals of leadership andmanagement is nothing more than
being the steward of a 360degree array of relationships.
Speaker 2 (25:02):
Interesting.
I love that.
Speaker 3 (25:03):
Okay.
To be a good steward ofrelationships, that means you
have to shepherd into eachrelationship.
You have to be the owner ofthat relationship.
Now there's ownership comingfrom the other side too, and
hopefully they're looking at thesame need to pay into the
relationship.
Speaker 2 (25:21):
Right.
Speaker 3 (25:23):
So, without saying that, that CEO who really lives
in the detail or really lives inthat sense of urgency, yeah,
they're juggling things all thetime.
They need to be able to flextoward the communication style
for those people who are more ofthe feelers and more of the
(25:43):
people that are geared to theother side of the personality
complex.
They need to slow down whenthey're talking to their
marketers.
They understand that time ismoney and urgency is necessary
and that is definitely somethingthey need to convey to their
marketers.
But they need to slow down andbe able to convey to the
(26:04):
marketers what their mindset issaying, that they want to convey
to their customers that theywant to convey to their
customers.
Speaker 2 (26:11):
Wow, Okay, so that was a lot to think about in just
one moment.
It really really matters on thedelivery.
So once you establish howthey're delivering information
and receiving information, yousee what's working and what's
not in terms of workrelationships.
Speaker 3 (26:28):
Exactly exactly.
Speaker 2 (26:29):
And what is?
Speaker 3 (26:29):
necessary, and not that all work relationships are
broken, but all relationshipsare dynamic.
Exactly Okay.
And what?
What is necessary and not?
Not that all work relationshipsare broken, but all
relationships are dynamic.
Speaker 2 (26:36):
Absolutely.
Speaker 3 (26:38):
What do we need to do to move our relationship
forward?
Because as our relationshipmoves forward, it gets deeper,
and as it gets deeper, there'smore quality outcome.
And ultimately, the qualityoutcome of better relationships
in the workplace shows up inprofitability.
Speaker 2 (26:52):
Absolutely and I think throughout time.
I mean, it's been verycontroversial as to men working
in a female-dominated workplaceand vice versa Females working
in male-dominated workplaces asbeing contentious.
Speaker 3 (27:06):
It has that view Exactly, and you asked me about
my experience and how that'spaying into this.
A lot of people don't realizeit, but retail banking is a
predominantly female businessInteresting.
High-end fashion and retailingpredominantly female business.
Human resources as an industryis a predominantly female
(27:32):
industry.
I had a tough time breakinginto human resources in the
early 90s because most people'sidea of a recruiter is not 6'3"
250 pounds.
Speaker 2 (27:44):
Right, it's slightly intimidating.
Speaker 3 (27:47):
So you know, I actually had a person that
you're just not what I seestanding next to the table at a
job fair.
Speaker 2 (27:53):
Interesting.
Speaker 3 (27:55):
I had to show my value to contributing to the
successful recruitment of theorganization and strategic
planning of staffing before Iwas actually allowed into the
little sorority.
Speaker 2 (28:10):
Wow, and had you had you the sorority, I love it.
Had you understood that youneeded to make those changes
ahead of time, when you wereonboarding, or when you're first
going into your very firstcorporate position, would it
have changed the dynamic of yourwork and home life, that
balance and your dynamic withdifferent job positions?
(28:32):
Would you have stayed inpositions longer?
Would you have moved on?
Does it make you question thosethings?
Speaker 3 (28:37):
I'm not sure it makes it me question it my things.
I think it makes me look backand say, boy, if I had known
then what I know now, I mightnot have had to clear some
hurdles.
But that's why as?
My life verse says I push backand push forward to what I'm
(28:58):
called to, by forgetting what'sbehind.
And my mindset has always beenand that's the name of my
company is p314, which isphilippians 3 14.
My life verse is Philippians 3,12 through 14.
Okay.
Where, basically, paul says I'venot already obtained it, but
what I am doing is I'm strivingforward toward it.
(29:21):
I forget what's behind and moveforward to that to which I've
been called through Christ Jesus.
Um, that's the Dan Daltonparaphrase.
Okay, I love it.
But and what I mean by that isthat I've I learned from the
setbacks.
Take those setbacks long enoughto learn what I need to do
(29:42):
differently.
That third question of thetriad what's working?
Where am I getting stuck?
What do I need to dodifferently?
Yeah.
Strive forward, because we'reall a work in process, you know
absolutely um I don't, and Ithink in the lifespan of an
organization it's never doneit's.
Speaker 2 (30:03):
It's always dynamic absolutely in any business you
have.
I mean the.
The atma view of build launch,grow scale methodology In early
stages of business communicationbreakdowns can stall that
growth phase of your business.
You can stall out, would youagree?
Speaker 3 (30:21):
Agreed.
I've had to coach a lot ofmanagers in my career that their
idea of accelerated coaching orcontinued development is just
give it to them louder anddirtier.
Speaker 2 (30:35):
I know a lot of managers in every industry that
I mean.
That's how we were taught somepeople right and with your
background in history, you'releaning into what you know how
to do and that's relationshipsit seems like Exactly, exactly.
Speaker 3 (30:52):
I firmly believe that we're all stewards of
relationships, not just in theworkplace but in our personal
lives as well, and the sameconcepts that we teach in the
workplace can transition intoour real lives.
Thus the focus that I have onyoung people kind of the other
(31:15):
half of my business is wantingto focus on helping individuals
that are 15 to 22 years of agekind of get ready for those
adult decisions that are comingat them at 100 miles an hour.
Speaker 2 (31:30):
Man, there's so many adult decisions.
You're referencing their viewon stepping away from their
parents and into the world.
Speaker 3 (31:38):
Exactly Okay.
Speaker 2 (31:40):
And I was actually going to ask about that.
We're seasoned professionals.
We could go to differentindustries and get hired, but
for these young adults that aretrying to figure out where they
want to go, how doesunderstanding what you do and
how does what you do help themin their life journey?
Speaker 3 (32:00):
Well, let me start by going back a little bit, just
sort of kind of a before andafter picture.
When you and I were growing up,we went to school and somewhere
in high school they handed us.
(32:23):
We went to school and somewherein high school they handed us
Beowulf or they handed us theIliad or Canterbury Tales and
said here, read this book and inthree weeks you have to write a
report on it.
And what did we do?
We do, we went home and if wewere diligent to our studies, we
read the book Right, or thoseof us who cut corners, we might
have gotten things called cliffnotes.
I remember those.
Submerges of books you know, andat the end of the day we sat
(32:44):
down at a typewriter and bangedout, keystroke by key keystroke,
a paper on that book.
What's done today?
Speaker 2 (32:58):
Not that.
Speaker 3 (32:59):
Hey chat.
Speaker 2 (33:01):
AI.
Speaker 3 (33:02):
Yeah, give me the summary of the Iliad Right.
And what I have found and thisis kind of what my research has
done is we have a lot of folks,young people, that are reaching
the end of the stage in highschool and going, okay, now what
?
Speaker 2 (33:21):
Right, peer orientation is such a big thing.
Now how do they know where togo when their peers aren't
around?
Speaker 3 (33:28):
Exactly.
Or they collect a batch of 1010 second sound bites and think
they're informed, or they'veread a two-page summary and
they've got 15 bullet pointsthat think that they understand
that book and consequently theyeven have ai help them write the
(33:50):
papers.
So it's not necessarily aquality quantity of life
experience, but I do think thatthe immediacy that young people
take in information now itdoesn't have that opportunity to
just sort of get into theirsoul and percolate Absolutely
(34:11):
have that opportunity to justsort of get into their soul and
percolate absolutely and becomea, a founding value that is of
substance.
I was working with somebody notlong ago and they they said boy
dan, you really got a lot ofwisdom.
I said, no, I don't.
I've got a lot of experience.
You know a lot of what I'velearned is through making
mistakes and I tell them I saida lot of experience.
You know, a lot of what I'velearned is through making
(34:31):
mistakes, and I tell them I saida lot of what I've learned is
stepping in stuff and having toclean my boots.
Speaker 2 (34:37):
We've all been there, right?
That's so interesting.
So you're focusing on theseyoung adults.
How are you approaching themand their journey?
Because, to your point, it's anAI-driven world, it's a digital
world.
We want everything right now,right here, and most of the time
we can get that right the theyounger, especially a younger
(34:58):
generation, coming up with AI.
So why is it so important thatthey understand their
personality?
Because I think a lot of youngadults think they know who they
are, but when you step into acorporate environment or or try
to figure out which environmentyou want to navigate to, they
realize they don't really knowwhat they want or where they're
(35:19):
going.
So how do you walk us throughthat customer journey when it
comes to a young adult?
Speaker 3 (35:25):
Well, some of the tools that I use gear toward and
let me back up just a littlebit more Personality is set in
most people somewhere in our midteens.
Speaker 2 (35:37):
Interesting.
Speaker 3 (35:37):
Okay.
The rest of our social makeup,our emotional intelligence and
our our intellectualintelligence doesn't really peak
until much later in life.
Okay.
And sorry guys, for us it's noteven then.
Speaker 2 (35:56):
Take what you can.
Speaker 3 (35:57):
Exactly, but personality profiles are pretty
much set as to how we prefer torespond.
Now as we said before, it doeschange and evolve over time, but
it's still going to be theprimary focuses of the initial
response to stimulus at about 15years of age.
The same algorithms that helpus with the personality
(36:21):
profiling tools can also helpshow what career areas we would
be most apt to be successful in.
Speaker 2 (36:28):
Wow.
Speaker 3 (36:28):
So the same kind of assessment that I would put a
job description through to tella hiring manager say you really
want to look for somebody withthese attributes, can tell a 17
year old here is where yourpersonality is geared to thrive.
Oh, wow.
And so if you are of a certaintype of personality or leaning
(36:53):
toward dominance in a certainarea, then you might not
necessarily be apt to besuccessful in a career field
that draws on the opposite sideof personality.
Speaker 2 (37:05):
That's a great point.
So you're telling me that mydad's extroverted dominant
energy and his position helooked for may not be right for
me.
This is how some people canview this which, in turn, if
you're like maybe a familymember of mine, you go to
college thinking you want to beone thing your whole life right,
(37:25):
and then you realize veryquickly, through interaction and
understanding, that you don'twant to be in that career
anymore, after your parents havepaid a hefty tuition.
Speaker 3 (37:35):
Exactly, and that's, that's one of the value
propositions that I, that Ibring to a family that in fact
I've, I've, I've done some workwith some young people.
There's one family that I cancall recall that 15 year old
daughter, very much an involved,oriented person.
I've known, I've known thischild since she was a baby and
(37:57):
she is focused on involvement.
She is a member of the athleteone of the athletic teams in her
school.
She is a member of the choir,she is a leader of just social
groups.
She is involved and herpersonality type just pointed
that out.
Her dad on the other on theother side, is very detail
(38:20):
oriented, very focused, and Idon't mean to cast dispersions
on everything, but the way thatI describe some of the people
who lead with that c or coolblue energy is life, only has
meaning, if I can put it inExcel.
Speaker 2 (38:36):
You know what?
Speaker 3 (38:36):
And that's not a bad thing, it's not because, thank
goodness for the people whofocus on the detail, yes, you
know, to that sixth and seventhdecimal point, because you know
you, you want that in yoursurgeon right.
Speaker 2 (38:49):
Absolutely.
If you're performing surgery onmy brain or anything, I want
you to be that person.
Speaker 3 (38:55):
So I was debriefing with this young lady and helping
her, and she was having ahamoment after aha moment.
Yes, this, this, I've felt thisforever.
Yes, this, I've got to beinvolved.
And as I was debriefing and ofcourse, her parents were there
too, and I could see just in thelook on her dad's face that he
(39:18):
was planning, he was charting,and I stopped off and I said
what are you doing right now?
I said, what are you thinkingright now?
And he says, oh, I'm thinkingthat we've got to get scheduled,
we've got to get herinvolvement organized.
We've got to get scheduled,we've got it.
We've got to get her herinvolvement organized.
We've got to, we've got to gether calendar in order and we,
you know, we've got to make surethat she's got time allocated
(39:40):
to these things that she wantsto be involved with so she could
be, you know.
And I said, don't, herinvolvement is creatively driven
.
You cannot cram creativity intoa calendar.
Speaker 2 (39:56):
Wow.
Speaker 3 (39:57):
Don't try to structure that personality
profile.
That is exactly the opposite ofstructure.
Speaker 2 (40:05):
So in that situation, for example, you didn't have to
give the father or the mother apersonality walkthrough or
information to understand them.
You're trying to understand theyoung adult and then help the
family understand what wouldbenefit them most based on that
(40:26):
result.
Speaker 3 (40:27):
Is that correct?
And I've come down to two kindof selling points.
If you will right, if I help afamily just improve their
communication between them andtheir teenager, that's a pretty
good win man but if that samefamily can prevent one changed
(40:49):
major and two semesters thatdon't have to be repeated.
Life-changing money, guys andall of a sudden, that little bit
of time, that little bit ofmoney that they spent with me
saved them a great deal of moneyand time in their child's
education.
Speaker 2 (41:02):
And that is the reason what you do in this
business is so important toevery aspect of life really,
because I know, once I startedunderstanding what you do and
how you do it, my interactionwith my team is better and also
you take it home with you oh,absolutely your interaction with
your family and your childrenand you think children are
(41:23):
carbon copies of you.
They're not understanding thatreally dives into the rest of
your life, but primarily yourincome is the most important and
for business owners, yourbottom line right at the end of
your life.
But primarily, your income isthe most important and for
business owners, your bottomline at the end of the day is
the most important.
So you coming in and givingstatistics as to how this will
benefit a business would beinvaluable to me as a business
(41:47):
owner.
Would you say?
Speaker 3 (41:48):
Absolutely.
I mean, the one commodity thatwe all have the same amount of,
regardless of our income,regardless of our business, is
that we're all given 24 hours ina day.
If you can utilize that timemore effectively by improving
communication, by eliminatingthose times when we had to
circle back on understanding agiven bullet point, then
(42:13):
productivity is going toincrease.
And usually in most businesses,if productivity is better,
efficiency is improved, thebottom line is going to improve
as well.
Speaker 2 (42:25):
It's a trickle effect and you're not coming in to
tell them hey, you're doing thiswrong.
Your demeanor is a no-judgmentzone.
Speaker 3 (42:35):
Absolutely, because you know who am I to judge
anyone's personality.
I have God-wired anybody.
Speaker 2 (42:40):
Absolutely.
And then what you do with theinformation and the coursework
that you give to these teams isreally, at the end of the day, a
workshop setting, would you say.
Speaker 3 (42:52):
It is.
It is the follow-up stuff.
After we debrief with thepersonality profile and
everybody kind of understandswho they are and how they're
wired and how they need to flexto better interrelate with their
coworkers and in theirorganization, then we follow it
up with a little bit more honingof the tools, such as one of
(43:14):
the books that I work with isJohn Maxwell's book called
Everyone Communicates but FewConnect.
Interesting.
We can all communicate.
We're communicating right now,but if you walk away and
something we discussed hits youat three o'clock this afternoon
and it all of a sudden becomessomething you're pondering on,
(43:36):
then we went beyondcommunicating when we made a
connection okay so when we havethat kind of level of
communication in the workplacethen instructions and expected
deliverables become a lot moreclear and understood.
(43:56):
Therefore, the execution ofthose deliverables is going to
be much more efficient.
Speaker 2 (44:03):
Wow, it's almost a proven process.
I know that once I learned howto communicate with my boss, my
life felt a lot happier at theend of the day.
Right, I mean, you can see itfrom all perspectives.
In a small business or astartup especially, I truly
believe you are the counter toAI.
Ai is very analytical.
(44:24):
It's going to give you all ofthe information directly.
You are the AI of personalities.
You're helping people figureout how to communicate
effectively to, in turn,increase their bottom line.
Speaker 3 (44:37):
Exactly and just like AI, what I help you to
understand needs to be massaged.
It needs to be be reviewed,perfected into how you're going
to utilize it.
I mean the whole I, the everyconcept of ai that I have
studied thus far.
My study of ai is not that indepth yet.
(44:58):
Is that?
don't just trust the output goand double check the output,
edit as you see fit to make itmore precise and don't see fit
to make it more precise anddon't and please understand that
ai can hallucinate, that aimakes stuff up sometimes.
That has to be looked out for,uh, as you're reviewing.
(45:21):
So the same thing with withwhat I'm teaching.
These are the fundamentals.
You know, when I was growing up, I played baseball.
I can field a ground ball, Ican throw the ball, I can hit
the ball, but I can't do it aswell as Corey Seeger.
So we all started with the samefundamentals, but he was able
(45:42):
to incorporate the fundamentalsat a higher level than I was.
The same thing happens here.
These are communication andrelationship management
fundamentals.
Each of us are going to be ableto master it and put it into
play at different levels, butanything that is beyond where I
am today gets better tomorrow,is going to be an improvement
(46:03):
across the board for yourpersonnel and, ultimately, for
your organization.
Speaker 2 (46:07):
Absolutely, because when you go for young adults,
when you get into that careerenvironment and when you're a
employee or a c-suite, when youget into that atmosphere, you're
not always going to have yourAI with you.
You're not going to always haveyour AI to give you the answer.
So you really have to lean onthat relationship with your team
(46:28):
, with your customer, with yourclient.
And as AI progresses and peopleare starting to realize, oh,
that's AI, that's AI, that's notreally you, that yearn for
relationship and connection, itseems like it would grow more
and more.
Speaker 3 (46:42):
It all comes down to, every one of us in our personal
lives and our professionallives will be thrust into a
situation where we have to goback to fundamentals.
Speaker 2 (46:52):
And so you coming into these businesses is
teaching these teams, whetherthey stay with you, whether you
stay the owner of this companyor decide to start a new company
.
This is life-changinginformation for you.
Speaker 3 (47:04):
It could be.
It could be.
Speaker 2 (47:05):
So you're really doing a service to yourself and
everyone else on the team, wouldyou say?
Speaker 3 (47:12):
I hope so.
That's the objective.
Speaker 2 (47:14):
Wow.
So, to kind of wrap things up,we're focusing on small
businesses and teams.
You're focusing on the youngadults going into college and
helping those families.
Are there any other key pointsthat you'd like to dive into in
the future that you're doing nowthat maybe would have some
interest to some of ourlisteners?
Speaker 3 (47:36):
you know, uh, just to kind of restate, what we
started at the outset is thatself-awareness is the first step
towards self-improvementimprovement.
And that is a mantra that canpersonally, spiritually,
professionally, you know, atsome point in time you've got to
(47:57):
take a good, honest, inwardlook to say this is where I am
right now, because if you don'thave that first data point, you
really have no solid referenceon how to measure improvement.
And, at the end of the day, dan,I feel like you're going to
(48:18):
learn it either way, it's justgoing to take more time, right,
and you're not going to be ableto go back and actually measure
or appreciate the quality of thegrowth if you cannot measure it
oh, that's a wonderful point tomake and a realization I hadn't
thought about recently at all.
Speaker 2 (48:39):
Dan, can I ask you um how long?
If I'm a business owner, wouldyou say your course or your
commitment to each businesslasts, is it a week, a month,
six months?
Speaker 3 (48:55):
Well, I can kind of customize it Now.
As far as completion of thecoursework, yeah, we could do it
in a weekend.
Speaker 2 (49:02):
Really so.
You're willing to go to thesebusinesses and do team
development on the weekends Of?
Speaker 3 (49:06):
course, or we could do it in half-day sessions or a
bunch of you know.
It's customizable because,again it each, each individual
relationship is its own entity,so I can scale it to fit what
best fits the organization'sneeds and the individuals within
(49:26):
that organization and theirneeds.
Speaker 2 (49:28):
Okay, so you're really customizable, which is
how I mean.
It would be hard for you not tobe in this business, right?
So in that commitment to you,you're really going in as a
consultation and then you'regauging what they need.
(49:49):
Are you giving these businessowners a perspective of how long
you'll be with them, because Idon't ever want you to leave our
workplace networking events?
You are invaluable to the, thepeople around you in any
situation, it seems like.
So how long do you commityourselves and about how long
does it take for you to see anactual change in productivity?
Speaker 3 (50:12):
That's a.
That's a tough question.
Um, I'm not sure I couldactually give a.
Uh, just a quantified answer asa whole.
Um, in some cases it may not bevery long.
It may.
We just deliver the profilesand we work on how to integrate
them and we go on from there.
Okay files and we work on how tointegrate them and we go on
(50:33):
from there.
Okay, if we need furthercommunication training or if we
need team effectiveness training, you know, if we need, you know
, any other kind of developmenton, you know, just leadership
itself, then we can certainly dothat.
But hopefully through theinteractive process of
understanding each individual'spersonality and the improvement
(50:55):
of the communication, decisionmaking and just conveyance of
information, then you know, wecan just sort of see from there
as to what else is necessaryright.
Speaker 2 (51:07):
so you give everyone an option they can take or leave
with what information.
They have right, Very a lacarte, I love that You're doing
a lot of networking events and alot of speaking events as well.
I'm assuming at those eventsyou give key points and
takeaways for business ownersand young adults.
(51:27):
Can you give us a couple ofthose takeaways, maybe for our
audience to hear what could theydo to make things more
effective right now?
Speaker 3 (51:36):
Well, I'm going to shamelessly steal some stuff
here.
Speaker 2 (51:39):
Go ahead, you know.
Speaker 3 (51:40):
John Maxwell says you have to know yourself to grow
yourself.
Okay, but at the same time,growth requires an investment.
You've got to to invest your inyourself and you've got to
focus, you know and see value inwhat you put in, as to what
you're going to get out or whatyou're going to put into the
(52:01):
organization that theorganization can can receive as
part of that input and thensecondly, just to realize that
it's never ending.
I love because when I wasgrowing up I did not really
enjoy reading as a hobby.
I enjoyed movies and TV.
(52:22):
Consequently, in my trainingmethod I often quote movies and
television shows with thingsthat I think are apropos.
Right In the ShawshankRedemption.
Andy Dufresne has a line inthere and it says you got to get
busy living or get busy dying.
(52:43):
And what I take from that?
Not the finality of life.
Right and what I take from thatnot the finality of life, but if
you get busy living, you haveto understand it's a continuous
process.
We all change.
We all change, we all grow.
We all have experiences thatchange our filter on a certain
(53:06):
aspect that we've looked at oflife.
You never get to a point if youget to a point where you think
you've made it and you don'tneed to put in any more, that's
when, to borrow the phrase, youget busy dying.
Absolutely.
Because lack of growth is thebeginning of deterioration, so
it's ongoing.
(53:26):
So for an organization, if wedid a personality profile and
got everybody fired up and itwas actually integrated into
process and evaluations and justthe lifeblood, then perhaps
we'd come back a year later andsay, okay, how has it changed
your values?
Have the values of yourorganization changed?
because of this Are the valuesincorporated into your business.
(53:49):
Are you living out your values?
If I found out that your valueswere a certain thing later,
would I be surprised by what Isee you living.
I heard a saying once that ifsomeone who's known you forever
(54:11):
later found out that you were abeliever, would they be
surprised.
So what is my lifestyle?
Is my persona matching what Iespouse my values to?
be, Organizations have values.
They need to be operating in away that those values come out
in the way that they operate andthey do business.
Speaker 2 (54:32):
And maybe even just establishing values, because you
can be a business for a longtime and just have a routine and
a method right.
And so maybe it's time, and Idefinitely think it's a day and
age, where we really need tostep back and say, okay, who are
we?
Speaker 3 (54:46):
Who are we as an organization?
Speaker 2 (54:48):
And you're really going to help these businesses
and these young adults figurethat out.
You're giving them an edge thatwe never had.
Speaker 3 (54:56):
Yeah, to own their values, own who they are,
because they understand justexactly how they respond to life
from a personality standpointHelps establish their values and
that gives you a guideline bywhich to behave.
(55:18):
Same thing in business.
I'm asked all the time how doyou manage a bad attitude?
Well, first of all, you have tohave an established standard by
which you're measuring thatattitude, to label it as bad,
because if you don't, then it'sjust your opinion and I can't go
into litigation and justlitigate your opinion I have to
(55:39):
have a violation of anestablished standard I think we
need to put that one on repeatto really understand it.
Speaker 2 (55:47):
that's.
Those are takeaways, dan.
Thank you so much, and thankyou for taking the opportunity
to take what you've learned inyour career and really help
people.
At the end of the day, that'swhat you're doing.
You're helping people andyou're wanting to make everyone
around you better.
That's the goal.
Thank you, dan, and I cannotwait to see what you've done
(56:08):
with our business in the nextyear.
Speaker 3 (56:10):
Thanks Dori.
Speaker 2 (56:11):
To everyone out there who's listening.
If this hit a nerve with you orring a bell.
If you're trying to grow inyour business and you really
want to optimize how you growefficiently, give Dan a call or
reach out to me directly andI'll connect you with him Until
next time.
Thank you for joining us.
Welcome back to Market it With Atma, where we
share the tips, tools andstrategies to help your business
be successful.
Today we're talking about oneof the most underrated but most
powerful topics I've had on theshow personality profiling.
We have on the show today MrDan Dalton, owner of P314
Consulting.
(00:36):
Welcome, dan.
Speaker 3 (00:37):
Hi Story.
How are you doing?
Speaker 2 (00:38):
I'm doing great.
So I love, love, love, lovewhat you do, because in this day
and age of AI right now, peopleare kind of losing who they are
, would you say.
Speaker 3 (00:51):
I think so.
I think that there's a lot oflack of self-awareness that is
happening with folks, especiallywith young people, that are
kind of growing up without theopportunity to learn from a
failure or just, you know,having so many things handed to
them or told what they need todo.
Speaker 2 (01:12):
Absolutely.
Speaker 3 (01:13):
I think that there's a loss of learning how to
critically think or makedecisions.
Speaker 2 (01:19):
Definitely.
I know, um, in the olden days,as my kids would say, we had our
, our parents to look up to, toreally kind of mold our
personalities.
And some people don't have thatluxury.
So it's really hard to not lookat everyone else and say, okay,
I'm just going to take yoursand be a part of you and be a
part of me, but you do have apersonality that develops and
(01:42):
this is how you help people.
So in my opinion, this is themost important thing you can
have in a business or in acollege in general.
They should really really takehold of what you do.
Can you walk us through whatP314 Consulting is?
Speaker 3 (02:00):
Right.
P314 Consulting is basically anorganization that is designed
for people to raise their levelof self-awareness.
Okay.
There's two populations that Ilook to reach out to those
medium to small-sized businesses, and especially startups or
young people between the ages of15 and 22.
(02:21):
The idea being is thatself-awareness is the root of
self-improvement.
A lot of times we don't knowreally how we're wired.
You know, we don't stop andunderstand how we take in
information, how we areperceived to other people.
(02:41):
Exactly how.
You know how we give outinformation, how we make
decisions.
You know how do we go aboutrecharging our batteries when
it's time to just sort of reseton that.
It's different with everybodyand understanding where you are
as a person, what yourpersonality strengths are, and
it's not a right or wrong thing,it's just the preferences that
(03:05):
we lead with in different typesof personality aspects.
Speaker 2 (03:09):
Okay, that is something I think everyone needs
personally, but can you tell usa little bit of your background
and why you started P314Consulting?
What were you seeing?
Speaker 3 (03:21):
I have been for the last 30 years, have been a human
resources professional inseveral different industries in
banking, in healthcare, high-endretailing and in manufacturing.
So for the last 30 years I'vehad the opportunity of primarily
being focused on employeedevelopment process and
performance improvement.
(03:42):
Process and performanceimprovement and some of the
tools that I learned to use werevarious tools throughout the
years, but had to do withunderstanding how people learn,
adult learning, personalityprofiles, how people take in
information, what is importantto them, how they process
(04:03):
information.
So tools like Myers-Briggs typeindicator, wiley disk,
everything disk, insights,discovery, and John Maxwell has
a tool called John Maxwell'sdisk.
All of these are tools thathelp people understand just
exactly what their personalitymakeup is.
(04:24):
Are they direct, Do theyprocess and need information or
data, or do they make decisionsmore on what feels right in
their gut or what is the bestimpact for the most number of
people?
All of these are aspects ofpersonality that drive the way
people respond to the variousstimuli that comes their way in
(04:48):
everyday life.
Okay.
And I think if you understandhow you're wired, then the first
thing is it improves thequality of communication that
you have with those around you.
Speaker 2 (05:01):
Okay.
Speaker 3 (05:02):
You know how you like to take in information.
You can help people understandwhat information you need and at
what level, but at the sametime, you can always flex to how
they take in information, whichimproves your communication to
them.
Speaker 2 (05:23):
Okay, that's a great point.
So to that point, that seemslike it could really affect a
business owner in the hiringprocess and how you lead, how
you work.
Why do you primarily focus onsmall to medium-sized businesses
?
Speaker 3 (05:41):
A couple of reasons why my organization focuses on
that.
First of all, it's only me.
I'm not quite geared up enoughto handle a large population of
potential trainees.
The basis of personalityprofiling and what you learn at
(06:06):
that level of communicationneeds to be integrated into all
processes, policies, proceduresand even the performance
evaluation process, even down tohow you set up agendas for
one-on-ones or staff meetings.
It's a lot easier to get thatintegrated into the fiber of
operation of a smallerorganization than it would be a
(06:29):
multinational or much larger.
Speaker 2 (06:32):
Oh, wow, okay, Okay.
So how?
How does personality profilinghelp business owners put the
right people in the right roles?
Does it create better alignment?
Speaker 3 (06:43):
It does.
It does If you think about it.
A job description can beassessed on the different tasks
that the job description issaying are the deliverables for
that role.
Each task may actually have anaspect of personality profiling
or strengths.
(07:10):
So, for instance, if I look at ajob description for something
that is very detail oriented andthe deliverables are the
precision in reports or accuracyin numbers, then I know that
the personality that is most aptto be successful in that role
is going to be someone who canfocus and feels comfortable in
detail and information.
Well, there might be.
Let's say, take your jobdescription as a marketing
(07:33):
professional.
Your job description calls forbeing outgoing, to being
flexible in communicationsituations, to be creative,
different side of the brain isused.
Speaker 2 (07:50):
All the time right.
Speaker 3 (07:51):
So what we can do through this personality
profiling is take a look at thejob description and come up with
an approximation of apersonality profile that would
most likely be successful inthat role.
Now, it's not an exact scienceand it's certainly not something
that you could use from a legalstandpoint in recruiting.
(08:14):
Okay.
But it is information thatcould make you, as a hiring
manager, make a better decisionon the people that you're
bringing in to fill a particularrole.
Speaker 2 (08:25):
That is pivotal.
That would seem like thehighest priority to me,
especially in a small business.
When you have three to fiveemployees, or even ten, that
intimate relationship is boundto happen, and it seems like if
you're delivering or receivinginformation wrong, it can maybe
cripple a company, would you say.
Speaker 3 (08:45):
True, and not to mention that you know, for
instance, my personality type.
In the DISC profile, I leadwith the I, which is that
involvement.
That my personality is, that Ilike to be included and involved
.
I also have a lot of energythat gears toward impacting as
(09:07):
many people for the good aspossible.
Right, one of my lowestpersonality traits is precision,
detail and data Okay.
I understand the importance ofthe precision of the numbers,
okay.
So when I'm having to do anaspect of my job that deals with
(09:27):
precision of numbers, I can doit, but it drains me, it really
zaps my energy.
Okay, whereas asking me to heyDan, would you facilitate a
workshop where we can just getsome discussion going around
some issues within ourorganization?
That's right in my wheelhousefrom a personality standpoint,
(09:52):
so that's energizing to me.
I get excited about that.
I can lead a workshop and itcharges my battery, so to speak,
and I'm ready to go play around of golf after a workshop.
Speaker 2 (10:03):
Wow, that's amazing For you to understand that it
gives you the availability thatif you are put in that first
situation, you understand thatyou need to recharge after
correct.
Speaker 3 (10:14):
Absolutely, absolutely.
And how do I recharge Mostpersonality profiling tools?
And there are many, and I'm notnecessarily promoting one over
another.
I use two or three myself, butthere are numerous tools, but
most of them are going to startwith, are you introverted or
(10:36):
extroverted?
Right.
Okay, now there's a traditionalunderstanding of those terms.
When somebody hears those terms,they think of the introvert as
the wallflower and the extrovertas the guy with the lampshade
on his head at a party.
You know, and that's notnecessarily the definition that
we're going for here, what anintrovert is from a personality
(10:59):
profiling tool is someone whorecharges their battery by
seclusion, by finding theirfavorite spot, curling up with
their favorite book, being alone, their music, cup of tea.
You know, whatever it is thatis intimate to them, the
(11:21):
extrovert calls their friendstogether and goes to the ball
game, or goes out and you know,has dinner with their friends or
, you know, just has people overbecause they get their energy
from inclusion and other people.
The other side of the story ishow do you make decisions?
Do you make decisions where youneed time and information
(11:46):
that's going to be more of thesensing side or do you make
decisions based on personalexperience and the beneficial
impact to as many people aspossible?
That's the feeling side.
Okay, so when we have these two.
Okay, so when we have these twoquadrant, it basically makes
(12:06):
quadrants Right.
So the extrovert, who is, youknow, a driven person who likes
information, is going to be whatwe like to call the D, or the
fiery red personality, and theirmantra might be be brief, be
bright and be gone.
Speaker 2 (12:27):
Oh, I love that.
Speaker 3 (12:32):
Tell me what you came to tell me, and then, leave
because I've got to process theI or the sunshine yellow, and
I'm using terms from a couple ofthe tools that I use.
Right, these are the involvedpeople.
They're the extroverts, butthey want and they're going to
primarily make decisions more onwhat's.
What's it feel like right in mygut, what is the impact for a
(12:57):
positive impact for as manypeople as possible?
Okay.
Then you get down to theintroverted side.
The introverted side, who isthe feeler, is the one who is
focused on social justice.
Show me that you care is theirmantra.
(13:17):
The introverted detail person isthe C or the cool blue, and
it's give me the information,give me time, give me data.
So for somebody with my energy,who is in support of somebody
who is a, a sea or a cool blue,I've got to make sure that I
(13:40):
gather the information and thengive them time.
What I ask from them is to,every so often, just help me
know that I'm okay, that I'm onthe right track and that my
involvement is headed in a waythat is good for the
organization.
Speaker 2 (14:00):
Wow.
So to that point.
There's a couple of things Iwanted wanted to point out.
I've done what I would say arepersonality profiles.
I've submitted tests.
You know you'll be on socialmedia and submit those.
That's not.
You're not going in and havingeverybody write down their
thoughts and feelings.
I know as a female, especiallyin a very fast-paced business so
(14:23):
it's a lot of personalities mymood changes.
How the wind blows changes mymood.
So when I fill out a test orinformation, I noticed that I
fill it out one day I'm adifferent personality than I am
a week later and fill out a teston personality profiling.
So can you walk us through howyou work with businesses at
(14:47):
inception, when it comes to thehiring process or as a team,
development and understanding?
You're not just giving themtests.
Can you walk us through how youapproach that customer journey?
Speaker 3 (14:57):
Right?
Well, to start with thepersonality profile tools,
regardless of which ones you use, are going to start probably
with a questionnaire, Some asshort as just three minutes.
Speaker 2 (15:08):
And sorry to interrupt you again, but I
wanted to say I feel like yourhistory and your background in
not dealing with people butfiguring out how to communicate
with people really has an effecton all of the different options
you choose to use in yourbusiness, and that's what
(15:29):
differentiates you from justhaving a disc assessment or one
or the other.
Is that right on?
Speaker 3 (15:37):
Yeah, I think so.
I think that all of us havework histories that help shape
how we have utilized ourpersonality profiles to be
successful in our given roles soyou are making it to where
we're learning more on theproactive and rather than the
reactive, and learning from yourmistakes exactly and what one
(16:00):
of the things that 3p 314 doesis.
We try to teach this asfundamentals that you could use
in in the enhancement of thethings that 3P314 does is.
We try to teach this asfundamentals that you could use
in the enhancement of theprocess, communication and
decision making of you as anindividual and you as an
organization.
Speaker 2 (16:16):
OK, see, that helps clarify a lot for me.
So I'd like to go back and askhow you walk through approaching
a business and and what you doand the different steps you take
, and then also your other focalpoint, which is helping young
adults understand where they'regoing.
Can you walk us through theteam development first?
Speaker 3 (16:36):
sure, sure so.
With an organization, if wewere to come in, we would first
ask, you know just, we would askthree basic questions what,
what's working, where are yougetting stuck and what do you
need to do differently?
This is a concept that Ilearned from Alan Fine, who
wrote a book called you AlreadyKnow how to Be Great.
Okay.
(16:58):
And it's a feedback loop that itcan be very fundamental.
Just three questions that itcan be very fundamental, just
three questions.
You could use this not only togive feedback but seek
information, to do that firstlevel of discovery.
You could even use it asmeeting formats for agendas.
(17:22):
Interesting.
There's the three categoriesand then fill in the detail
bullet points underneath that.
So we want to find out.
Okay, where are you now?
Speaker 2 (17:29):
Okay, and you're.
You're talking about, from aCEO, a C-suite perspective.
You're going to ask the C-suiteperson that's come to you that
pretty much manages everyone,right and you're going to ask
them these questions right,Because what I'm wanting to find
out is where do they see thepotential breakdown or areas of
development?
Speaker 3 (17:50):
Because you can look at any organization and it's
kind of based on the samequestions is what do we want to
keep doing?
What's working Okay.
And with the, where do we get?
Where are we getting stuck?
Do we need to fix it, update itor replace it?
Okay, so those are the threemain points that they really
(18:12):
yeah, and then, lastly, is whatdo we need to do differently?
Are there wholesale changesthat are necessary, or is it
just some adjusting?
okay, so with that in the endthe case, then we first have to
learn.
Okay, we're going to need tocommunicate with everybody,
because the possibility that ournext step is some kind of
(18:34):
process change and if you don'tknow how to help people
understand how they take ininformation to make decisions,
then how are you going topresent the process change to
them in a way that they canprocess it?
Wow Um if you have a bunch ofpeople with the personality
(18:55):
types like you and I have thatthat outgoing the um extroverted
you know, feeling typeinformation and you just throw
us a bunch of spreadsheets thatshow the statistical analysis of
why this change is necessary,that's not going to be the best
way for us to process, to makethat decision.
But if you come to us and saythis change is necessary because
(19:19):
here's the impact for you,here's the impact of what it
does to your position and thetask that we're asking of you,
this is the impact to our staff.
This is the impact to ourclients.
Speaker 2 (19:32):
And your bottom line at the end of the day, right.
Speaker 3 (19:35):
Ultimately the bottom line.
Speaker 2 (19:36):
Okay.
Speaker 3 (19:37):
So then we do.
The personality profiling toolshelp everyone understand theirs
first.
Speaker 2 (19:45):
Okay, so you kind of what I would say is, after you
have established with C-suitethose variables, if there's an
issue.
If there's not, where are youright?
You take that information, doyou then bring the whole team
together for them to understandtheir personality, or hold a
workshop?
How does that?
Speaker 3 (20:03):
work.
It really can be done a coupledifferent ways.
We can make it fun because if Ilead a workshop, you're going
to learn some stuff, you'regoing to be exposed to some and
you're going to laugh.
You're going to have a goodtime.
I'm not a lecturer, I'm more ofa corporate training
entertainer.
Speaker 2 (20:21):
Right, because when I have somebody that walks in and
tells me I'm going to tell youwhat you- may be doing wrong or
right, and how you may or maynot be delivering to people.
It's a little intimidating.
So the softness you bring tothese workshops, I think really
helps.
Speaker 3 (20:36):
Yeah, it's discussion-based.
Somebody asked me one time howdo you describe your training
style?
I say I say, well, I'm kind oflike that soccer coach that
throws a ball out there, we'llkick it around.
And if somebody kicks it in thestreet we'll just throw another
soccer ball out there, we'll goget the other one later.
You know, I want discussion,because discussion, regardless
(21:01):
of what personality type, whenwe have discussion at that kind
of almost superficial level,that's the beginning of
self-discovery.
Speaker 2 (21:11):
Breaking dice.
Speaker 3 (21:12):
Right, because we can then start pulling out the
pieces that mean things to us.
The detail-oriented people willstart pulling out nuggets of
data.
The socially-oriented peopleare going to be pulling out
nuggets of influence andinvolvement and impact.
So once we understand what eachindividual's, then we say, okay,
(21:36):
now with this knowledge, we'regoing to teach you how to
understand and be able to pickup on the types of others so
that you can flex and be abetter communicator with them.
I'll give you a couple of casein points.
I have a former boss who isvery much like me.
(21:57):
In fact, she was a redhead too.
Speaker 2 (21:59):
Nice, Ooh, scary though right, I know two
redheads leading HR.
Speaker 3 (22:06):
She was very much a influencer.
Involvement, social justice,what's best for the masses kind
of people but she was in supportof very technically oriented
executives.
Now, on her early profiles itvery much showed her involvement
(22:26):
that I, or sunshine yellow, andthat S or earth green type of
energy that she led with.
Later on we did the assessmentagain and I began to see
shadings in the C or cool blue,which is the detail.
(22:47):
Interesting.
And basically, she learned toflex toward the detail needed to
support these engineers basedon the result just experience
and the information that she hadto convey as the leader of hr
to people who process things bydetail.
(23:08):
Okay, now, it's not her baseenergy, it's not what she
naturally leads with from apersonality standpoint, but it
is a learned behavior to be moreeffective in her role and it
began to show up in her laterpersonality profiles as a
(23:28):
tendency to be able to becomfortable in that
detail-oriented space.
Not her lead, but she was ableto come forward.
I understand that detail isimportant.
My job before HR was inconsumer banking.
Oh, very detail-oriented, Verydetail-oriented.
In fact, I had my seventh-grademath teacher met me at a wedding
(23:52):
some 15 years after graduationand she looked at me and says I
refuse to believe you'reemployed in a
mathematics-related field.
Speaker 2 (24:00):
She saw that in you.
Speaker 3 (24:01):
She did yeah, but at the same time, I understand the
importance of it.
But I was building a bankingcareer based on relationships.
My understanding of the detailwas a necessary evil for me to
be successful in operations, butthe success of my business was
based on the fact that I builtrelationships with my customers.
Speaker 2 (24:22):
Wow.
So that's a great point.
So we kind of develop ourpersonalities and our styles of
how we do things throughexperience, through different
jobs, different positions,different things to try, right?
So when you meet with a C-suiteand then you understand what
their team and how they receiveand give information, what is
(24:44):
the next step?
You're not trying to change theway people think, process or
behave.
What are you trying to do asthe next step?
Speaker 3 (24:53):
Well, the next step is understanding that the
fundamentals of leadership andmanagement is nothing more than
being the steward of a 360degree array of relationships.
Speaker 2 (25:02):
Interesting.
I love that.
Speaker 3 (25:03):
Okay.
To be a good steward ofrelationships, that means you
have to shepherd into eachrelationship.
You have to be the owner ofthat relationship.
Now there's ownership comingfrom the other side too, and
hopefully they're looking at thesame need to pay into the
relationship.
Speaker 2 (25:21):
Right.
Speaker 3 (25:23):
So, without saying that, that CEO who really lives
in the detail or really lives inthat sense of urgency, yeah,
they're juggling things all thetime.
They need to be able to flextoward the communication style
for those people who are more ofthe feelers and more of the
(25:43):
people that are geared to theother side of the personality
complex.
They need to slow down whenthey're talking to their
marketers.
They understand that time ismoney and urgency is necessary
and that is definitely somethingthey need to convey to their
marketers.
But they need to slow down andbe able to convey to the
(26:04):
marketers what their mindset issaying, that they want to convey
to their customers that theywant to convey to their
customers.
Speaker 2 (26:11):
Wow, Okay, so that was a lot to think about in just
one moment.
It really really matters on thedelivery.
So once you establish howthey're delivering information
and receiving information, yousee what's working and what's
not in terms of workrelationships.
Speaker 3 (26:28):
Exactly exactly.
Speaker 2 (26:29):
And what is?
Speaker 3 (26:29):
necessary, and not that all work relationships are
broken, but all relationshipsare dynamic.
Exactly Okay.
And what?
What is necessary and not?
Not that all work relationshipsare broken, but all
relationships are dynamic.
Speaker 2 (26:36):
Absolutely.
Speaker 3 (26:38):
What do we need to do to move our relationship
forward?
Because as our relationshipmoves forward, it gets deeper,
and as it gets deeper, there'smore quality outcome.
And ultimately, the qualityoutcome of better relationships
in the workplace shows up inprofitability.
Speaker 2 (26:52):
Absolutely and I think throughout time.
I mean, it's been verycontroversial as to men working
in a female-dominated workplaceand vice versa Females working
in male-dominated workplaces asbeing contentious.
Speaker 3 (27:06):
It has that view Exactly, and you asked me about
my experience and how that'spaying into this.
A lot of people don't realizeit, but retail banking is a
predominantly female businessInteresting.
High-end fashion and retailingpredominantly female business.
Human resources as an industryis a predominantly female
(27:32):
industry.
I had a tough time breakinginto human resources in the
early 90s because most people'sidea of a recruiter is not 6'3"
250 pounds.
Speaker 2 (27:44):
Right, it's slightly intimidating.
Speaker 3 (27:47):
So you know, I actually had a person that
you're just not what I seestanding next to the table at a
job fair.
Speaker 2 (27:53):
Interesting.
Speaker 3 (27:55):
I had to show my value to contributing to the
successful recruitment of theorganization and strategic
planning of staffing before Iwas actually allowed into the
little sorority.
Speaker 2 (28:10):
Wow, and had you had you the sorority, I love it.
Had you understood that youneeded to make those changes
ahead of time, when you wereonboarding, or when you're first
going into your very firstcorporate position, would it
have changed the dynamic of yourwork and home life, that
balance and your dynamic withdifferent job positions?
(28:32):
Would you have stayed inpositions longer?
Would you have moved on?
Does it make you question thosethings?
Speaker 3 (28:37):
I'm not sure it makes it me question it my things.
I think it makes me look backand say, boy, if I had known
then what I know now, I mightnot have had to clear some
hurdles.
But that's why as?
My life verse says I push backand push forward to what I'm
(28:58):
called to, by forgetting what'sbehind.
And my mindset has always beenand that's the name of my
company is p314, which isphilippians 3 14.
My life verse is Philippians 3,12 through 14.
Okay.
Where, basically, paul says I'venot already obtained it, but
what I am doing is I'm strivingforward toward it.
(29:21):
I forget what's behind and moveforward to that to which I've
been called through Christ Jesus.
Um, that's the Dan Daltonparaphrase.
Okay, I love it.
But and what I mean by that isthat I've I learned from the
setbacks.
Take those setbacks long enoughto learn what I need to do
(29:42):
differently.
That third question of thetriad what's working?
Where am I getting stuck?
What do I need to dodifferently?
Yeah.
Strive forward, because we'reall a work in process, you know
absolutely um I don't, and Ithink in the lifespan of an
organization it's never doneit's.
Speaker 2 (30:03):
It's always dynamic absolutely in any business you
have.
I mean the.
The atma view of build launch,grow scale methodology In early
stages of business communicationbreakdowns can stall that
growth phase of your business.
You can stall out, would youagree?
Speaker 3 (30:21):
Agreed.
I've had to coach a lot ofmanagers in my career that their
idea of accelerated coaching orcontinued development is just
give it to them louder anddirtier.
Speaker 2 (30:35):
I know a lot of managers in every industry that
I mean.
That's how we were taught somepeople right and with your
background in history, you'releaning into what you know how
to do and that's relationshipsit seems like Exactly, exactly.
Speaker 3 (30:52):
I firmly believe that we're all stewards of
relationships, not just in theworkplace but in our personal
lives as well, and the sameconcepts that we teach in the
workplace can transition intoour real lives.
Thus the focus that I have onyoung people kind of the other
(31:15):
half of my business is wantingto focus on helping individuals
that are 15 to 22 years of agekind of get ready for those
adult decisions that are comingat them at 100 miles an hour.
Speaker 2 (31:30):
Man, there's so many adult decisions.
You're referencing their viewon stepping away from their
parents and into the world.
Speaker 3 (31:38):
Exactly Okay.
Speaker 2 (31:40):
And I was actually going to ask about that.
We're seasoned professionals.
We could go to differentindustries and get hired, but
for these young adults that aretrying to figure out where they
want to go, how doesunderstanding what you do and
how does what you do help themin their life journey?
Speaker 3 (32:00):
Well, let me start by going back a little bit, just
sort of kind of a before andafter picture.
When you and I were growing up,we went to school and somewhere
in high school they handed us.
(32:23):
We went to school and somewherein high school they handed us
Beowulf or they handed us theIliad or Canterbury Tales and
said here, read this book and inthree weeks you have to write a
report on it.
And what did we do?
We do, we went home and if wewere diligent to our studies, we
read the book Right, or thoseof us who cut corners, we might
have gotten things called cliffnotes.
I remember those.
Submerges of books you know, andat the end of the day we sat
(32:44):
down at a typewriter and bangedout, keystroke by key keystroke,
a paper on that book.
What's done today?
Speaker 2 (32:58):
Not that.
Speaker 3 (32:59):
Hey chat.
Speaker 2 (33:01):
AI.
Speaker 3 (33:02):
Yeah, give me the summary of the Iliad Right.
And what I have found and thisis kind of what my research has
done is we have a lot of folks,young people, that are reaching
the end of the stage in highschool and going, okay, now what
?
Speaker 2 (33:21):
Right, peer orientation is such a big thing.
Now how do they know where togo when their peers aren't
around?
Speaker 3 (33:28):
Exactly.
Or they collect a batch of 1010 second sound bites and think
they're informed, or they'veread a two-page summary and
they've got 15 bullet pointsthat think that they understand
that book and consequently theyeven have ai help them write the
(33:50):
papers.
So it's not necessarily aquality quantity of life
experience, but I do think thatthe immediacy that young people
take in information now itdoesn't have that opportunity to
just sort of get into theirsoul and percolate Absolutely
(34:11):
have that opportunity to justsort of get into their soul and
percolate absolutely and becomea, a founding value that is of
substance.
I was working with somebody notlong ago and they they said boy
dan, you really got a lot ofwisdom.
I said, no, I don't.
I've got a lot of experience.
You know a lot of what I'velearned is through making
mistakes and I tell them I saida lot of experience.
You know, a lot of what I'velearned is through making
(34:31):
mistakes, and I tell them I saida lot of what I've learned is
stepping in stuff and having toclean my boots.
Speaker 2 (34:37):
We've all been there, right?
That's so interesting.
So you're focusing on theseyoung adults.
How are you approaching themand their journey?
Because, to your point, it's anAI-driven world, it's a digital
world.
We want everything right now,right here, and most of the time
we can get that right the theyounger, especially a younger
(34:58):
generation, coming up with AI.
So why is it so important thatthey understand their
personality?
Because I think a lot of youngadults think they know who they
are, but when you step into acorporate environment or or try
to figure out which environmentyou want to navigate to, they
realize they don't really knowwhat they want or where they're
(35:19):
going.
So how do you walk us throughthat customer journey when it
comes to a young adult?
Speaker 3 (35:25):
Well, some of the tools that I use gear toward and
let me back up just a littlebit more Personality is set in
most people somewhere in our midteens.
Speaker 2 (35:37):
Interesting.
Speaker 3 (35:37):
Okay.
The rest of our social makeup,our emotional intelligence and
our our intellectualintelligence doesn't really peak
until much later in life.
Okay.
And sorry guys, for us it's noteven then.
Speaker 2 (35:56):
Take what you can.
Speaker 3 (35:57):
Exactly, but personality profiles are pretty
much set as to how we prefer torespond.
Now as we said before, it doeschange and evolve over time, but
it's still going to be theprimary focuses of the initial
response to stimulus at about 15years of age.
The same algorithms that helpus with the personality
(36:21):
profiling tools can also helpshow what career areas we would
be most apt to be successful in.
Speaker 2 (36:28):
Wow.
Speaker 3 (36:28):
So the same kind of assessment that I would put a
job description through to tella hiring manager say you really
want to look for somebody withthese attributes, can tell a 17
year old here is where yourpersonality is geared to thrive.
Oh, wow.
And so if you are of a certaintype of personality or leaning
(36:53):
toward dominance in a certainarea, then you might not
necessarily be apt to besuccessful in a career field
that draws on the opposite sideof personality.
Speaker 2 (37:05):
That's a great point.
So you're telling me that mydad's extroverted dominant
energy and his position helooked for may not be right for
me.
This is how some people canview this which, in turn, if
you're like maybe a familymember of mine, you go to
college thinking you want to beone thing your whole life right,
(37:25):
and then you realize veryquickly, through interaction and
understanding, that you don'twant to be in that career
anymore, after your parents havepaid a hefty tuition.
Speaker 3 (37:35):
Exactly, and that's, that's one of the value
propositions that I, that Ibring to a family that in fact
I've, I've, I've done some workwith some young people.
There's one family that I cancall recall that 15 year old
daughter, very much an involved,oriented person.
I've known, I've known thischild since she was a baby and
(37:57):
she is focused on involvement.
She is a member of the athleteone of the athletic teams in her
school.
She is a member of the choir,she is a leader of just social
groups.
She is involved and herpersonality type just pointed
that out.
Her dad on the other on theother side, is very detail
(38:20):
oriented, very focused, and Idon't mean to cast dispersions
on everything, but the way thatI describe some of the people
who lead with that c or coolblue energy is life, only has
meaning, if I can put it inExcel.
Speaker 2 (38:36):
You know what?
Speaker 3 (38:36):
And that's not a bad thing, it's not because, thank
goodness for the people whofocus on the detail, yes, you
know, to that sixth and seventhdecimal point, because you know
you, you want that in yoursurgeon right.
Speaker 2 (38:49):
Absolutely.
If you're performing surgery onmy brain or anything, I want
you to be that person.
Speaker 3 (38:55):
So I was debriefing with this young lady and helping
her, and she was having ahamoment after aha moment.
Yes, this, this, I've felt thisforever.
Yes, this, I've got to beinvolved.
And as I was debriefing and ofcourse, her parents were there
too, and I could see just in thelook on her dad's face that he
(39:18):
was planning, he was charting,and I stopped off and I said
what are you doing right now?
I said, what are you thinkingright now?
And he says, oh, I'm thinkingthat we've got to get scheduled,
we've got to get herinvolvement organized.
We've got to get scheduled,we've got it.
We've got to get her herinvolvement organized.
We've got to, we've got to gether calendar in order and we,
you know, we've got to make surethat she's got time allocated
(39:40):
to these things that she wantsto be involved with so she could
be, you know.
And I said, don't, herinvolvement is creatively driven
.
You cannot cram creativity intoa calendar.
Speaker 2 (39:56):
Wow.
Speaker 3 (39:57):
Don't try to structure that personality
profile.
That is exactly the opposite ofstructure.
Speaker 2 (40:05):
So in that situation, for example, you didn't have to
give the father or the mother apersonality walkthrough or
information to understand them.
You're trying to understand theyoung adult and then help the
family understand what wouldbenefit them most based on that
(40:26):
result.
Speaker 3 (40:27):
Is that correct?
And I've come down to two kindof selling points.
If you will right, if I help afamily just improve their
communication between them andtheir teenager, that's a pretty
good win man but if that samefamily can prevent one changed
(40:49):
major and two semesters thatdon't have to be repeated.
Life-changing money, guys andall of a sudden, that little bit
of time, that little bit ofmoney that they spent with me
saved them a great deal of moneyand time in their child's
education.
Speaker 2 (41:02):
And that is the reason what you do in this
business is so important toevery aspect of life really,
because I know, once I startedunderstanding what you do and
how you do it, my interactionwith my team is better and also
you take it home with you oh,absolutely your interaction with
your family and your childrenand you think children are
(41:23):
carbon copies of you.
They're not understanding thatreally dives into the rest of
your life, but primarily yourincome is the most important and
for business owners, yourbottom line right at the end of
your life.
But primarily, your income isthe most important and for
business owners, your bottomline at the end of the day is
the most important.
So you coming in and givingstatistics as to how this will
benefit a business would beinvaluable to me as a business
(41:47):
owner.
Would you say?
Speaker 3 (41:48):
Absolutely.
I mean, the one commodity thatwe all have the same amount of,
regardless of our income,regardless of our business, is
that we're all given 24 hours ina day.
If you can utilize that timemore effectively by improving
communication, by eliminatingthose times when we had to
circle back on understanding agiven bullet point, then
(42:13):
productivity is going toincrease.
And usually in most businesses,if productivity is better,
efficiency is improved, thebottom line is going to improve
as well.
Speaker 2 (42:25):
It's a trickle effect and you're not coming in to
tell them hey, you're doing thiswrong.
Your demeanor is a no-judgmentzone.
Speaker 3 (42:35):
Absolutely, because you know who am I to judge
anyone's personality.
I have God-wired anybody.
Speaker 2 (42:40):
Absolutely.
And then what you do with theinformation and the coursework
that you give to these teams isreally, at the end of the day, a
workshop setting, would you say.
Speaker 3 (42:52):
It is.
It is the follow-up stuff.
After we debrief with thepersonality profile and
everybody kind of understandswho they are and how they're
wired and how they need to flexto better interrelate with their
coworkers and in theirorganization, then we follow it
up with a little bit more honingof the tools, such as one of
(43:14):
the books that I work with isJohn Maxwell's book called
Everyone Communicates but FewConnect.
Interesting.
We can all communicate.
We're communicating right now,but if you walk away and
something we discussed hits youat three o'clock this afternoon
and it all of a sudden becomessomething you're pondering on,
(43:36):
then we went beyondcommunicating when we made a
connection okay so when we havethat kind of level of
communication in the workplacethen instructions and expected
deliverables become a lot moreclear and understood.
(43:56):
Therefore, the execution ofthose deliverables is going to
be much more efficient.
Speaker 2 (44:03):
Wow, it's almost a proven process.
I know that once I learned howto communicate with my boss, my
life felt a lot happier at theend of the day.
Right, I mean, you can see itfrom all perspectives.
In a small business or astartup especially, I truly
believe you are the counter toAI.
Ai is very analytical.
(44:24):
It's going to give you all ofthe information directly.
You are the AI of personalities.
You're helping people figureout how to communicate
effectively to, in turn,increase their bottom line.
Speaker 3 (44:37):
Exactly and just like AI, what I help you to
understand needs to be massaged.
It needs to be be reviewed,perfected into how you're going
to utilize it.
I mean the whole I, the everyconcept of ai that I have
studied thus far.
My study of ai is not that indepth yet.
(44:58):
Is that?
don't just trust the output goand double check the output,
edit as you see fit to make itmore precise and don't see fit
to make it more precise anddon't and please understand that
ai can hallucinate, that aimakes stuff up sometimes.
That has to be looked out for,uh, as you're reviewing.
(45:21):
So the same thing with withwhat I'm teaching.
These are the fundamentals.
You know, when I was growing up, I played baseball.
I can field a ground ball, Ican throw the ball, I can hit
the ball, but I can't do it aswell as Corey Seeger.
So we all started with the samefundamentals, but he was able
(45:42):
to incorporate the fundamentalsat a higher level than I was.
The same thing happens here.
These are communication andrelationship management
fundamentals.
Each of us are going to be ableto master it and put it into
play at different levels, butanything that is beyond where I
am today gets better tomorrow,is going to be an improvement
(46:03):
across the board for yourpersonnel and, ultimately, for
your organization.
Speaker 2 (46:07):
Absolutely, because when you go for young adults,
when you get into that careerenvironment and when you're a
employee or a c-suite, when youget into that atmosphere, you're
not always going to have yourAI with you.
You're not going to always haveyour AI to give you the answer.
So you really have to lean onthat relationship with your team
(46:28):
, with your customer, with yourclient.
And as AI progresses and peopleare starting to realize, oh,
that's AI, that's AI, that's notreally you, that yearn for
relationship and connection, itseems like it would grow more
and more.
Speaker 3 (46:42):
It all comes down to, every one of us in our personal
lives and our professionallives will be thrust into a
situation where we have to goback to fundamentals.
Speaker 2 (46:52):
And so you coming into these businesses is
teaching these teams, whetherthey stay with you, whether you
stay the owner of this companyor decide to start a new company
.
This is life-changinginformation for you.
Speaker 3 (47:04):
It could be.
It could be.
Speaker 2 (47:05):
So you're really doing a service to yourself and
everyone else on the team, wouldyou say?
Speaker 3 (47:12):
I hope so.
That's the objective.
Speaker 2 (47:14):
Wow.
So, to kind of wrap things up,we're focusing on small
businesses and teams.
You're focusing on the youngadults going into college and
helping those families.
Are there any other key pointsthat you'd like to dive into in
the future that you're doing nowthat maybe would have some
interest to some of ourlisteners?
Speaker 3 (47:36):
you know, uh, just to kind of restate, what we
started at the outset is thatself-awareness is the first step
towards self-improvementimprovement.
And that is a mantra that canpersonally, spiritually,
professionally, you know, atsome point in time you've got to
(47:57):
take a good, honest, inwardlook to say this is where I am
right now, because if you don'thave that first data point, you
really have no solid referenceon how to measure improvement.
And, at the end of the day, dan,I feel like you're going to
(48:18):
learn it either way, it's justgoing to take more time, right,
and you're not going to be ableto go back and actually measure
or appreciate the quality of thegrowth if you cannot measure it
oh, that's a wonderful point tomake and a realization I hadn't
thought about recently at all.
Speaker 2 (48:39):
Dan, can I ask you um how long?
If I'm a business owner, wouldyou say your course or your
commitment to each businesslasts, is it a week, a month,
six months?
Speaker 3 (48:55):
Well, I can kind of customize it Now.
As far as completion of thecoursework, yeah, we could do it
in a weekend.
Speaker 2 (49:02):
Really so.
You're willing to go to thesebusinesses and do team
development on the weekends Of?
Speaker 3 (49:06):
course, or we could do it in half-day sessions or a
bunch of you know.
It's customizable because,again it each, each individual
relationship is its own entity,so I can scale it to fit what
best fits the organization'sneeds and the individuals within
(49:26):
that organization and theirneeds.
Speaker 2 (49:28):
Okay, so you're really customizable, which is
how I mean.
It would be hard for you not tobe in this business, right?
So in that commitment to you,you're really going in as a
consultation and then you'regauging what they need.
(49:49):
Are you giving these businessowners a perspective of how long
you'll be with them, because Idon't ever want you to leave our
workplace networking events?
You are invaluable to the, thepeople around you in any
situation, it seems like.
So how long do you commityourselves and about how long
does it take for you to see anactual change in productivity?
Speaker 3 (50:12):
That's a.
That's a tough question.
Um, I'm not sure I couldactually give a.
Uh, just a quantified answer asa whole.
Um, in some cases it may not bevery long.
It may.
We just deliver the profilesand we work on how to integrate
them and we go on from there.
Okay files and we work on how tointegrate them and we go on
(50:33):
from there.
Okay, if we need furthercommunication training or if we
need team effectiveness training, you know, if we need, you know
, any other kind of developmenton, you know, just leadership
itself, then we can certainly dothat.
But hopefully through theinteractive process of
understanding each individual'spersonality and the improvement
(50:55):
of the communication, decisionmaking and just conveyance of
information, then you know, wecan just sort of see from there
as to what else is necessaryright.
Speaker 2 (51:07):
so you give everyone an option they can take or leave
with what information.
They have right, Very a lacarte, I love that You're doing
a lot of networking events and alot of speaking events as well.
I'm assuming at those eventsyou give key points and
takeaways for business ownersand young adults.
(51:27):
Can you give us a couple ofthose takeaways, maybe for our
audience to hear what could theydo to make things more
effective right now?
Speaker 3 (51:36):
Well, I'm going to shamelessly steal some stuff
here.
Speaker 2 (51:39):
Go ahead, you know.
Speaker 3 (51:40):
John Maxwell says you have to know yourself to grow
yourself.
Okay, but at the same time,growth requires an investment.
You've got to to invest your inyourself and you've got to
focus, you know and see value inwhat you put in, as to what
you're going to get out or whatyou're going to put into the
(52:01):
organization that theorganization can can receive as
part of that input and thensecondly, just to realize that
it's never ending.
I love because when I wasgrowing up I did not really
enjoy reading as a hobby.
I enjoyed movies and TV.
(52:22):
Consequently, in my trainingmethod I often quote movies and
television shows with thingsthat I think are apropos.
Right In the ShawshankRedemption.
Andy Dufresne has a line inthere and it says you got to get
busy living or get busy dying.
(52:43):
And what I take from that?
Not the finality of life.
Right and what I take from thatnot the finality of life, but if
you get busy living, you haveto understand it's a continuous
process.
We all change.
We all change, we all grow.
We all have experiences thatchange our filter on a certain
(53:06):
aspect that we've looked at oflife.
You never get to a point if youget to a point where you think
you've made it and you don'tneed to put in any more, that's
when, to borrow the phrase, youget busy dying.
Absolutely.
Because lack of growth is thebeginning of deterioration, so
it's ongoing.
(53:26):
So for an organization, if wedid a personality profile and
got everybody fired up and itwas actually integrated into
process and evaluations and justthe lifeblood, then perhaps
we'd come back a year later andsay, okay, how has it changed
your values?
Have the values of yourorganization changed?
because of this Are the valuesincorporated into your business.
(53:49):
Are you living out your values?
If I found out that your valueswere a certain thing later,
would I be surprised by what Isee you living.
I heard a saying once that ifsomeone who's known you forever
(54:11):
later found out that you were abeliever, would they be
surprised.
So what is my lifestyle?
Is my persona matching what Iespouse my values to?
be, Organizations have values.
They need to be operating in away that those values come out
in the way that they operate andthey do business.
Speaker 2 (54:32):
And maybe even just establishing values, because you
can be a business for a longtime and just have a routine and
a method right.
And so maybe it's time, and Idefinitely think it's a day and
age, where we really need tostep back and say, okay, who are
we?
Speaker 3 (54:46):
Who are we as an organization?
Speaker 2 (54:48):
And you're really going to help these businesses
and these young adults figurethat out.
You're giving them an edge thatwe never had.
Speaker 3 (54:56):
Yeah, to own their values, own who they are,
because they understand justexactly how they respond to life
from a personality standpointHelps establish their values and
that gives you a guideline bywhich to behave.
(55:18):
Same thing in business.
I'm asked all the time how doyou manage a bad attitude?
Well, first of all, you have tohave an established standard by
which you're measuring thatattitude, to label it as bad,
because if you don't, then it'sjust your opinion and I can't go
into litigation and justlitigate your opinion I have to
(55:39):
have a violation of anestablished standard I think we
need to put that one on repeatto really understand it.
Speaker 2 (55:47):
that's.
Those are takeaways, dan.
Thank you so much, and thankyou for taking the opportunity
to take what you've learned inyour career and really help
people.
At the end of the day, that'swhat you're doing.
You're helping people andyou're wanting to make everyone
around you better.
That's the goal.
Thank you, dan, and I cannotwait to see what you've done
(56:08):
with our business in the nextyear.
Speaker 3 (56:10):
Thanks Dori.
Speaker 2 (56:11):
To everyone out there who's listening.
If this hit a nerve with you orring a bell.
If you're trying to grow inyour business and you really
want to optimize how you growefficiently, give Dan a call or
reach out to me directly andI'll connect you with him Until
next time.
Thank you for joining us.
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