What your Personality Test Report says about You

Business man's hand plotting people's personality test report scores on a grid

People are frequently amazed at the accuracy of their personality test report. These reports can be powerfully enlightening as they describe an individual’s tendencies and character traits from what appears to be an objective point of view. When given the opportunity to review their report, I haven’t had one person defer. Everyone wants to know what their report says about them – whether they agree with it or not.

But sometimes personality test results are misleading and of no use at all. And it happens more often than you’d think.

In an experiment with college sophomores, a traditional favorite for academic researchers, the accuracy of personality tests was put to its own test. Following completion and scoring of a personality test given to all of the students in the class, the researcher asked for a show of hands from those for whom the test report accurately described them. A sizeable majority of hands went up – the report was an accurate depiction. There’s one thing they didn’t know:

Everyone got exactly the same report.

Yep. {I wish I’d thought of this first.}

Despite everyone completing the test in their personally distinctive manner, only one report was copied and distributed to the entire class of subjects. No matter how similar you may think college sophomores are, they’re not so identical as to yield precisely identical personality profiles. But still, a “J. Doe” report was viewed as a perfect fit to most. How does this happen?

Take a read of one of your personality test results. If you’re like most, you’ve completed several of these assessments and probably still have a report or two laying around. When reading your report take note of the following indicators of BS reports:

  1. Conditional Statements: The number of times the words “may,” “might,” “sometimes” show up

Example: “You may be unsure of yourself in a group.”

How “may?” Like, maybe, “90% unsure”, or “maybe completely confident?” The reader typically fills in this blank unwittingly giving the report a “pass.”

  1. Compensatory Observations: The number of times opposing behaviors are presented next to each other

Example: “You have a hard time sharing your feelings in a group. However, with the right group you find it refreshing to get your emotions ‘off your chest.’”

So which are you? A paranoid prepper? Or a chest pounding demonstrator? Either one of these opposing types could fit by this example.

  1. General Statements: The specificity of the descriptions, or lack thereof

Example: “You maintain only a few close friends.”

This statement is pretty much true by definition. It’s certainly up for interpretation such that it is befitting for all.

  1. Differentiating Statements: {fewer is worse} The uniqueness of the descriptions.

Example: “Privately, you feel under qualified for the things others consider you to be expert at.”

The lack of differentiating statements is not exactly the same as making general statements. A specific statement may not be differentiating. The above example is specific, but not distinctive as a fairly large percentage of people do feel under qualified for even their profession.

The point is, anyone can be right when they:

  1. Speak in couched probabilities,
  2. about “both-or” samples of a given behavior,
  3. in very general terms,
  4. about things that many people experience.

These four “hacks” provide all the latitude needed for ANY report to make you think it has “nailed you.”

Beyond these tactics, many give too much credit to the personality test. Frequently reports are simply feeding you back EXACTLY what you put in via your responses. For example, the item, “I like to organize things” may show up in a report as, “You like to organize things.” There were probably more than a hundred items on the test – you probably don’t remember every response you made for every item.

Another way folks give too much credit to the personality test is by holding the belief that the instrument should be right. Beyond your general position on the validity of personality tests, publishers have various tactics to make the test report more "scientific."

  1. Lots of statistics
  2. Lots of figures
  3. Distinguished endorsers
  4. Techno-babble

None of these things may have anything to do with the actual validity of the test. But research shows these things enhance people’s opinion of its validity.

What’s a good report look like?

  1. Good reports take a point of view. They provide specific summaries of behavioral style that really are uniquely you. If you gave the report to a friend and told them this was their report, they’d honestly say that it doesn’t accurately depict them – even if the two of you are inseparable. Fit is determined by both accommodation and exclusion. A good report speaks to you and no one else.
  2. Better reports don’t provide any narrative at all. They simply provide normative scores on the various dimensions (i.e., characteristic behaviors) covered by the test. This type of report allows an expert to interpret the full spectrum of dimensions in the broader context. Good interpreters know what to look for in terms of how the dimensions interact with each other and can further specify the evaluation with just a bit of extra information on the respondent. This does not mean that they already know the subject. It may be as little as knowing why or when the person completed the assessment.
  3. Great reports present just the facts. The report is a fairly straightforward summary of your responses, organized by dimension (trait) and compared to a group of others’ responses/scores. Better still, great reports provide more than one score per dimension, or the average. They also give some indication of the variations in responses by dimension. This allows the interpreter to know just how confident a given score is. No variance = high confidence. Wide variance = low confidence.

So, what does your report really say about you? Depending on the factors I’ve outlined – it may say nothing at all (or worse).

It really helps to know some of this stuff.

Psychways is owned and produced by Talentlift, LLC.

The best way to cure hiccups: A little psychology delivers the strongest medicine

Woman hanging upside down and driking from a cup to cure hiccups

A lot of “techniques” are used to cure hiccups, few really work. The procedure I'm about to describe is backed by psychological, scientific research and is absolutely the best way to hiccups. Guaranteed. There’s only one “but:”

It’s for adults only.

Well, it’s not entirely exclusive to adults, but it does require very strong concentration. {Also, you wouldn’t believe what adding “adults only” does to my SEO score.}

If you really want to cure hiccups you need to invoke the psychology of,

Automaticity Interruptus. {More SEO points!}

I’ll get to exactly what this is all about and how to do it but want to debunk some of the most popular “cures” for hiccups first. Beyond the fact that none of them actually cause the cure for hiccups, most come with unpleasant side effects.

Downing a spoonful of sugar shoots up glucose levels like fireworks (i.e., a rapid rise and explosion followed by complete burnout). Drinking from the other side of a cup upside down can result in nasal reflux (you can picture this, I’m sure). And scaring the crap out of someone speaks for itself.

To the extent these really do work at all it’s because they contain a smaller amount of the active ingredient, Automaticity Interruptus.

I made up this term, so I can’t link it to more information – but you will find some interesting results if you google it. It’s basically a means of “breaking the habit,” but it sounds more erudite. {minus SEO points}

Here’s what I mean:

Behavior falls into one of two categories, controlled or automatic. Sorting behaviors by these categories would appear to be pretty obvious based on the transparency of the two terms, but it’s not. Most behaviors can be both, BUT, (and this is key):

Not at the same time.

A (single) behavior can’t be both automatic and controlled at the same time. This doesn’t mean automatic and controlled behaviors (plural) can’t exist together. “Close calls” occur when there are differences between two or more behaviors (e.g., meditation to reduce anxiety) or the behaviors switch back and forth from automatic to controlled so quickly you don’t notice.

Hiccups definitely aren’t controlled behavior – not “for real” hiccups. They belong to a special form of automatic behavior. Hiccups are spasms of the diaphragm, but they act a lot like automatic behavior because they occur without effort and are "generally" uncontrolled. (Just give me some rope here - I'm not being greedy).

Reflexes you ask? Reflexes are really not in the zone of behavior as described here even though they seem like automatic behavior since there is no cognitive processing at all. Many reflexes don’t even loop through the brain. So, reflexes can’t be controlled at all except by eliminating the stimulus.

To point: If hiccups are automatic (in some way) AND automatic and controlled behaviors are incompatible, a logical cure would be to make the automatic behavior controlled.

And that’s it. If you work hard (really hard) to deliberately hiccup when you are in the grip of automatic hiccuping, the hiccups will go away.

But you have to work really hard to make a hiccup deliberate. Here’s how I would use Automaticity Interruptus on my friend, Mo:

Me: “Got the hiccups, huh?”

Mo: “Yeah – {hic}”

Me: “I’ll bet you $10 that you can’t hiccup after I start a rigorous technique on you. Don’t worry, you won’t get hurt and don’t even have to move. All you have to do is follow my orders.”

Mo: “OK”

Me: “When I say “go” I want you to hiccup as quickly as you can”

Mo: “OK {hic}”

Me: “GO! Hiccup NOW! C’mon. Do it NOW! Quick. I want you to REALLY TRY to hiccup. I dare you. I double dare you. I TRIPLE DOG DARE you! What’s the matter? Just DO IT! Hiccup damnit!”

Mo: "Gosh, Dr. Chris, you're amazing! How is it that someone can be so sharp and good looking?"

The “patient,” Mo, will NOT be able to hiccup under conditions of strained, deliberate effort. No matter how hard they (or you) try, you can’t hiccup on command. Try it now. You can’t do it. AND if you try it even when you already have the hiccups, you can’t do it.

But you have to REALLY TRY to hiccup. Give it your full attention.

This will flip an automatic behavior to a controlled one. And no one can hiccup by simply trying (eating a dozen donuts doesn’t count).

This technique is the driving force behind the downfall many experts with highly skilled behavior when put in a stressful situation. “Icing the kicker.” "Game winning free-throw." Even simple acts like, “breathe normally” get twisted when a lot of deliberate effort steps in.

Automaticity Interruptus.

Psychology at work.

Psychways is owned and produced by Talentlift, LLC.

Why picky selection is even more important when pickins are slim

Duck, duck, goose: be careful with selection

We’ve been here before. In the late 90s the demand for technical talent was so great that organizations engaged in bidding wars simply to stay in business. Dubbed the War for Talent, management experts warned about the perils of relaxing standards for the selection of talent at such time as when organizations were in the most need. For most, it was too late.

Fierce negotiations and skyrocketing compensation packages were the talent-based equivalent of surging petrol prices during the great oil embargo of the 70s. For some, no amount of money could buy the talent so desperately needed. They were stuck with what they had - and what they didn’t.

Here we go again.

With unemployment rates at historic lows, organizations once again find themselves confronted by the fool’s choice: bad (or, expensive) talent or no talent? (Ironic, isn’t it, that the same organization that matches employees’ contributions to retirement plans and maintains a succession plan for top executives with two “ready” candidates, finds itself overspent and understaffed on talent?)

From a safe distance we can see the folly of hiring at a time of dire need, just like we can see the wisdom of contributing to a compounding savings fund for future financial needs. Nevertheless, the firestorm of desperation hiring burns the fuel for future growth. I see it all the time: buying at the peak of the market and selling at the first sign of a lull.

Regardless of how we got here, we must face reality. Hires must be made. Sticking with reality, that hire is going to cost you more, now that you need them, than they would’ve when you didn’t {seem to} need them so desperately. You have a choice, pay big bucks for some body or paying big bucks for the right body. The difference between the two hangs on the rigor of your hiring practice. Do you have the skill to assess talent well? Do you have the discipline to select only the well qualified?

Selection using proper psychological assessment is like pan-seared salmon; it’s both rare and well done.

Some will claim that I’m out of touch with what really happens on the streets of Poughkeepsie. After all, I am at that “safe distance” from the action. Don’t I know about fundamental economic principles of supply and demand? Don’t I understand the lunacy of forgoing business for lack of workers?

Actually, I do. And it’s still wrong to relax hiring practices or standards – especially when desperate for employees.

Desperation is a symptom, not the cause. When an organization finds itself desperate for employees, for any reason, whether surging sales or shrinking productivity, it’s the result of poor talent management and planning. The organization isn’t ready. And when an organization isn’t ready, it’s missing out on profits. Economics 101.

You don’t have time for bad firemen when Rome is burning.

But here’s why a bad hire in bad markets (sales or labor) is worse than the same hire in kinder markets. You don’t have time for bad firemen when Rome is burning. Moreover, the damage of retaining a bad hire can be seemingly apocalyptic.

Hiring talent is like a setting fishhook; it’s easy to put in but difficult to yank out.

I’ve made my case for “front end” selection, but dealing with the “back end” of desperation hiring is worse. Hiring talent is like a setting fishhook; it’s easy to put in but difficult to yank out. And it creates considerable collateral damage. A bad hire is lame at best; lethal at worst. And that doesn’t include the joys of their removal.

Two large-scale studies I did in an organization comprised of multi-unit restaurants revealed convergent results. The first found that 50% of all employees that quit did so due to their "brow beating, denigrating, micro-managing boss." {My words to approximate the emotional translation} Even if this number is inflated by sore quitters taking a free jab at their boss, it still dwarfs any other reason given for quitting, including pay and promotion opportunity. The second study found that using a validated personality test successfully predicted which new hire restaurant managers became high producers (i.e., greater sales) and better leaders (i.e., well run, low employee turnover).

But there is a limitation in my research. While the results suggest that good leaders get good results and have low team defection, the story may be more truthful centering on bad leaders that get bad results and have high team defection. Either way you look at it the results are in the same ballpark. It is possible that the bad managers pull the lion's share of the results of this study, thus lending stronger support to my argument against hiring questionable talent.

At the end of the day, you have a decision to make. It would be a mistake not to have good selection.

Psychways is owned and produced by Talentlift, LLC.