In this weekly episode* of the Mindstate Marketing Hour, host Steve Brown of ROI Online, interviews Will Leach, author of Marketing to Mindstates, founder of Triggerpoint, and CEO of the Mindstate Group on why focusing on customers emotions and mindstates is key to successful marketing.*Originally produced as a Livestream videoMindstate Group free resources: https://www.mindstategroup.com/resourcesInterested in getting more Marketing to Mindstates content?Read Will's book: Marketing to MindstatesCheck out their website: https://www.mindstategroup.com/Follow Will on LinkedIn, Twitter, FacebookNeed real resources that will help you grow your business? Grab your FREE business growth stack resources here!https://thegoldentoilet.com/resourcesEnroll in the QuickStart Academy today to learn how to develop and implement a proven growth strategy that grows your ROI, your business, and your confidence. Learn more HERE.Thinking of starting your own podcast? Buzzsprout’s secure and reliable posting allows you to publish podcasts online. Buzzsprout also includes full iTunes support, HTML5 players, show statistics, and WordPress plugins. Get started using this link to receive a $20 Amazon gift card and to help support our show!Support the show (https://cash.app/$stevemfbrown)
So how can so if personality test, they give you a little bit of insight. But you know, you don't know what to take serious and what to dismiss. But yet we still need to manage the people's natural motivations. And what that role, what are some tips to help us be a little bit natural. More natural about this? Yeah. So I think there are two things you should know about your employees. The first one is we do have personalities, right? I'm not suggesting we don't personalities. They're just not consistent. But I have a natural. I'm naturally a little bit introverted. Um, and like I told you, I am motivated in many instances, by competence and in my book competences about greater skill. So I I constantly read in depth to try to be very skilled on something. Just it's my natural desires and a lot of different things. So, first off, you should know the natural motivation of of your of your employees as best you can. So there are nine in the book. Are they driven by achievement? Belonging? Maybe it's driven by steam, so they love the respect of from others. There's empowerment, which is desire for control. So there's nine in our book. You should understand one or two that seem to best fit with that person overall across their entire life. Some of it's just love. Some people are just giving people, and that would be nurturance, so that's important. But the second thing you should do is you. Oh, it's your employees to look at those same nine motivations. Nine more visions. The same nine. That's right, those same nine. And think about the role that you need to be successful for this this job that they have and that job. You know, I think about I. I think you should be doing this work every 18 months, right? Because roles change, the company changes. Cultures change, etcetera the company. So every 18 months you should be looking at your employee's job function and the role on a team and say, Well, in this role is belonging important, um, or, you know, bringing a team together. Or is it really very focused, type of, uh, mind mindset, Right. So which may be more achievement. Let me give an example of of how this works for me, for me. So I was on a team a couple of years ago where I was brought in, I was brought in on a company was Pepsico. I was brought in because and I wasn't told this during my interview. But I was brought in because my boss wanted me to create a relationship between Frito Lay, which is a division of Pepsico, and another division of Pepsico. Now they end up having a building maybe two miles away. But they never talked, never, never talked. So we wanted to build this relationship. So my manager hired me because I came from the military and she said, I want to get this done. I'm gonna hire this former military guy now. She didn't know this about me, but I'm doing my competence, right. I believe that the best way to find skill or find find success is through knowledge. So I came in and I was told, Hey, you got to go build a relationship with this team. So I came in saying, Here's all the reasons why it took me a couple of weeks. I understand my role, but I went to the other team at Pepsico and said, Here's all the tools and resources. We can help each other out. So we become smarter in our jobs and it fell flat flat. Now I'm driven by that. I'm driven by like, Well, certainly you want more knowledge because we can get to a place like this is great. I'm going to share with you this knowledge to share with the knowledge, and we're both going to succeed. What happened was two years before there was another leader in this role and in both roles. And there is a really bad relationship where the people at Pepsico felt marginalized. They said The people are free to layer jerks like they basically they don't invite us to their meetings. They take ownership of things that they didn't give us credit for when we did the work. So really, that role does. What we needed to do was try to create a tribe belonging is the motivation in the book. And so what I realized very quickly is that they didn't they didn't want confidence for me. They wanted somebody to say we're all in this together and you start coming to me. So here's literally what I did, and I want to. I want a pretty big award that first year I was there, I had a high rating, didn't want to where I had a high rating. Because I end up asking if I could sit in this building two miles away and sit with the people at Pepsico two days a week because to them and then they were like, Well, yeah, we have an open cube like I'll sit with you. Let me just say, I just did my same job. But the fact that I chose to take my role and go over there for two days a week had nothing do with my personal competence, desires. I understood that by me. Sitting with them, we were forming a tribe. It was important for you to understand the dynamics as an employer and as a manager and helping them succeed. If this is something as simple as go do your job in a cube that's only two hour or two miles away to go do that because based upon that about six months later, they gave us access to something a new technology they've been developing, and I was able to use that technology at Frito Lay to go in advance shopper insights dramatically, and it had nothing, no expense from our company at all. But they were using everything they never would have let us know if I wasn't a part of that tribe. So that's why you have to know your core motivation of the core motivation of your employee. For me, it was confidence and the role which is belonging. Now bring those things together, and they can be very, very successful in that role and hopefully do great things for your company.
so just run out of the box. You're saying that you can be in a state of mind when you take this test, but then you can be in a different state of mind when you're actually performing a role or actually going about your responsibilities in your job. That's absolutely right. And I would say you could be You are. I know you are. We all know we are right. And what's so funny about personality test anybody with any, um, insight when you're applying for a job? And if your if your company asked you to take one of these tests, we're all smart enough to realize what they're trying to do. So what do you do? You change your answers based upon what you believe. That job requires what you believe, that job that manager wants. So the classic Warner introverts, extroverts, and that is a definite personality classification. Every introvert on the planet understands that nobody wants an introvert in their company. It's always you want to extroverts. You want someone who can build relationships, so every introvert has been conditioned to always lie on these personality profiles. I'm an introvert, and I know I'm smart if you realize that if I keep saying that, I want to be by myself that I'm not gonna be a team player, and I may lose a job. So I'm not going to answer honestly anyways. And evidence shows that people do answer those questions dishonestly because they're smart enough, especially in the corporate corporate job. They understand what their bosses are looking for. So what do you mean? Don't take into consideration people's roles to succeed? Yeah, so this goes back to this idea that we all have roles. Steve, we've talked it from a personal level, right? I'm a father. I'm also a business owner. I'm a husband, and so I'm an entrepreneur. So have these roles in life and because in different roles I play a different part, like I act differently and I have different attitudes and beliefs as it comes to raising my son than I will with growing a company or scaling a company. So that's just human nature. We have different roles. Well, the same thing happens to, um, your job. You have different roles that you have in your job. Sometimes it's about a team. You're a team builder. That's your role on a team, and your your job is really to bring teams together and find commonality. Other times you're the hard charger, you're the person your role on a team is to push a project through. So we have. We used to have these teams that we used to work with Pepsico, where you had different people from different organizations. And then we have team leads to a drive initiative forward. Well, that person needs to be very achievement. Mind to focus, overcoming barriers constantly in a big organization. We have tons of barriers. If you ever comes, you have to be that leader. Now. That doesn't mean I'm an achiever, and I have that that that that that personality all the time. But I understood in that role I had to get to the finish line, or it would cost my entire team success. So what? I what I want us to think about? It rolls because roles are those set expectations in which people are supposed to behave in different situations and we modify our personalities. We modify our strength and pull back on our weaknesses, depending on the role you have for that team. So remember um, let me tell you about high school. I don't know if you had this issue. I love. I love talking about you. And I love talking to you about the path. And let's see if you had the same experiences. So in high school, I had a set group of friends. You know, you kind of find a click in that click. I was a little bit shy. And I was also kind of the guy that, um, remember, remember, remember, Got this kind of data. Remember Potsie from his pots? I was Potsie, basically my group, right. I'm not proud of it, but that because we had we had this guy who end up playing Division one baseball. She was the jock, and we had a guy was really the funny guy. And then we had this guy we called Diablo, which obviously job was a guy that I don't know if he's in prison right now. All right, But in our click, just like in a tribe, we're trying to find our role. We're trying to find our area where we can be unique. So I was Potsie. No. Take that same role and tell you and I think I just think of yourself that role now that changes that change moment, the military and the military I had because I had a different group of people, so I had to fill in a different role. And so when I mean to make sure that we understand that different situations are people around us, we're always trying to figure out where we stand in the group. That's why raising a teenager is so hard today. Guys, um, my son is 11 now. Gosh, I can't believe it. He's 11, and sometimes he's trying to be the funny guy. And he can't be the jock because that that group is already taking taking care of. He's a computer program. I know he's exploring cause he wants to fit in. And how do you fit in? You create a unique proposition to enter into that group that's unique but still feels like it should be a part of that group. So my point on that is, rolls are supposed to be. You're supposed to have different roles in different situations, and if you're not managing to those roles, you're limiting your limiting the potential of your staff
personality test guys, our fun. They give you insights in yourself, but there's a couple of things you should know about them. The first thing is that there is very little scientific evidence that tells you that a personality profile will actually dictate or or predict a for a future behavior. Like Myers, Briggs has been out there for decades. Myers Briggs has been studied so many times, and there is no evidence, none at the academic space. Anyways, that suggests that that is predictive of who you are or what kind of behavior gonna take. So if you're gonna be classifying, somebody has a personality, then certainly don't use something that can't predict how to perform in a job. Second thing happens with personality profiles is that they're not consistent 75% of the time. So if you take a Myers Briggs and if you wait a couple of weeks and take it again 75% of the time, you won't be in the same profile. So that just tells you right off the bat that they're they're kind of. They're kind of measuring how you are in that moment, how you're feeling in that moment, just like a mind state, but they are not really predicting who you are. And you know this, Steve. We all change over time like I am the same person I was when I was 20 five. I was different at 35 different at 45. So we we evolve people and experiences change us, and they changed our personalities. Uh and so that's another reason why personality profile should not dictate somebody's career. And then the last thing I would say you know this from the book is that we are influenced by context, like how I'm feeling in this moment, the room I'm in, who I'm with their social norms. There are times where I'm a little bit down, maybe, or sometimes I'm elevated, and that dictates my personality. And if we don't take those things into consideration, then you're just gonna pigeon hole people into a role that otherwise, um, limits their potential. And that's what I'm trying to avoid with managing to these personality profiles.
Well, you wanted to talk about today. This topic about managing to personality classifications can actually hurt you and your staff. What do you mean? Yeah, so, you know, the last couple of weeks we've talked about since it's Halloween. We talked about alter egos, and we talked about how, um, you know that we all have a hero inside of us, and it got me into thinking a lot more about that. You know, when I was in corporate America, personality tests were important. And if you go on Facebook and LinkedIn all these different things right now, personality tests are really engaging. They're fun for people to take. Um, they can tell you a lot about your personality and who you are, and some of the things that you know make you who you are. The problem with personality tests is that you should not manage to personality tests, and I wanted to kind of talk a little bit about that because you're in Reviews are happening now for a lot of people. And I want anybody out there who is thinking about using one of these personality tests to review one of their employees or two. You're using these things to manage your employees personality. I'm gonna tell you why. I don't think that's the right thing for you to do. Or certainly not the only thing that you should do. So when you say manage, you mean as far as the manager taking, taking these insights and trying to apply them to better manage their employees. That's right. So let me give an example of what happened to me. So I was over at Pepsico and we wanted to, of course, build leadership and train each other to work better together. And we took a disc profile. There's a whole bunch of these different companies that come in, and they have you take a survey of some length. Um and then they do an assessment, and then they come in and they train you on how different personality types should engage with each other. And I from the personality profile that this disc assessment gave me it. Might it categorize me as a deep thinker, which is actually not that different than what I really am and different personalities test. Tell me I'm a deep thinker. I'm thoughtful and I'm driven and you know me driven by competence as my motivation, meaning I seek skills and constant trying to learn new things. I'm trying to get as much depth in a particular field of knowledge because I believe that knowledge is a core requirement to be successful, just something I grew up on. So this personality classifier categorize me as a color. There's these color things, right? I'm sure there's others out there, but I was a blue. And so we all talked about this blue and how we can communicate with Blue. Well, then, about six months later, an opportunity came up to drive innovation with a totally different group. Um, and I was being sought after a bit. Well, it would be interesting, this position, but at the time, some people remember that was blue. They said, Yeah, but as well, really aggressive enough to is, well, really the type of person that is going to be well do well in this role because he's a blue. We need someone who's aggressive. We need somebody who's a red and red will take chances to seize opportunities. And, uh so that was that was actually going to limit me from this project from this from this group, and at the time I had, a manager was smart enough. Who said No, no, no, let's that's will, Yeah, he's naturally that. But I think he could step up, step up to the challenge and that if she wasn't there in this meeting, I wouldn't have taken on This role in this role was actually launching a series of new brands for free to lay in an incubator. And in the incubator I I learned about behavioral sciences. And 10 years later, I'm here today talking to you as a best selling author and as as a world leading expert in this field. And it came out of this role, and I love how my manager had the foresight to not position me and package me into one little identity based upon some kind of a personality personality profile. And you had it up there. Steve. They are notoriously inaccurate