How To Get The Formula Of A Line In Excel How CEO’s Can Use Axiology To Improve The Bottom Line (Part 2)

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How CEO’s Can Use Axiology To Improve The Bottom Line (Part 2)

In the first article (the first of a three-part series), we explained the little-known science of axiology, value profiling, and how it helps CEOs get the most out of employee strengths.

We described how a CEO (we’ll call him Richard) can accurately measure and match candidates for a specific position or to work on a specific project.

In this article, we continue to explore the additional and deeper critical distinctions that a value profile provides for Richard to help him make the decision to choose the best candidate.

The insights revealed in the fourth part of the report give Richard an in-depth look at the candidate’s planning and organizational abilities. People can keep working on a project until they get it right, or they can plan and organize before they start.

Not everyone can determine what it takes to execute a project and complete it on time. Some people struggle with being given instructions or taking responsibility for a project.

Richard doesn’t have time to “wait and see” if a person can finish a project. He wants to know in advance whether the candidate has the ability to logically plan and organize the strategy and implement it or not. Using the Value Profile, Richard eliminates the frustrating process of trying to determine who would be best to work on a critical project. A value profile gives him a road map.

A person’s ability to set realistic goals, implement plans and achieve them within a certain time frame can be determined and calculated. The results are charted so Richard can see at a glance exactly which candidate is outstanding in the field.

Richard has at his fingertips important information about a person’s ability to maintain focus on the details of planning and the actions required to achieve a desired outcome. It’s one thing to plan and organize, it’s another thing to be motivated to act yourself.

For now, stop and think about your key people. Can they set realistic goals? Will they achieve these goals within the specified time frame? Is it important to you and your company that your key people jump into action? Isn’t it important for you to know which people have these abilities?

Wouldn’t you like to be sure that your key people can stay on track despite obstacles and circumstances?

Let’s get back to Richard. Now he knows which candidates can plan. He can then check the report to find out the attitudes of different candidates and their level of commitment to the company.

Companies are increasingly aggressive in attracting top talent. Richard wants to know how his key people feel about the company. He wants to reduce the risk of handing over a project to someone, only to find out later that the person has no enthusiasm or desire for the project, loyalty or commitment to the company.

Richard has started narrowing down his list of candidates, looking at the future of the company. Which of the candidates has the ability to become a leader? Who could take a long-term role and excel in leadership?

A unique aspect of the Value Profile is that it provides Richard with an accurate assessment of a person’s intuitive understanding or “gut feeling” about issues. More and more leaders admit to using and relying on their “gut feeling” when making important decisions. Using intuitive insight, managers are increasingly adept at discerning which opportunities are best and which to avoid.

Top people are looking for challenging, meaningful and rewarding work. They seek positions where they can use their talents and make a difference. They look forward to creating new opportunities for their business. These are the kind of candidates Richard is looking for.

Other important considerations when considering candidates for a particular project are stressors, sources of motivation, and interactions with others.

We share insights from these three areas in the third article in this series.

(c) 2004, Team Results Inc. and Axelrod & Associates All rights reserved for all media. The right to publish this article is granted on the condition that the article and bylines are printed in their entirety.

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