To illustrate this further, an administrator in a large multispecialty, multisite, ophthalmic practice recently left that position despite being well liked by management. By nature, the administrator's natural style showed he likes people, has a need to interact, likes to avoid conflicts, and is not particularly concerned with precision. Yet, he felt he had to manifest a job-related behavioral style of someone who is accurate, follows rules and procedures, is a critical listener, and pays close attention to detail. The administrator can also look for future job applicants who have natural behavioral styles suited for success in that specific position. Matching a person's natural behavioral style with a job's identified preferences for success is the first part of maximizing an employee's satisfaction and productivity potential.
Attitudes are the results of experience and one's values and beliefs.
Measuring a person's attitudes produces several benefits. It helps you understand their view of the world how to communicate successfully with them how to persuade them, or not persuade them, to your point of view why they make the decisions they make and can be relied on to continue to make those same decisions what motivates them what ingredients must be present, or you need to make present, for the person to be happy with the job. Of the six core values, the top two are the most prominent filters for evaluating each situation. When appealed to through their first and second values, it's likely that people will respond positivelyprovided that they view the appeal as win win, not win lose or lose lose. The middle two values, the third and fourth highest, are situational.