17. Jun, 2021

QUESTION: Is personality profiling a recruitment or a management tool?

The answer is both!

During four decades of coaching, however, we have noticed even the most enthusiastic user can slip into the trap of applying personality profiling solely to recruitment at the expense of investing in on-job-people-management.

The result of such neglect of this empowering interpersonal system is that too often the wrong candidate is engaged only to be subsequently let go. Or, the right candidate is engaged but poorly managed, only to defect to the competition.

Continuous coaching of your supervising staff is essential if they are to unleash the true potential of those in their care. Such effective coaching, keeps your organization ahead of your competitors, from whom you may recruit their better people!

Organisations Hire Their Problems!

By necessity, selecting is part of, not excluded from people-management, which is an essential continuation of recruitment; two sides of the same company coin.

Personality Profiling IN Selecting

Before you require a candidate to complete a personality self-description, it is vital your organisation possesses a personality job-description. This ’ideal’ is produced by the immediate supervisor overseeing a specific job-role, and endorsed by the executive floor.

Without this pre-recruiting ‘home-work’, no meaningful job-role discussion can transpire between recruiter and candidate pertaining to strengths and limitations of that person fulfilling that job-role.

NB: Prior to the interview commencing, successful candidate(s) complete their self-description. If it complements your job-description, dialogue commences when all the other data from resumes/CVs may be investigated. QED!

Personality Profiling IS Management

With a complementary match of person-and-job, the role of managing is, well, manageable. Your new recruit possesses the appropriate behaviour for the job you want performed as well as sustained motivation to keep doing it beyond minimum levels of required productivity. Your line managers may focus on managing-for-growth without the distraction of underperformers!


It is the responsibility and accountability of every serious business to maintain effective balance in five key inter-dependent areas for growth:

  1. Selling
  2. Managing
  3. Administrating
  4. Recruiting
  5. Training

Though sub-headings to the above are individually focused, each shares the common master-headings of: Relate~Discover~Advocate~Support (to be revisited in a later paper).

The ongoing power to your organization of our S.M.A.R.T model, sustains workforce harmony, which directly determines whether you stay in business, especially during tougher times. Your measure of success is through increasing profits, with appropriate expansion!

To discuss this paper, or arrange your Introductory Workshop email

Complicated IS Easy! Simple IS Hard!


10. Jun, 2021

A Leading International Recruiter proudly promoted the fact they receive 15,000 resumes EVERY WEEK! That’s 3,000 every-single-working-day!

The PROBLEM reports Forbes:

  • 70% of employees are looking for another job, right now
  • 90% of graduates fail to complete a full-year in their first post-graduate job, and
  • £1,000 (1,400 USD) is a direct cost to your business EVERY DAY you are searching to replace a former key employee

UETP Research

Following a two-year study of UK & American recruitment practices, one thing became abundantly clear too us, Computer Algorithms FAIL TO SELECT > Here’s why:


Computers are great at assimilating Hard-Facts. The stuff of resumes/CVs that set out work experience, dates, salaries, and job skills that predict whether someone is capable of performing your specified job-role. If someone has done it before, they can do it again, right? Well, maybe. Maybe not! Think about your experiences, to date?


The late Steve Jobs is quoted as saying, “We wanted people that are insanely great at what they did …”

What algorithms fail to do, and fail dismally, is assimilate Soft-Facts. The stuff that resumes cannot list, algorithms cannot assess, including whether your candidate possesses the appropriate behaviour as well as sustained motivation to continue to perform your specified job-role to acceptable levels of expectation. In other words, will you reap the beneifit of the cost of your investment?


As a business, you want to reduce your man-power engagement costs, so you need to do less of it by selecting and keeping insanely great people.

As a business, you must know how to SELECT B4 YOU RECRUIT!

This means a total upfront focus on candidate Motivation and Behaviour, followed by Appropriate, Sustainable and Effective mutually beneficial leadership.

Our highly effective proprietary system is offered to your business ~ with full in-house T&D ~ under license to use internally.

For further information email

Complicated IS Easy! Simple IS Hard!


3. Jun, 2021


The 5th century BCE Greek physician Hippocrates is credited with the earliest recognition of ‘personality’. Observing his patients, he determined each possessed one of four predominant behaviour traits, which he believed was a result of bodily fluids or ‘humours’.

Two-and-a-half-thousand year later, the subject of personality received a revival through the excellent work of William M. Marston and Walter V. Clarke who created the Dominance – Inducement – Submission - Compliance or DISC model, which is the basis of all psychometric applications today.

In the second half of the 20th century, personality profiling was applied to job-management and career-counselling by John G. Geier, and continued by John P. Cleaver. My work within this field commenced in 1981 under the tutelage of JP Cleaver.

Personality is no longer associated with bodily functions, but is known to be the result of early psychological conditioning. Though severe emotional trauma may have an effect on personality ~ usually not for the better ~ personality is predominantly ‘wired’ by our 5th birthday.

Prudent observation, and appropriate behaviour adjustments improve relationships for a mutually beneficial outcome. This empowerment to accommodate another person’s habitual way of doing things is never in the manipulation of them, but in mastery over one’s own personality!

The Four UETP Primary Personalities

We call the pure COOL/TELLER ~ ABSOLUTIST ~ who is habitually: Demanding; Direct; Driving; Dogged; and, Decisive. Their designation letter is ‘D’

We call the pure WARM/TELLER ~ SHOWMAN ~ who is habitually: Interactive; Inspirational; Influencing; Inducing; and, Impressive. Their designation letter is ‘I’

We call the pure WARM/ASKER ~ SUPPORTER ~ who is habitually: Supportive; Stable; Steady; Sentimental; and, Shy. Their designation letter is ‘S’

We call the pure COOL/ASKER ~ ANALYST ~ who is habitually: Cautious; Careful; Conscientious; Concerned; and, Calculating. Their designation letter is ‘C’


Since the mid-20th century, tens of millions of profiled people can be grouped by primary personality thus:

D ~ COOL/TELLERS = 10% tested population

I ~ WARM/TELLERS = 30% tested population

S ~ WARM/ASKERS = 40% tested population

C ~ COOL/ASKERS = 20% tested population

Backup Personality

Each primary personality (see above) can now be segmented into four back-up personalities by using one of the identification letters. For example, the D primary personality may also have a back-up personality: D+D, D+I, D+S or D+C.

Though everyone is ultimately unique, for better daily inter-personal relationships, effective role-shifting conscientiously applied produces more mutually beneficial outcomes at work, in business, and within families, schools, and every organisation.

To discuss this paper, or arrange your workshop email

Complicated IS Easy! Simple IS Hard!


27. May, 2021

Born a slave in Turkey nearly 2000 years ago (50AD), Epictetus became a Greek philosopher, and lived in Rome until his banishment to Greece where he died at the astonishing age of 85.

He wrote, it’s not what happens to you, but how you react to it that matters. And, men are disturbed not by things, but by the view which they take of them.

What tosh, I hear some of you thinking. If someone is angry with me, I’ll give them a piece of my mind. If they cut me up in traffic, I’ll question their sex and ancestry. If they let me down, it will take a while before I forgive them ~ etcetera, etcetera, etcetera.

Well, what I’ve just described is certainly one way to respond. As you ponder this paper, keep the following sentiment in mind: you consent to how you respond to everything!

For the past few weeks, we have been exploring Emotional Maturity ~ which includes Emotional Immaturity ~ and how each of the four Primary Personalities typically respond to stress. At the mature end of that scale, each remains the master of their own soul by seeking first to understand every situation before offering their own encouraging contribution. At the immature end of that scale, each consents to someone else becoming their task-master by engaging contention.

Have you ever heard the saying, no one can get your goat if they don’t know where it is tethered!?

The expression, “getting your goat” is thought to have originated from horse racing when a goat was stalled with a highly-strung thoroughbred the night before the race to calm it down. Unscrupulous opponents would steal the goat in an effort to upset the horse, causing it to run badly. When you consent to someone elses negative view of you or what you have said or done, you allow them to find your goat!

So, the next time you feel someone says or does something to offend you, YOU MUST CHOOSE YOUR RESPONSE. You may become autocratic, angry, withdrawn or petulant. Or, you can choose to sincerely listen to understand the other persons perceptions or paradigms. You can keep shooting holes in that relationship, or you can truly strive to patch things up, and make it stronger.

The last word by Marcus Aurelius [121-180AD], Life is what our thoughts make of it! [Also see, Old Testament Proverbs 23:7]

To discuss this paper, or arrange your workshop, email

Complicated IS Easy! Simple IS Hard!




20. May, 2021

NOTE 1: this paper is not intended for those who have been clinically diagnosed with traumatic stress disorder. Should anyone display any stress responses described more than three times in any four-week period, professional counselling may be beneficial.

RECAP: stress responses escalate when there is a sustained imbalance between the demand placed upon someone and their ability to cope with it.

Stage 1 manifests when each Primary Personality (PP) becomes more of what they predominantly are (see 6th May BLOG). Stage 2 manifests when each PP travels to the opposing end of their Assertiveness Dimension viz. High become Low, and Low becomes High (see 13th May BLOG).

Stages 3 & 4 should not habitually occur (see NOTE 1 above), and manifests through the Emotiveness Dimension meaning latent High Emotive personalities become Low Emotive, and vice versa.   

[NOTE 2: Review the Two Behavioural Dimensions Described in Previous May 2021 papers]

Most stress responses do not go beyond Stage 2, however, on the occasions when the principal cause of stress is not relieved, Stages 3 and 4 may engage, when professional counselling may be appropriate for the health and safety of the individual …

  • S1>THE COOL/TELLER=Autocratic; S2>COOL/ASKER=Avoid; S3>WARM/TELLER=Aggressive; S4>WARM/ASKER=Sulk


  • S1>THE WARM/TELLER=Aggressive; S2>WARM/ASKER=Sulk; S3>COOL/TELLER=Autocratic; S4>COOL/ASKER=Avoid


  • S1>THE COOL/ASKER=Avoid; S2>COOL/TELLER=Autocratic; S3>WARM/ASKER=Sulk; S4>WARM/TELLER=Aggressive


  • S1>THE WARM/ASKER=Sulk; S2>WARM/TELLER=Aggressive; S3>COOL/ASKER=Avoid; S4>COOL/TELLER=Autocratic


The purpose behind UETP coaching is to encourage mutually beneficial relationships by steering away from stress situations.

Should the principal cause of someone’s stress be sustained, notice how each Primary Personality travels through each of the four personalities culminating in their opposing (antithetical) behaviour (see NOTE 2 above).

Recognising early signs of stress is helpful to defusing it, often resulting in greater emotional and financial reward within your relationships at home, and at work.

To discuss this paper, or arrange your workshop, email

Complicated IS Easy! Simple IS Hard!