Organizational Development

Presentation-Skills-Training-Give-a-Great-Boardroom-Speech

Do Your Board Members Play Well With Others?

A board of directors is a body of elected or appointed members who jointly oversee the activities of a corporation or organization. Source: Wikipedia According to surveys commissioned by the UK Centre for Effective Dispute Resolution (CEDR), the most common topics of Boardroom disputes are:

  • 40.3% Financial, structural or procedural workings of the organization
  • 38.4% Personal behavior and attitudes of directors
  • 37.2% Strategy development, including mergers and acquisitions

The impact of Boardroom disputes on the business:

  • 49.3% Wasting management time
  • 44.9% Distracting from core business
  • 43.8% Reducing trust among board members

Frequency and difficulty of complicating factors:

  • 52.5% Issues over competing factors on the board
  • 49.6% Issues regarding the emotions of those involved in the dispute
  • 49.2% Conflict of personal or family interests versus interest of the company

Skills training those Board members most frequently want:

  • 74.8% Ability to deal with different personalities
  • 73.0% Ability to give and receive constructive feedback
  • 70.1% Ability to have difficult conversations
  • 69.5% Communication skills

From my personal experience – let me add a few more thoughts:

  • Do you know the individual talents of the Board members
  • Have you ever talked about the skill set they could bring to decision making

Are they a board member just because they have a marketable name – and they make your organization more appealing? If any of these thoughts sound an alarm – then reader – you are not acting Behaviorally Smart. A dysfunctional Board holds up decision making, causes headaches for the organization, and slows progress. It’s time to get in and sort them out. Remember, most Boards have subcommittees, so first find the root of the dysfunction. Consider this, board members are already successful in their own right, so they bring with them a significant array of useful talents. But they also bring ego, bias, and unchecked behaviors. So if board members are not in sync with one another and their focus is not on the role they have been asked to fulfill – agendas will be confused, decision-making will be more difficult, and the organization will suffer. Any decision-making body must be structured; not only regarding the way they conduct business but also from the standpoint that all members understand and respect each other’s opinion. This structure is not achievable if the board lacks understanding of the personalities, communication styles, attitude towards finances and biases in play. The decision-making process will be stunted or fall apart altogether. Dysfunctional Boardroom blog 1 The most effective way to assemble a cohesive board of directors is to have everyone complete a behavioral assessment such as the DNA Behavior Natural Discovery process. This platform provides deep behavioral insights to predict business risks and bridge gaps in communication. It is a Behaviorally Smart approach to ensuring that the business of the Board is managed competently and wisely so that the organization can function well and deliver outstanding results. By discovering board member personality insights it is possible to predict the group dynamic, their challenges and of course any go to behavior under pressure that might cause operational risk and poor decision making. You will see below the surface of the individual, and this will significantly impact how they work together. Boards of directors are expected to perform, as in a fiduciary relationship, as an extended arm of shareholders in overseeing and controlling management activities in a manner that promotes shareholder interest. But when board members do not work well together, this type of environment stifles productivity and prevents board members from sharing constructive opinions. A meeting may become a venue for personal attacks rather than for focusing on coming to business decisions or providing constructive discussion. Five Keys to Boardroom Success

  1. Know the board members

a. Identify their talents and determine where they fit in overseeing the organization b. Discover their personality and communication style; this will radically impact the way in which the board is chaired, how discussions take place and more importantly, identify any potential behaviors that, under pressure, could gravely impact the business of the board.

2. Appoint a board member whose personality is that of a facilitator and is given the boardroom authority to manage the discussions

3. Appoint a highly creative, out of the box, thinker who may well be able to suggest solutions worthy of discussion that resolve a matter.

4. Conduct a specific talent discovery process and openly reveal the talent and experience in the room.

a. This shows the extent of the board room think tank b. This delivers respect as board members defer to the colleague with the greatest experience in a particular area c.This takes trust from management to a whole new level when they see the board members respect each other for the skills they bring to the table.

Dysfunctional boradroom blog 2

5. Using the DNA Behavior Natural Discovery process, produce a boardroom team report that identifies the following:

a. Behavioral gaps needed to have a balanced viewpoint in the room

b. Strengths and limitations of the board members and how to use/manage them

i. What are the issues most likely to raise tensions?

ii. What are the bias and cultural challenges the group will face?

iii. What personality gaps persist?between key players such as the Chair and the CEO?

In conclusion: Jeffery A Sonnenfeld writing about good governance for the Harvard Business Review makes the following observation: For a board to truly fulfill its mission, it must monitor performance, advise the CEO, and provide connections with a broader world. ?It must become a robust team whose members know how to ferret out the truth, challenge one another, and even have a good fight now and then. https://hbr.org/what-makes-great-boards-great Only when you understand the personalities in the room can you determine whether the discussion is robust or chaotic. To learn more, please speak with one of our DNA Behavior Specialists (LiveChat), email inquiries@dnabehavior.com, or visit DNA Behavior.

Extreme Peeping Tom

Inside Job: Profile Of A Security Breach

Workplace attitudes influence every person in the organization, from team colleagues to the leadership. Attitudes can control the workplace environment by impacting morale, productivity, and team effectiveness. Understanding and recognizing the behaviors that are at the root of poor attitudes is essential to the ongoing success and security of the business.

It only takes one person with an unchecked bad attitude to bring down an organization. The power of such an individual to cause destruction will stem from a variety of places: fear, anger, dissatisfaction, jealousy, or bad attitude. Whatever the trigger, the danger, if this behavior is left unchecked, can become a weapon of mass destruction to the business.

What part do you play in ensuring inappropriate behavior is challenged? If you hear or are part of an exchange that begins with.. “just between you and me,” or “I know you won’t tell anyone..”, it’s clear a confidence is about to be broken. So, what is your reaction?

Low-level gossipy stuff is every bit as important to identify and stamp out as is a wolf in sheep’s clothing. That one who presents as committed, loyal and trustworthy, but, under pressure, this surface learned behavior can turn lethal.

A person who intentionally sets about leaking classified information (for example), and not always for monetary gain, but simply because they have been passed over for promotion, or they have some ideological position that they think legitimizes them to leak information. These are the people that CEOs are crying out to identify to limit the damage.

A recent article in BuzzFeed News reports: Reality Leigh Winner, a 25-year-old Air Force veteran, was arrested on Saturday after the Department of Justice alleged that she printed out a classified document on her work computer and mailed it to The Intercept. Winner served in the Air Force for six years, where she worked as a linguist specializing in Arabic and Farsi. She had recently worked for a government contractor in Augusta, Georgia, where the NSA also has a facility.

Only time will tell as to her motivations, but the question to ask is this – could managers and supervisors have read any signs to alert them to a rogue in their midst? The answer is yes.

The 2016 Global Fraud Study by the Association of Certified Fraud Examiners (ACFE) estimated that the typical organization loses 5% of revenues in each year because of fraud. The total loss caused by the cases in their study exceeded $6.3 billion, with an average loss per case of $2.7 million.

These statistics expose the need for robust and validated analytics to be the foundation for identifying/managing behaviors that can become a potential threat to business.

DNA Behavior‘s founder and CEO Hugh Massie has always advocated the importance of putting people before numbers. He believes that investing in understanding people, and getting below the surface of what is seen, to discover inherent behavior will, in the end, safeguard the numbers, while protecting the business.

Monitoring employees through the collection of Big Data can provide insights into social networking, relationships and even reveal normal behavior turning malevolent, but falls short. Readily available psychometric assessment tools bridge the gap. The Business DNA Natural Discovery Process identifies, who, when placed under pressure, is most likely to cause disruption to the business. Further, they reveal the environmental catalysts that provoke such behavior.

In the current theater of world politics, opinions are heightened. 80% of future lone wolves are known to take politics personally and claim that they have been wronged enough that action would be justified.

But creating rogue behavior does not necessarily require a change in government or some other significant change – the threat within can be a team member who cannot cope with pressure or are dissatisfied with the environment in which they work. It’s that simple. This kind of behavior can be revealed and managed.

The solution is the deployment of a validated personality discovery process, providing insights into hidden, hard-wired traits and a reliable prediction of where security or compliance risks exist. Based on external research, employees with the following measurable behavioral traits are more likely to engage in rogue behavior when emotionally triggered:

  1. Innovative – bright mind, which turns into curious and devious thinking
  2. Ambitious – desire for success, leading to cutting corners
  3. Secretive – working under cover and not revealing key information

Protecting your information against predators. 2

When every member of a team knows, understands and is comfortable with each others behavior, it not only builds trust, but such effective teams give companies a significant competitive advantage. High-functioning teams would identify and weed out malevolent behavior instantly. They are alert to any sign of inappropriate behavior and challenge it.

Becoming a behaviorally smart organization is as simple as using a highly validated behavioral discovery process. Armed with the depth of insight such a discovery provides, management can dynamically match employees with specific environmental conditions to determine their potential response. They can also discern the degree to which such responses could create damaging behavior and negative actions towards the business.

Lastly, management can apply these insights towards talent re-allocation, employee evaluation, team development and improved hiring processes.

To learn more, please speak with one of our DNA Behavior Specialists (LiveChat), email inquiries@dnabehavior.com, or visit DNA Behavior

ExtremeVetting

#ExtremeVetting: Hiring with Behavioral Insights

As the debate around extreme vetting heightens in the US, the discussion is shifting from border controls to hiring practices. Many businesses are looking to improve their service offering through requiring hiring agents to identify, in advance, behaviors that could potentially bring down an organization. There have been too many examples over the years of rogue behavior, particularly in the financial sector, causing havoc and destruction to businesses and their customers. To name but a few:

  • Madoff
  • Lehman
  • Forbes
  • Corzine
  • Fannie Mae

Gone are the days when talent alone gets you a job. While this approach served organizations well in the past, Hirers are now being tasked with vetting for values; for indicators of malevolent behavior under pressure; for approach to money; for bias; for candidates, whose behavior is consistent with the organization’s beliefs, values and culture.

For example: In response to the many problems faced by the financial industry, FINRA set regulations in place to counter the growing numbers of cases involving illegal behavior on the part of executives in the industry. It stipulated that in addition to its normal oversight, it would be looking at:

  1. How businesses communicate and reinforce its culture directly, implicitly and through its reward system.
  2. What metrics are used to measure compliance with its cultural values?
  3. Implementation and consistent application of values throughout the organization.

HR departments, hiring organizations and executive search consultants are now under pressure to introduce #extremevetting using validated methods such as the DNA Behavior Natural Discovery Process, to reveal a range of behavioral strengths and limitations. Employers need HR departments and recruiters to get below the surface of candidates to reveal the behaviors that cannot easily be revealed through questioning. Employers are demanding a holistic personality approach, not just a range of complex questions and resumes to be the tools for selection, nor scanning their social media for clues.

While Big Data has a place, it cannot provide insight into the actual personality of individual prospective hires. People are unique; how they communicate, interact with each other, respond under pressure, manage their emotions, each of these will be different. Whatever the approach to building a picture of a candidate, a validated behavioral insights discovery procedure, such as the DNA Behavior Natural Discovery process provides 91% accuracy.

The cost of a bad hire is not the only driver of employers, the growing concern is will this employee fit the values and culture, or bring down my business? Further, recruitment agencies and executive search organizations are concerned with protecting the integrity of their own business by requiring clients to fit the role in terms of both skills and personality.

Many are now turning to the application of behavioral insights not just with candidates, but also through administering the DNA Behavior Discovery process with the client.

Recruiters assess the manager and culture of the organization to ensure their selected candidates are not just suitable for posts, not just a good fit, but that they know in advance how to communicate with managers and understand the values and culture of the organization.

Behaviorally smart organizations, whether recruiters or employers, define their values in cultural terms. And they now require interview processes to focus on whether the new hires will fit the desired culture without a steep learning curve to get up to speed. So, not just in terms of a candidate’s performance but their individual values and understanding of culture must align as well.

This #extremevetting approach when partnered with DNA Behavior and their Behavioral Intelligence Solutions is a behaviorally smart first step in the hiring process.

To learn more, please speak with one of our DNA Behavior Specialists (LiveChat), email inquiries@dnabehavior.com, or visit DNA Behavior.

Leadership2

The Good the Bad and the Ugly – Leading Corporate Culture

It’s the behavior of the leaders that shapes the culture of an organization. Do you agree?

As leaders, we make a conscious decision to lead well. But how successful are we if we don’t understand the impact of our own behavior on the culture of the organization. As leaders, we are always under the microscope of our employees; they mimic our behavior, adopt our values, and quote us. As for our customers, if what they see are inappropriate values that may determine whether or not to do business with. How can we ensure we are giving out the right message and that how we’re represented to our customers is good for the organization? Our behavior, and how it’s mirrored by others, impacts our organization’s bottom line. So it’s up to us whether our personal impact is positive or negative.

Just this week I have seen examples of both positive and negative behavior which highlights the need for leadership to understand that setting a cultural standard can showcase the business well.

It’s interesting that the two most emotionally charged environments for customers are flying and finances and yet much needs to be done to improve the cultures of these two industries regarding the behaviors they demonstrate when serving their customers.

Having just completed a 14-hour flight and needing to change currency in a bank I feel able to make some comment on the service I personally received.

Leg one of my flight had me more involved in watching the personal conversations/gossiping going on between the cabin crew when I was trying to get their attention for some water. To the crew, passengers seemed to be a distraction, at best, and a nuisance, at worst, to their conversation. It would not be difficult to determine that this level of poor customer service comes from the top.

The second leg of my flight was entirely different, the passengers were king, and the staff was attentive. They were gracious and professional, able to accommodate different conversations amongst all age groups and cultures. Clearly, standards set by leadership.

Next came the bank, long queues, no explanations, shortage of staff, and teller didn’t even look at me. Interestingly, I saw other tellers behaving in the same way. Again, this kind of behavior is mirrored from leadership. Sadly, I’ve experienced this the world over.

However, the second bank welcomed me at the door, and based on my need, directed me to a teller. I was greeted with a smile and made to feel that my $500 money exchange was the largest financial transaction the bank would undertake that day. Clearly, an example of leadership that teaches appreciation for each and every customer interaction.

When leaders set the vision and cultural direction through the lens of the customer, and they examine why people behave the way they do, they can then set vision and culture that responds to the needs of the customer.

It isn’t enough to know that people are nervous about flying or that they are concerned about having enough money for their journey. Airline staff and Financial organizations need to understand not only how to build a trusting relationship with their customers, but also to examine themselves to understand how they will react to the anxious passenger or fearful investor.

Great leaders know the importance of understanding their own leadership personality. By using a validated profiling system such as the DNA Behavior Natural Discovery Process, they can see in great depth their inherent behavior. This insight is foundational to self-awareness from which setting values and culture stem. Successful leaders set a vibrant culture that engages and energizes employees. They clearly define what culture means to them and walks it out both personally and professionally.

A culture audit will quickly identify how set values are being interpreted. For example, lack of resources can trigger behavior that directly impacts culture. Lack of training is a further trigger. But if culture criteria and standards are not set and known throughout the business it cannot be audited.

Michael Hiltzik, writing for the LA Times, makes this observation: The airline and banking industries may seem to be about as different as chalk and cheese, but Airlines and Wells Fargo have been shown to share a common bond: toxic corporate cultures that can be blamed on the men at the top, their chief executives.

Investopedia suggests the following meaning of corporate culture: Corporate culture refers to the beliefs and behaviors that determine how a company’s employees and management interact and handle business transactions. Often, corporate culture is implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires.

Prof. James L. Heskett wrote in his book The Culture Cycle, effective culture can account for 20-30% of the differential in corporate performance when compared with culturally unremarkable competitors.

Culture is learned behavior, but its growth comes from a place of self-knowledge. If leadership and individuals know their own personality, they can quickly identify how well they can adapt to cultural standards.

So, what’s the lesson to be learned? Culture is set at the top of the organization. Leaders need to uncover their values as an important first step to establishing the culture of their organizations. This approach, using DNA Natural Discovery helps define the framework within which culture is set, decision making styles are formulated and goals achieved. It becomes especially important when leadership has different, even conflicting values. Admittedly defining your values is often hard to do, but when done truthfully and openly upfront at the leadership level, culture becomes much easier to set, communicate and carry out.

To learn more, please speak with one of our DNA Behavior Specialists (LiveChat), email inquiries@dnabehavior.com, or visit DNA Behavior.

Your Dysfunctional Boardroom.  Who's sitting at your Boardroom Table

Your Dysfunctional Boardroom. Who’s Sitting At The Table?

A board of directors is a body of elected or appointed members who jointly oversee the activities of a corporation or organization. Source: Wikipedia

According to surveys commissioned by the UK Centre for Effective Dispute Resolution (CEDR), the most common topics of Boardroom disputes are:

  • 40.3% Financial, structural or procedural workings of the organization
  • 38.4% Personal behavior and attitudes of directors
  • 37.2% Strategy development, including mergers and acquisitions

The impact of Boardroom disputes on the business:

  • 49.3% Wasting management time
  • 44.9% Distracting from core business
  • 43.8% Reducing trust among board members

Frequency and difficulty of complicating factors:

  • 52.5% Issues over competing factors on the board
  • 49.6% Issues regarding the emotions of those involved in the dispute
  • 49.2% Conflict of personal or family interests versus interest of the company

Skills training those Board members most frequently want:

  • 74.8% Ability to deal with different personalities
  • 73.0% Ability to give and receive constructive feedback
  • 70.1% Ability to have difficult conversations
  • 69.5% Communication skills

From my personal experience – let me add a few more thoughts:

  • Do you know the individual talents of the Board members
  • Have you ever talked about the skill set they could bring to decision making

Are they a board member just because they have a marketable name – and they make your organization more appealing?

If any of these thoughts sound an alarm – then reader – you are not acting Behaviorally Smart.

A dysfunctional Board holds up decision making, causes headaches for the organization, and slows progress. It’s time to get in and sort them out. Remember, most Boards have subcommittees, so first find the root of the dysfunction.

Consider this, board members are already successful in their own right, so they bring with them a significant array of useful talents. But they also bring ego, bias, and unchecked behaviors. So if board members are not in sync with one another and their focus is not on the role they have been asked to fulfill – agendas will be confused, decision-making will be more difficult, and the organization will suffer.
Any decision-making body must be structured; not only regarding the way they conduct business but also from the standpoint that all members understand and respect each other’s opinion.

This structure is not achievable if the board lacks understanding of the personalities, communication styles, attitude towards finances and biases in play. The decision-making process will be stunted or fall apart altogether.

Dysfunctional Boardroom blog 1

The most effective way to assemble a cohesive board of directors is to have everyone complete a behavioral assessment such as the DNA Behavior Natural Discovery process. This platform provides deep behavioral insights to predict business risks and bridge gaps in communication. It is a Behaviorally Smart approach to ensuring that the business of the Board is managed competently and wisely so that the organization can function well and deliver outstanding results.

By discovering board member personality insights it is possible to predict the group dynamic, their challenges and of course any go to behavior under pressure that might cause operational risk and poor decision making. You will see below the surface of the individual, and this will significantly impact how they work together.

Boards of directors are expected to perform, as in a fiduciary relationship, as an extended arm of shareholders in overseeing and controlling management activities in a manner that promotes shareholder interest. But when board members do not work well together, this type of environment stifles productivity and prevents board members from sharing constructive opinions. A meeting may become a venue for personal attacks rather than for focusing on coming to business decisions or providing constructive discussion.

Five Keys to Boardroom Success

  1. Know the board members

a. Identify their talents and determine where they fit in overseeing the organization
b. Discover their personality and communication style; this will radically impact the way in which the board is chaired, how discussions take place and more importantly, identify any potential behaviors that, under pressure, could gravely impact the business of the board.

2. Appoint a board member whose personality is that of a facilitator and is given the boardroom authority to manage the discussions

3. Appoint a highly creative, out of the box, thinker who may well be able to suggest solutions worthy of discussion that resolve a matter.

4. Conduct a specific talent discovery process and openly reveal the talent and experience in the room.

a. This shows the extent of the board room think tank
b. This delivers respect as board members defer to the colleague with the greatest experience in a particular area
c.This takes trust from management to a whole new level when they see the board members respect each other for the skills they bring to the table.

Dysfunctional boradroom blog 2

5. Using the DNA Behavior Natural Discovery process, produce a boardroom team report that identifies the following:

a. Behavioral gaps needed to have a balanced viewpoint in the room

b. Strengths and limitations of the board members and how to use/manage them

i. What are the issues most likely to raise tensions?

ii. What are the bias and cultural challenges the group will face?

iii. What personality gaps persist?between key players such as the Chair and the CEO?

In conclusion: Jeffery A Sonnenfeld writing about good governance for the Harvard Business Review makes the following observation:

For a board to truly fulfill its mission, it must monitor performance, advise the CEO, and provide connections with a broader world. ?It must become a robust team whose members know how to ferret out the truth, challenge one another, and even have a good fight now and then. https://hbr.org/what-makes-great-boards-great

Only when you understand the personalities in the room can you determine whether the discussion is robust or chaotic.

To learn more, please speak with one of our DNA Behavior Specialists (LiveChat), email inquiries@dnabehavior.com, or visit DNA Behavior.

29302157051_c3ff9ba563_b

Donald Trump – Making Behavioral Insights Great Again

Part 1 of 3 – How well he knows himself!

Well, the Trumpster beat the odds and has jumped over everyone to win the Presidency. How did he do it? The answer is deeply rooted in Donald Trump’s behavioral insights – his natural, hard-wired Influencer DNA Behavioral Style. These personality insights identify the primary drivers of his good (and bad) leadership decisions, financial dealings and general approach to life.

I’m not running for office. I don’t have to be politically correct. I don’t have to be a nice person. Like I watch some of these weak-kneed politicians, it’s disgusting. I don’t have to be that way.
- Donald Trump

Donald Trump’s Influencer behavioral style has made him successful, but if not managed, could be his downfall. Overall he (is):

Donald Trump Influencer Insights
  • Driven by power and success
  • Very spontaneous and instinctive
  • Extremely creative and an out-of-the-box thinker
  • A take-charge, decisive and a fast-paced decision-maker
  • Works with people to get the results he wants
  • Could be unsympathetic to others needs
  • A strong communicator but lacks filters
  • Very confrontational and prepared to play tough
  • Into achieving economic and political goals. He could risk a lot and be too optimistic
  • Into trying new ways. Sometimes they win, and other times they fail.
  • Has a transactional mindset and could be too impatient when a program does not work out quickly

Donald Trump’s behavioral insights reflect that he is supremely cognizant of these behavioral abilities and uses each to further his personal agenda.

It is clear Trump knows his personality; he knows success is his lifetime goal. Anyone who has even limited behavioral awareness should have known that the election trail was all about the salesman’ getting the sale (the White House). But from here on we’ll see the negotiator because that’s how he knows he will get results. Trump will be a hard-nosed negotiator; whether putting together a White House team or negotiating trade deals on the world stage, he will be reluctant to give in on even the smallest points.

The old idiom my way or the highway will probably be the new White House mantra.
Trump won’t be fearful of taking risks, he will play the odds, some you win and some you lose, but as long as he is always moving forward to the goals and objectives he has set – he’ll feel he is on track.

As a decision maker, Donald Trump will not be readily swayed by sentiment or humanitarian impulses. This will be advantageous when it comes to balancing competing interests or bargaining with adversaries. He is likely to be a bold and ruthlessly aggressive decision maker showing little concern for the emotions of others.
That said – he knows how to keep people on board; he knows how to set others up for success in order to achieve his goals. The result is, a Trump that is equipped to be a strategic player in situations where achieving results is a priority and concentrate on matter-of-fact, practical issues.

Listening to those around him talking about his loyalty, great to work for, cares about me and my family, further demonstrates his ability to manage his personality. Confident, goal-setting people, such as Trump, excel by blending their strong drive to reach key goals with sound knowledge, high-quality processes and quality control standards.

With his outgoing and innovative nature, there is no doubt Trump is the Populist’s choice. Ultimately, he won from his preparedness in the rural areas where Hillary did not go. He won what should have been Democrat territory

Trump v Clinton – The Comparison

98/66 Trump makes fast decisions; sometimes getting it wrong but always moving forward. Clinton hesitates, wanting more information, with a propensity to procrastinate.
73/96 Trump breaks down boundaries and doesn’t wait to anticipate outcomes. Clinton is only interested in knowing the outcome of decisions she might make.
99/54 Trump is all about setting the bar as high as possible in achieving goals. Clinton tends towards keeping things as they are.
62/95 Trump changes direction mid-stream if a better plan is formulated to bring success. Clinton sticks to agreed and established direction and agendas to achieve goals even if they may not work out.
92/66 Trump is open to new ideas if it achieves his goals. Clinton is more stuck in the status quo.
90/66 Trump is not into details, he just wants results and will say what he wants to say even if possibly wrong; decides instinctively. Clinton needs details, analysis, and research in order to make decisions.
90/79 Trump is clear and forthright in expressing and communicating. Clinton is less so, which might cause confusion in mixed messaging.
96/79 Trump is not fazed by conflict. Clinton is less comfortable with conflict.
84/90 Trump is motivated by his own personal interest or advantage, especially without regard for others. Clinton, even more so.
90/92 Neither are empathetic towards issues others face.

To give Mr. President Elect the final word – “No dream is too big, no challenge is too great. America will no longer settle for anything less than the best.”

To learn more, please speak with one of our DNA Behavior Specialists (LiveChat), email inquiries@dnabehavior.com, or visit DNA Behavior.