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Isness for Effective Business

Values: Jan de Zwarte

A few years ago I took a self-evaluation test, and this is the unabriged result. Though not all on this page may be true 100%, it sure tells a lot about the way I work and feel...and about my own motivation...

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The INTEREST section identifies the ideal job content for the individual by identifying the human motivations and preferences, called Worker Traits, which he or she may bring to the job. These traits are listed in their order of motivational priority and are central to what motivates an individual or towards what the individual may exhibit a high preference. Typically, what one wants to do is that which he/she is most likely to do and do it often enough (including training for it) to transform the raw interest into real skills, and then, to stay on that job.

Jan is conscious of existence, meaning, purpose, potential and destiny of humankind, people, and self.

Jan is motivated by a self-felt, self-accepted calling to the cause of good, growth, and gain in the lives of others.

Influential communication of ideas is a primary way of achieving those objectives.

Perception and thinking tend to be holistic and conceptual; i.e., seeing the big picture.

It is important to see which of the other traits are interactive with this trait because there can be many interesting combinations. This is a major trait in cultural, intellectual, academic, and creative activities. It includes ideas, concepts, theory, ethics, and values.

Preferences for Jan fully support being perceptually, subconsciously, and consciously aware of fantasy, symbols, symbolic relationships, abstract ideas, options, and choice of options as they relate to creative or innovative activities.

Perception triggers ideas in Jan’s mind, a process that just happens - a process often called intuition.

It is not a conscious effort to logically “come up with” creative ideas; instead, the process is best identified with the statement that “a thought struck me.” A quote by Carl Jung probably makes complete sense to Jan: “Art is innate in the artist, like an instinct that seizes and makes a tool out of the human being. The thing in the final analysis that wills something in him is not he, the personal man, but the aim of the art.”

Jan prefers to associate with others socially, organizationally, and recreationally. In addition to assuring company with others, association is an important arena and environment for interacting with people in a variety of ways: leadership, managing, supervising, communicating, serving, caring, etc.

Jan is motivated to manage people and their activities. Such management can be exercised with a variety of talents Jan may possess and for a variety of reasons.

The primary reasons may be:

  • to exercise executive, managerial, or supervisory responsibility and authority,
  • to have the management position, role and recognition,
  • to not be in a subordinate, supervised position or role.

Because emphasis is on the management of people, this is seen by Jan as a service rolewhere the managing is in the interest of those being managed.

Motivational levels are highest for Jan when in the limelight where recognition is earned, deserved, or given. However, there is no “ego trip” involved in the effort.

Jan can comfortably function in the foreground or the background.

Nonetheless, recognition is a motivating vocational factor.

Jan has a curiosity and awareness about the nature and utility of things. Analysis and experimentation are part of vocational and recreational activities. But those are probably not specialized or professional activities. Instead, they are a part of a mix of functional preferences. Preferences that are technically oriented cause Jan to think systematically and to be motivated where challenging activities are developmental or experimental.


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.)

“Mentor: a trusted counselor or guide.”

Jan is interested in and consciously prefers to consider the existence, meaning, purpose, potential, and destiny of mankind, people, persons, and self; with self-felt, self-accepted responsibility to influence and/or cause good, growth, and gain in the lives of all concerned. Jan has intuition and philosophical curiosity that causes an awareness of personality, intentions, emotions, ethics, values, and moods of other persons, and of self. By itself, this is not benevolence. If Jan is highly motivated for benevolent activities, this trait is compulsively central to personal and vocational activities. If there is a lack of personal motivation, then the preference for consideration tends to be more philosophical or academic in nature, but still service oriented.

Philosophical, literary, scientific, managerial and/or persuasive traits may be involved in Jan’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. Jan is motivated by learning, seeing the big picture, recognizing how pieces fit the picture, and prefers passing information on to others.

Jan’s motivations are heightened significantly by persuasive, gregarious, auditory-musical, visual-artistic, and communicative traits to entertain others with intent to convince them toward a particular idea, viewpoint, direction, objective, or product. In this motivational context, entertainment is more than pleasing people. It has promotional and marketing objectives. Some preferred activities include: marketing, sales, public relations, television commercials, lobbying, political campaigns, promotional consulting, sports announcing, etc. Motivations may also be driven at the prospect of efforts to get ahead in various areas of entertainment and/or acting, i.e., to advance one’s own career. Persuasion is the primary preferred trait. A high level of motivation exists because there is an element of risk involved where the effort has a goal tied to the end of the act.

Highly motivated persuasion means that Jan intends to assertively,make direct personal contact with others, orally project a message with the deliberate intent and attempt to cause the listener or listeners to hear what is said, accept what is said, and act on what was said, so that Jan can close the deal.

If it is for commission (i.e., in the seller’s interest), it will be a hard-sell even though it might come across as a soft-sell. If it has philosophical or benevolent objectives, it will be a soft-sell. But if Jan is defending and/or championing the cause of the underdog or the less fortunate, then it will seem as if some modern-day Don Quixote and/or Joan of Arc are doing the persuading. (Note: As a single trait, persuasion is the most deliberately assertive, often aggressive, psychological expression/effort of an individual.)

Jan feels both privilege and responsibility to use communication (including persuasion) to voluntarily provide beneficial information to others.

This includes strongly motivated benevolent and literary traits. Self-satisfaction comes almost exclusively from the subjective realization that the information, voluntarily given, has been helpful to other persons.

Jan is further motivated to learn and understand the other person(s) needs wishes and listening preferences.

Non-persuasive service communication can become persuasive and persistent when expressed in the interest of someone needing Jan to stand up for them.

Jan 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.

Jan 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.

Jan is empathetically and sympathetically aware of the hurts, needs, problems, and wishes of others and is motivated to help whenever possible. There is inclination and willingness to get personally involved in the personal lives of others in order to help with one's talents and resources.

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