1.4 PEOPLE
In this section, seven people factors cover important activities related to the interaction of a person with other persons. These are very important for individuals motivated and perhaps even naturally talented or specifically trained for associating and interacting with people. They may also be important traits for certain “people intensive” jobs. (Low motivational or preference ratings in this section may also be quite positive and valuable, if occupations necessitate or require that an individual function apart from others, manage his/her own activities, or be satisfied with work in isolation.)
Philosophical, literary, scientific, managerial and/or persuasive traits may be involved in Robert’s motivation and drive to educate, train, or influence others. The main preference is to share knowledge and information that will be useful. So, conveying information to others assumes that educating self precedes educating others. Robert is motivated by learning, seeing the big picture, recognizing how pieces fit the picture, and prefers passing information on to others. Because so many traits might be involved in instructing activities, it is important to scan the other traits to see which traits are important.
Robert does prefer considering people both philosophically, and psychologically. This natural motivation towards an interest in people causes a personal, ethical interest in the potential and destiny of others. If that interest is reinforced by strong benevolence, Robert prefers to be active in service directly involved with and beneficial for others. It is important to see what motivational levels exist for Robert with regard to benevolence, gregariousness, managerial activities, persuasiveness and/or dedication to harmonious relations. Each or all of those traits can be interactive with this mentoring trait and strongly influence the if, how and why that mentoring is done.
Robert is ready, willing, and perhaps even able (or trainable) to persuasively influence others with the intent or hope to convince them to agree with what is said. Because this trait is moderately motivated, Robert is probably not inclined to make a living by selling on a commission basis. Instead, persuasion is interactive with other traits and finds expression in other ways such as teaching, counseling, etc.
Robert is moderately motivated by being “on stage” in order to pleasantly influence others toward a particular viewpoint, objective, or product. Robert probably has moderate to high motivational levels in other gregarious and persuasive traits. Robert is comfortable with a spokesperson role, and may even prefer it or be personally energized by it. Robert is only moderately motivated within this trait, (s)he is probably not “stage-struck” toward entertaining or acting to the exclusion of other activities or responsibilities. The preference is more toward influencing rather than promoting or selling.
Robert has motivation and, more than likely, the natural talent for assertively negotiating or an adequate motivational level that supports training in that area. This includes strategic thinking, influential communication, analysis, and/or persuasion. Many traits are involved, and their motivational levels determine the amount of involvement and influence of each trait. Strategic thinking is considered a preferred key element.
Robert is motivated to voluntarily communicate to others with the intent or hope that the information will be in their interest and for their benefit. At this motivational level, it is probable that Robert is more strongly motivated in benevolent and literary traits rather than just this persuasive trait. The persuasive trait here might have a lower motivational level, however, the sense of service responsibility will cause certain willingness, even duty, to communicate persuasively if warranted.
Robert can be motivated in some situations to assume the responsibilities for planning, assigning, directing, supervising, and monitoring work activities of others. Preferences lean toward steady, on-site contact and interaction with those being supervised. Motivational levels are effected by the amount of responsibilities that include morale, attitudes, attendance, training, safety, and getting adequate quality and performance from employees.
Rather than a motivation for putting others first, Robert’s preferences revolve around self as a first priority. Robert is motivated by self-interest, status, and recognition. Robert does not like to lose, so all options and choices are evaluated on the basis of the chance of gain versus the chance of loss before a decision or commitment is made. Stress and frustration are experienced when things aren’t going Robert’s way. Pleasure, enthusiasm, and energy are experienced when things are going Robert’s way. Association and relationships are chosen, maintained, or abandoned on the basis of self-interest.