Organizational Habits Are Tied to Personality - Are You a Piler, Filer or Tosser?

We've found that a person's actions are often dictated by their personality type. We commissioned a study hundreds of office workers across the country to determine what make them tick from an organizational perspective. We found that people fell into one of three main categories: Pilers, Filers and Tossers. What we were surprised to find is that people's organizational habits are directly tied to their personality.

For example, anxious individuals are likely to be Filers. The act of maintaining order in their world, and their workspace, is soothing. It helps them feel like they're in control of their environment, and their feelings.

Pilers, on the other hand, don't mind clutter because they actually have a dependable system of organization, they can probably tell you which pile any given memo is in at any time. Pilers are 'big picture' people, who don't let themselves get lost in the details. In the business world, they adapt by either developing their own systems to handle the details, like piling, or surrounding themselves with people who can effectively implement details.

Surprisingly, Tossers are the individuals with a clear lack of organization. Like their Piler cousins, Tossers aren't detail-oriented. The difference is that Tossers deal with details by not dealing with them. They don't have the skills to maintain organization, so these natural risk takers get rid of almost everything. To be successful, Tossers need to learn how to identify what they'll need in the future, and find a way to hang on to it.

Want to know more about your boss (or even yourself)? Take a look at their desk, and then read on through this interesting survey, Pendaflex has uncovered the secrets of "Pilers", "Filers", and "Tossers":

POPULAR PILERS (48 percent) You can probably find a Piler, or lots of Pilers, in your office Nearly half of American employees claim they regularly organize paper by piling it on their desktop. This love of chaos isn't limited to the office, 59 percent of Pilers say their house is 'somewhat messy.' These self-described 'sophisticated workaholics' loosen up by watching their favorite sport, baseball. What is the dream vacation for Pilers? Packing up a tent with Fido and heading out for a camping trip. They are intellectuals, holding the most master's and doctorate degrees.

FAITHFUL FILERS (38 percent) Neatnik Filers are as fussy about their home as their workspace; nearly two thirds boast that they maintain a 'neat' abode. At work, they boast management titles, and claim to be 'conservative', yet 'easy going' individuals. These filing aficionados are most likely to have a bachelor's degree hanging from their office wall, and daydream of sunbathing on a tropical island. After they leave work, Filers unwind by listening to the smooth sounds of R&B and jazz, or head off for a swim.

TART TOSSERS (14 percent) It's official, clutter-averse Tossers aren't happy unless a surface is bare. Not only is their desk pile- and file-free, they won't settle for anything less than a perfectly tidy home. In their spare time, Tossers play hoops and hit the town with friends. It's no surprise that these self-described 'young at heart' social butterflies are drawn to big cities for vacations. These social tendencies serve them well in the workplace, despite being the most likely to have only high school diploma, Tossers are most likely to be team leaders.

About the Author

Sharon Mann is an organizational expert, author and president of the 'I Hate Filing Club', part of Pendaflex. Customers can download a free Guide to Office Organization.

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What to Do When Your Assessments Aren't Working

Is your assessment program working?Are you utilizing it in the correct manner?This article will provide you with an assessment program checklist that will help you determine its true effects on your business.Whether you're an executive, a manager or a team leader, the following information will be beneficial to you.

Is your assessment program working?Are you utilizing it in the correct manner?This article will provide you with an assessment program checklist that will help you determine its true effects on your business.Whether you're an executive, a manager or a team leader, the following information will be beneficial to you.

Recent conversations with assessment users and providers have indicated it is probably worthwhile to visit this issue.If your assessment program appears to be having less effect than you anticipated or no effect - or worse, a negative effect, it is time for a thorough checkup!

Here is a list of questions for your assessment program checkup:

Do you actually have a program?

Examine the process your business is using to administer and apply assessments.Are the procedures written, consistent and used as designed?

Are you using the assessment results to affect your decisions?

Too often, close examination of the usage of assessment information exposes a simple fact: Results are simply being ignored, underweighted or "explained away" by the people on the front lines of the decision process.

A simple analysis of a prescreening program, for example, will often reveal there is simply no significant difference in the assessment results of those hired and those not hired after assessment.(It's not being used!) In these cases, the front-line decision makers may well believe they are using the information and will often passionately defend the reasons for not using the assessment information in specific decisions.

Is each assessment being used appropriately?
In the Department of Labor's (DOL) Testing and Assessment: An Employer's Guide To Good Practices, this is a cardinal principle.Use assessments as they were designed to be used and for purposes tested in the validation process.

Are your outcome measures job-related, specific, measurable and repeatable?
The selection of outcome measures is critical to the success of your program.The less subjective your outcome measures, the more likely you will be to properly implement, adjust and maximize your program.

Beware of "fuzzy" measurements such as managers' opinions of effectiveness, self-scoring of variables like happiness and satisfaction and correlations with other variables with low or no established reliability of their own.

Are you using a "whole person" approach?
Referring to the DOL once more, this is a crucial question.Assessment programs are, at the most basic level, simply intended to provide information.Information, from any source, is subject to error.It is important to have information from a variety of reliable sources, and any single assessment's information should be combined with information from other sources to minimize error and increase the probability that a good decision will result.

Complete this checkup now and repeat it at regular intervals.

Designing and implementing an assessment program is a process, not a single action.Constant review, continuing measurement and an open mind are the hallmarks of an assessment program that works!

Assessment programs can be used to match people with the work they do.By measuring the essential factors that mark the difference between success and failure in specific jobs, your organization put the right person into every position, allowing them to utilize their talents without limitations.This leads to greater job satisfaction and improved morale because your organization is staffed with a workforce of people who are highly productive, skilled and committed to doing their very best.

By uncovering clues as to why some employees perform at extraordinary levels and some at only average levels, your business will be able to solve many organizational challenges.Assessment programs give you the power to reduce turnover, effectively promote the best employees, increase productivity, identify essential skill sets, improve communication, eliminate stress, create successful managers and develop new leaders.

About the Author

Jim Sirbasku is co-founder and CEO of Profiles International, a leading provider of human resource management solutions and employment assessments for businesses worldwide.

Learn more about how assessments can help your organization - visit our website.

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The Intentional F&I Manager-Part 1

An Intentional F&I Manager does things with a purpose, and on purpose

Its an exciting day in the F&I Department and many F&I Professionals are reaching record performance levels. As the economy struggles and the prices of everything from gas to groceries rises sharply, people are more watchful of their money. They will only buy things that have real value to them. Thats exactly the kind of customers I want in front of me

The "Intentional" F&I Manager does things with a purpose and on purpose The F&I Professional has a well-developed belief in his products. He knows what they cover and how they benefit the customer.

Other, less "Intentional", F&I Managers complain how tough it is and make excuses for under-performing. When you ask these F&I Managers what went wrong last month, most are quick to point out that their failure was due to some external factor, which prevented them from achieving their goal. "Poor performance by Sales Managers, sales recruits and those darn local credit unions are killing us", is what you will pick up. The competently craze you can be agreed to triumph in F&I without strategically effort is ruin Making came over dealerships almost the country, there emerges a definite change between the flourishing F&I managers and the less than-performers. The thriving F&I Supervisor achieves a lot additional bits and pieces intentionally than their below-performing peers. Lets hold a peep at the street of an "Intentional F&I Superior".

Know-how an "Intentional Plan"
A expert football artist that does not acquaint with the playbook and a specialist baseball actor that refuses to hold batting maneuvers suffer one thing in all-purpose. They are destined to dishearten An F&I Expert must have an intentional strategy by surroundings goals, practicing his make and performing to consistently hone his prosperity or they are destined to fail as anyhow

The street to an intentional F&I merchandises constantly begins and environment goals. Each day, journal and weekly projections should be thoughtfully configured to invite growth and provide a target to hop for. Goals must be common plus the dealer or GM to enable themselves to admit us guilty in our efforts to raise our production. Repeating these on a every day basis will take our month relishes surging adrift and hold us on go after. In my event, I tolerate received there to be three classes of Objective setters: Bet-Takers, Care-Takers and Not up to-Takers

The Wager-Taker is often craving for extra make savvy and will work reliably to maximize his acquisitions so he can bestow a customer fixed and analyze building presentation. These are the managers who are fun to book also, for they are steadily ravenous for shrewdness, and constantly strive to turn into more adept at their make.

The Fondness-Taker desires zero to do also the pressure to accelerate. If they can just stock the status quo and recommence to stay at their novel level of production they are agitated. All of their energy is absorbed on creating sure numbers dont go losing, not on performing to see each other go up

The Below-Taker is the boss that troubles me the certain. Their hunger to master and intensify gave up the ghost a long time ago. Their fundamental spur is to find an F&I feelings at a dealership where no one expects a great deal of. Minimal manner expectations, no strain to intensify, effortlessly complete the job work, and market it whatsoever the customer requests to buy. Whatever they put on the market is unplanned, since the customer considered necessary it.

Its moment for these managers to search out something in addition to do.

Examine your production higher than the last 90 years and resolve how intentional your strategy has been and variety a determination to become a Wager-Taker Your chances for triumph raise in percentage to the era you deplete practice, planning and envisaging for your subsequently purchaser. You must become extraordinarily intentional and observe to scheduling practice action as portion of your daily routine.

Clients these days bid competent professionals. They solicited anyone who worries with reference to their precise situation, and who has the knowledge to support themselves variety accepted decisions.Unless they get your hands on a professional in the F&I place of business, they will disregard the affair as unrelated, and a desert of their period. People will willingly pay for authentic skill. It is your interest to throw in it to one another

Every week, you must assign age springing up ways and recouping your aptitude to fruitfully weigh down purchaser objections via the use of visual aids and improved demand-breakthrough inquiries. You desire to role-perform, videotape and review real deliveries to gain foresight on your presentation, or organize an in-suit consultation by your dealerships exercises provider in make a request to know-how your consultative sales manners evaluated. You should plan 20 minutes into every day to drills your generate. No Excuses You half truths augment your proceeds level any higher on the outside than you grow on the in.


Almost the Discoverer

Discoverer Bio
Ron Reahard is senior maneuvers consultant for Reahard Associates Inc.,which offers customized in-dealership FI maneuvers,

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