HomeMy WebLinkAbout4 - Testing Materials for City Manager Candidates
On Monday, January 11, 1993 the City Council
held a special meeting to consider the twelve
final candidates for the City Manager position.
This agenda item is being prepared to request
financ1ng of the Personal Profile Software
sfstem tests to assist the Council in making a
f1nal selection for the City Manager position.
The City's search firm, The Brimeyer Group,
prepared a profile of each candidate to assist
the City Council in narrowing the twelve
finalist down to five or six that would be
interviewed. The Council did select six
candidates and did have numerous questions
regarding personality and management style.
Applying a Personal Profile Software System test
to the candidates would assist the Council in
determining the management style of each
candidate. The Personal Profile Software Sfstem
is one tool used by public and private ent1ties
to evaluate or describe the tendencies of
management behavior by individuals. Attached is
a copy of the summary report prepared on an
individual as a result of the Personal Profile
System Test.
RECOMMENDATION: Staff and Mr. Brimeyer would recommend that the
Council consider having this Profile applied to
the candidates. The cost for the testing is
$75.00 per person.
AGENDA ITEM:
PREPARED BY:
SUBJECT:
DATE:
INTRODUCTION:
BACKGROUND:
DISCUSSION
4
KAY KUHLMANN, ACTING CITY MANAGER
CONSIDER APPROVAL FOR PERSONAL PROFILE SOFTWARE
SYSTEM TESTING OF CITY MANAGER CANDIDATES
JANUARY 19, 1993
4629 Dakota St. S.E., Prior Lake, Minnesota 55372 / Ph. (612) 447-4230 / Fax (612) 447-4245
ALTERNATIVES:
The Council has the following alternatives:
Approve the application of the
Profile Software System to
candidates for the city
position.
2. Deny the application of the Personal
Profile Software System at this time.
1.
Personal
all final
Manager
ACTION REQUIRED: Motion to approve the expenditure of the $75.00
per candidate to cover the application of the
Personal Profile Software System.
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THE PERSONAL PROFILE
SOFT\VARE SYSTEM
a plan to understand self and others
,----.--
1992
All of us h3.ve developed behavioral patterns . distinct ways of thinking, feel;r~g, and
acting. The central core of our patterns tends to remain stable because it retrects
our most natura) behavior .. a combination of our earliest learned responses, as well
as whatever portion of OUf behavior which may be instinctive. However. the
d-=mands of the work environment ofte:1 require different responsc;s thiat c:volve ;nto
a work behavioral style.
The Personal Profile Software Sxstem presents a plan to help understand himself
In relation to others, the job, ana the ""ork environm~nl. nl~ S)st~..r. ~ basc:d on the
DISC model of behavior as developed by William Moulton Marston and John Geier.
This model identifies four distinct t):'Pes of behavior people tend to USe to nlcc;t thdr
needs. All people are capable of using all of these tendencies to some extent.
However, each of us has a tendency to use some of these behaviors more than
others.
The four behavioral tendencies are briefly defined below:
D DOMINANCE people with a high 'D' bthavioral tendency seek to meet their needs
by controlling their environment through direCt, forceful a..:tion. often overcomi...g
Opposition in unfavorable or an12lorUstIC ,ituations.
INFLUENCING ~ple with a hi~ 'j' behavioral tendency seek to m~t their needs
bv persuading othets to work wtth them to accomplish results. They function most
efJectively in Ta'lo"Orable. supportivc cnvi.tOnmen1S.
S S1CAOINESS peoplc with a higJ'l 'S' behavioral tendency lICek to meet their needs
by cooperating W1th others in a Steady, consistent manner to car~ OUt their
n:s~ taSlCs. lbey tend to function most drcct~ly in !avorat)le. suppo~'C
enYiron.mcn1S.
C CAUTIOUSNESS ~'p'le with a hi,lh 'C' behavioral tendtncy seek to meet their
n~ by working With existing OrcumsClnc:c:s to pfO"idc quality and accuracy. They
seek to m~t thell own sttncUtds Cor teSuhs even in ynf.."cr.ble el1\il~r.ts.
The Personal Profile Software System is not a test. You cannot pass or fail. There
isn't a best pattern. Research evidence supp,orts the conclusion that the most
effective people are those who know themselves, know the demands of the situation,
and develop strategies to meet those needs. The information in this repen is most I
helpful when read and reviewed, using your understanding of the specific needs of
the environment and your direct e~rience with to aevelop an action plan for
applying the informatIon to the specific situation.
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BEHAVIORAL OVERVIEW
Tne foflowing narrative, based upon his profile responses, provit:Jes .1 general oliarr'ifl.v of lhe
nacuraJ behavior of in me designatecJ environment. Tn,s is designed te. prOtti.;Jc a brOiJa
overview of his nsrural, most cotrrrortable t>>havior. The actuall>ehcsvlor oosefVfid ma) be
moaifi~Cf somewhat I:1y me nature Me demands of ItJe situation, rtIe expeGt3tjons of others, and
the personal values Wh;cn has acquired. By understancJing his n8llJra/ Stf8ngtfls, and
possible limitarions, it ;s possible to more eftectNe~ manage and interact Nit/l h,m. Specific
suggestions and strategIes are foufI(J in other potfJons of mis report. A discussi~n of tile
behavior feels is 8X led in the desi natecJ environmenr is also ided.
tends to be a strong individualist wbo continually seeks 0111 :leo.' hvrizons. E;ctrcmd) ~df.rclianl
and inc3ependent in beth thoughl and action. he p'refers to find his o'-n ~.olutil)ns to the dim~lJlti~ he I
m3Y encounter. Although he may ask oth~f$ for information. he seldoC'l :bb fl)f opinjoll$ or .
solutions. preferring to mJke his own dedsions. Due to his indc~nd~nce and s,e1C-suffiden')'. Jim is
rdati..-ely free of peer pres.sure or constraints of the group. Thc:rdorc;;. be is orten able to b..'Pas5
conventional norms and current practices to ~me up wilb imaainali....e ~nd innovath~ solutions.
is generall\' looking for a n~' challenge or :1 ncv-. opponunitv. 1 Ie. tends to be awdo~ to test his
skills and knO"-i:ledge against the demands of a nc... situauon. Being :iUmc:wh,u relu,"unt to
Icknowleclge shoncomlngs or errors directly, he tends to keep ujing new solutioD~ aild n~""
approaches -- or simply moving on to new challenges - undf be obtains the resultS he desircs. He
....'In focus on the problem. r3tner than the person responsible for il. tbliS dvo;ding the 'bu'k.~in~'
which is so common today.
Easily bored. may search for new assignments and of~rlunities (or .1d....nc.t.ml:n.. He gt;Qcr:Ally
prefers tasks tb.t require ~nsidcrable mel.l~l or pb,^ica effort. TcXL->~, Jon&-t~nn. or slo,"" t~'"
m3.V cause some apprehension. He .....oulc1 p'refer to 'gel a proj~l St3rted an.:1 th~n tu;u it c"'~r Iv i
others to cc.mJ'lete. However. he ~'3nts to ha...e c:.')mflcte control of the ~ull$ of any projcct fOf I
which !'le is held responsible or <;l.'bich is impon.1nt to!lim. In [.)ct. g~n~r.lly Iil"Q to Le in c.muoII
of any situation. r
While be f.enerally tend." to be ~jt~, 3nd. rO~Ct"rul. i~ w~hle ,)f "hre""'~ly r,-,..~,ip.Jl:llin$ p.~.()pk I
and !itU3tlOns for the sake of hIS OVo'Tl obJocuv~. He tends to be vel) per..lStefll in pursuing the I
r~ult" he desirt'5. doing ~MtC'o'er he can to Q\cfOOmc Of rcsh.ifX: :onv ,,)O$13r1~; thaI mav 3ppe3r ThUI
may make others very wary. unless a climate of mutual trust has been established. .
ha! high expccUtions of oth(r't. and car; k ,"1'itiCJI whc:Il his ~t..r..1.llw. arc nvl m~t.. In pani.;ular,
he "''3nlS Olhers to be like him. seU-5laners '.hu think for thc:rru.cJ\!~. Being so slfou!-ly fvcusaS on
r~ult!,. he m3\' lade emp:llh\' and often sum wiK.;trine. Sinu; he lcl'iJs to pur hi5 vlIlIT, interestS first,
be m3Y ap--...ar self-centered. . Oppcnur.ilj~ for adv~nCemelll and ch.\llen6~ al': "e&)' :mporl4&nt to him.
If is required to participate ''''ilh othert in situalions ....hich Hmit his ir.dh'idu..Jisrn. he m4l)'
berome defiant and d'omine~ring. Similar bd',.Nior .rni,hr ~ibly (x.::l: \O'heile'\'ci lit;; does nol gct
h~ U'3Y on $omethmg. He geneuJly enJOYS oclng "",lb poopJe~ ho.....e\~l. may t>...;um~ .1 J~nc:r I
"'her. 3 l:i5l.: needs to be completed. AIU10Ubh h~ might rlorn..1l1y prc;f..r to dck~te the: detad work.
to someone c:~e. unde.r pre.'i....ure his self-rcJi.ltlct allJ ltil!h e~'t311cns \loill oftcH QUSC him to go orr
and complete the task alone or to interfere with the cflOrts of others, I
tends to appro3:h 3 new problem or c1ecis,on i.l a quick 3nd diI~t m<in:leL He 'Am g~n.:r;llly Si~1
up all the data available u tatting time to gel addilionaf raclS onlv if there is a glaring Jacle of
information u and then VCl\' q:Jick,l\' come to .a tenrarive solution: He; Voill mOllllor .he resUltS vf .hat I
dcci~jon and make revisioni as r.cea~. He is lik.c:l) to tl)' 1\('., id'-1;i al1J to take ri;~ C4)mlbCn)Ur.lC:: '
with the expected results.
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MOTIVA"fING FAcrO.R$--------
P~ple have differem sources of motiva1Jon and dillerenl goal:; baJoed on tIlei, mo.st
prf!ferrea behavioral rendencies. This section lists If'Kjse "dctors usually !ou,).:! 10 b6
mosr morivating to someone wit/) l:JehBvioreJ tendencies. Some Of tI'Iese f8ctors
may nor apply to becatJ$e he mtly have mot1ified his behftviOT due to his life
experiences and vaJue sysrems. Some Of the facmrs may sp~J to be ~onl1Cld,CI""y
beCause of the differences in the rencJenCies th6l compnse " '.: behavior. ReWew and
revise as necessary.
r
may be motiv.ued by:
· Having conlrol over his 'Vo'Ork cnvilonmeDt
· Being able to din:a other people's activities
· Being offerocl new opportunities and new challenp !
· SitU3tiOM where he is held aa:ountable solely for results ratl".&:r th:m tOl hollo the l~IlILS OU'~
achieved
· Opportunities for a<h-anc:ement
· Rewards for achieving goals
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PREIc'ERRED ENVIRONMENT--------
People hBVP. different preferrences in the environment in ",hjell tJ;af most plcter to wOlk
or lIVe. wnar one person finds aelighllul may be inrolerable ro some one else. This
section provide$ intormarion on whsr environmenr .. migh: fir-a most c~:<JbIc: b.lscd
on his behllVioraJ rendencies. Some 01 these faclOfS may not apply ro or msy
aDpear contrBdicrorY bec3use of The differences betNeen Ula r(4)da.1C;f::. thdt de$c,'ibc
behavior. Review and revise as necessary.
I
~'an\S an environment which providC$:
. Maximum frocdom to determine how thin" are done
· Fast-pacOO. results~rientation
. Performance measurementS and rewards based upon achieving agreed upon resultS
. Him the opponunil)' to control eventS
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TENDS TcfXvOljj .....--. ------~--.__._..._-
All people have different sif&JB1ions Of activities thal they nalJJraJjl land to :Jvcid based on
a dislike Of fesr of what is involved i."1 ttte t&k 0' intelgction. lS}' knowlr/9 W','W :Juf mos:
likely avoiaanec behaviors are, we can chose $lT8legie$ fOf coping wirlllh4m and
rec1lJce possi!:Jle negative OlJlComes SuCh &$ plOCr3.StindJ.ion. 'Thi. $CCtJO(i 1;$1:$ If#{;
activities MId sitvallons" is most likely to dvoi(j based 0,"1 hi:.>> beh~.ioraJ tendencies.
Some of rhe taClOfS may not apply to " Review ant1 revise as necessaty,
Based on dislike, discomfort or fear, . ' lends to a-..oid:
· Situations where be has no control over the environment
· Appc:ariDJ soft or weak
· Situations requiring routine., predictable behaVion day after day
· Being closely mana&cd by others
· Havinl to check in frequently and report what he is doing
· Having to report step by step bow he is acing to do a taSk or actiVity
P.ldE.
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STRATE(iIES FOR INCREASED-EFFECrfVENEss
This section t1escribes possible actions that . might take to modify cenain naturally
occuri"!} behavioral tendencies to aChieve greater effecriveness, SOme of these
s~ies may be already in use, others may represent areas for potential Skill
development. ReVIew and revise 8$ rteCeS$ll/"f.
would increase efTectivcnca by:
- -,---- ---------1
· Taking more time to think through possible consequences before talciJla action
· Listening and considering the thougbts. feelinp and experiences of others
· Learning to neaotiate OUlcx>mes on a win/l1fin basis
· Explaining hi5 reasoning process rather lhan JUSt announcing conclusions
· Le.aming to participate in a group witbout being in charge
· De-.'elopini tact and diplomacy in communications and interactions 'lIoltb others
· Giving recognition to others for his effons
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~ POODle t~{e j;~.,.?,~c:~~:~ ~~~:a6~~~~~,: """"'If"'" .
I B~' un"ert;!3I1di:q who'1: :"'1';::;<) facto.,:; a:o ...~ Co'1.'1 itlcrsasc. tho :!i.....i...nt <;.# :...;..', .-,'., al.~
expenC!"Icmg 1tIesa condiTions mar enhanCE: Our po.~;till(' morillflt:"'., anti I( .1.;,'(' :h"
Imc,acr cf muse !ac.t()r:. ",1;Jcl; ..,ill .'educe salf mcth1ilti.';n r.'7fj f.,j/lvw;;lg :i.:.. "QI'j bo3 usea
~croiJre an en~'ironment more Suppofliw: to positA-c mof..'vCi.!JO/. ~ mfJl'ldg,ilg "l
eliminating eJemoOll8ting factors specific to .:. behavioral style.
.. - -
, may become demolivated wben:
ULfl
f
..rrS
I
· His authOrity is CQutuer-rnanded
· His responsibility IS diminished
· His resources are restricted
· Required to do routine actiVities with little or DO variety
· Closely supervised
· Required to report frequently on activities l'3tber than results
· Has no opportunity for advancement
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nigM .'o;;;iNtiSe OOs'-4 ;.)J; 1lit;il r..AturaJ behavioral tendencies. $om6 people usc Ii
..;omb,",at;on of bottl rfl:;pvfi~e;;; de;;.cndi"g Of) llie int!/1sil'y or degree of risk involved in
Itlfl ~illM:llk/fl.S. The: fvl/uwi"!J cJCSC':oos d :angv ::J rsspo:"/;;;cs that migf'rt use in a
;;.od;ia :";Iwdliu/l. T1'I~~ciJ be"t.avjo(S may I7cJvc l)een mOdified due :c \'01lJC ~smm
1i;7d:o, li/4; ~,i~jjc", T/Ji$ infOtl7),J!iO(l ~"Il b6 more helpful jf fCViewed wftl'l . . ranKing
the behaviors from most likey to be used to IeBst likely,
Lu
ri1
----------
In a c.onflict situation
· Tends to take a direct, aggressive approacb
· May escalate levds of aggression
· May create "'lnJ1ose outcomes
· May overpower others .....ho then retaliate with COYen aggression
· Ten4.s to become defensive
· Can become autocratic, using rank and authority to end the conflIct
... ---... ........._~--.-......... -- --_.. ......