"In-house relationships are squeaky" "Human resources cannot be assigned according to the characteristics of employees" "The unemployed person who has been hired with difficulty declines" -A common problem for managers and managers right.
"Emma Genetics ®" (hereinafter referred to as EG) is a clue to solve these problems. EG is an analysis tool for "behavior" and "thinking" developed based on more than 20 years and profiling data of more than 700,000 people. From the results of the diagnostic test, the characteristics of the person are analyzed by "3 behavioral characteristics" and "4 thinking characteristics". If EG can be used to understand the characteristics of employees, it will be possible to communicate according to individual characteristics and create an organization that develops what they are good at.
The author is Noboru Koyama, President of Musashino Co., Ltd. To date, 457 people, including employees, part-time workers, part-time workers, and prospective employees, have undergone EG examinations at Musashino. As a result of internal communication and personnel allocation using EG, the top 100 retirees out of 222 employees have been zero in the last nine years. Furthermore, in 2017, which was the "employment ice age" for companies, Musashino said that up to the 25th unofficial offer, there were no declining offers.
This book should be read by managers who are suffering from poor communication with employees, personnel personnel who are concerned about staffing, and managers who are looking for ways to educate their subordinates.
The main points of this book
With Emma Genetics® (EG), a person's characteristics can be grasped by "4 thinking characteristics" and "3 behavioral characteristics". The author uses EG to guide subordinates, develop human resources, hire new graduates, review the division of duties, and realize the right person in the right place.
By knowing each other's profiles, employees can divide ideas and behaviors that are different from their own into "there is no choice because they have different characteristics."
In small and medium-sized enterprises, it is important to align four thinking characteristics within the team and create a “WE team” that has a complementary relationship. By doing so, you can approach your business from a wide range of angles.
What is Emma Genetics®?
4 thinking traits
Emma Genetics® (EG) is a diagnostic test that analyzes a person's characteristics using "four thinking characteristics" and "three behavioral characteristics." EG makes clear "what kind of thinking the person tends to think", "what kind of behavior the person often takes", "what is good and what is not good", etc. become.
"Four thinking characteristics" are represented by four colors, "blue", "green", "red", and "yellow". Looking at the thinking characteristics, it is a mechanism that shows the tendency of the person, such as "good or bad" or "like or dislike".
Blue (analytical type) is a type that thinks things logically, rationally, and objectively, and tends to trust the research results and data of experts. At the meeting, there are many comments such as "What is the reason?" And "Where is the cause?"
Green (structural type) is a type that emphasizes past experiences and thinks in order, and prefers to execute it reliably according to the rules. At the meeting, there are many comments such as "How do you do it?" And "By when?"
The red color (social type) is a type that intuitively determines who can solve the problem by consulting and asking, and tends to emphasize the relationship with the other party. At the meeting, there are many comments such as "What do you think?" And "Cooperate with everyone …".
Yellow (concept type) is a type that comes to mind intuitively, and I like to try new things and things that have changed. At the meeting, there are many comments such as "Let's try it for the time being" and "Like this".
There are four types of thinking traits, but they are not "one person, one". Everyone has four thinking traits. However, the ratio of what color to use and how much to use varies from person to person.
Thinking traits that account for 23% or more in diagnostic tests are called "explicit", and the thinking of that color appears prominently. For some people, two or more thinking traits can be 23% or more.
Three behavioral characteristics
EG classifies human behavioral tendencies into three characteristics. "Self-expression," "self-assertion," and "flexibility." Their strengths are indicated by a bar graph and are divided into three categories: "left side", "middle", and "right side". The "middle" means that it can be to the left or to the right, depending on the situation. Let's look at the details of each characteristic.
"Self-expression" is the strength of energy that "wants to convey one's feelings to others." People on the left are often the listeners at meetings. He doesn't show his emotions very much and doesn't like to get people's attention. On the other hand, people on the right side talk a lot at meetings and are comfortable with being in public.
"Self-assertion" is the frequency with which one feels "I want others to accept" one's thoughts and opinions, and the strength of energy. People on the left value the harmony of the group rather than their own opinions, and proceed with things carefully. On the other hand, people on the right side can have a pleasant discussion even if they have different opinions. It is also competitive.
"Flexibility" is the strength of your energy to accept different thoughts, situations, and actions. The person on the left is coherent and stable. On the other hand, people on the right side are the type that accepts the opinions of others and prefers to respond to changes.
4 points to utilize in management
The author uses the EG profile to guide subordinates, develop human resources, hire new graduates, review the division of duties, and realize the right person in the right place. There are four points that we are conscious of in order to create a "strong organization."
The first is that EG knows a person's "characteristics", not "ability". The EG profile is a tool for analyzing a person's tastes and tendencies, not their abilities. Therefore, the author also uses a tool called "Energizer" to measure the ability of employees.
Second, profiles do not determine the superiority or inferiority of employees. When comparing people with self-assertion of "95" (to the right) and people with "5" (to the left), at first glance it is easy to think that "95 is better", but that is not the case. People with a "95" are more competitive and work at a faster tempo than people with a "5". People with a "5" are more patient and do things more carefully than people with a "95". Both traits would be the person's strengths.
The third is to profile all employees (including part-time workers). After that, everyone's profiles are posted in the branch. By doing so, miscommunication within the branch office was reduced. That's because knowing each other's profiles allows us to understand and be considerate of each other.
The fourth is not only to profile employees, but also to make sure they attend seminars. Without a proper understanding of EG, one's strengths cannot be leveraged, organizational communication cannot be activated, and even negative consequences can occur.
For smooth communication
Communicate according to the characteristics
By using the EG profile, it is possible to provide guidance that takes advantage of the characteristics of subordinates. Change the way you say things according to the characteristics of the other party.
For example, let's think about a teaching method to make a person with two-color manifestation of "red / yellow" get an A rating. The person is not good at numbers. It is better to use social characteristics and to teach with emotional elements, rather than explaining in a rational way. For example, you can motivate yourself by giving guidance in a way that involves "people," such as "How do you think that you will achieve results that make Mr. XX happy?"
On the other hand, it is better to show objective data for people who are "blue". Let's calculate something like "How much is the bonus if the section chief gets an A rating, and how much is the department manager?" Then, the number will clarify how much the bonus will be by taking the A rating, and the action should change.
If you want to give guidance to a subordinate who has different characteristics from you, try using a person who has the same characteristics as that subordinate as a "practice table". "The next time I have an interview with a person with the same blueness as you, I'm going to say this, but what do you think?" "Tell me what the person with blueness is motivated to say." You should ask for.
"It can't be helped"
Looking at the profile of EG, you can understand that "your" normal "is different from the other person's" normal "", so the tolerance of human relationships is wide and deep.
Then, "dissatisfaction management" changes to "give up management". "Dissatisfaction management" denies and eliminates the other person's personality, saying "that subordinate is useless". However, if you know the profile of the other person, you can think that "that is the individuality of that subordinate (that's why it can't be helped)".
If you say "it can't be helped" and let it flow, you won't accumulate stress. Therefore, fights are eliminated and employees can get along with each other.[Must read point!] Create a "strong organization"
A combination of the president of yellow manifestation and the employee of green manifestation
From the consulting experience of more than 700 companies, the author noticed that companies that remain in the black tend to have employee profiles. That is, a company whose president is yellow and more than half of its employees are green is doing well. The reason is that in order to continue increasing sales and profits, both "change" and "stability" are necessary.
The survival of a company depends on how it can respond to changes in the market and customers. The president must identify the changes of the times and reshape the company according to the changes. It is the president's duty to keep changing without being content with the current situation. The president, whose thinking trait is "yellow manifestation" and whose flexibility is "rightward", "is sensitive to changes in the times and takes the next step promptly", so he can keep up with the changes.
The right person to carry out the changes made by the president of "Yellow manifestation" is the employee of "Green manifestation". A company can survive if they steadily do what is decided according to the guidelines and rules.
For example, at "Nagi Spirits Co., Ltd.", which operates "Wow! Boiled Ramen Nagi", the president of "Yellow manifestation" and the factory manager of "Green" who is the second manifestation play a role according to the profile. There is. The president is good at improving the taste and developing new menus. However, I am not good at continuing to make the same taste. On the other hand, the factory manager is good at not changing the fixed recipe. We can continue to provide the same taste to our customers because the factory manager continues to follow the procedure and manufacturing method.
"Two-stage sales" and "pair sales"
When developing a new business, if the customer's profile is known in advance, the contract rate will increase. For "blue manifestation" customers, a person in charge of "blue manifestation" may be assigned. Because they have the same manifestation, they can understand "how to explain how to move the other party".
However, in reality, we do not know the exact profile of the customer. That's why Musashino is increasing the number of new customers through "two-stage sales" and "pair sales."
The first is "two-tiered sales." Musashino's diving is basically done by "yellow manifestation" or "red manifestation" employees. If the customer who jumped in is "yellow manifestation" and "red manifestation", the other party tends to be interested in "new things" or "recommended by others", so we did a diving business. It may be a contract at that time.
On the other hand, customers with "blue manifestation" and "green manifestation" are unlikely to sign a contract for the first time because they judge things realistically. For such customers, employees of "green manifestation" and "blue manifestation" will revisit and change the way of explanation. Then, it is said that a response that was not available last time can be obtained.
In addition, two salespeople with different thinking characteristics may form a pair in order to take four approaches. If you work with "yellow / red two-color manifestation" employees and "blue / green two-color manifestation" employees, regardless of the type of customer's thinking characteristics, it will suit the other person. Can explain.
Complementary "WE team"
Musashino does not hire "excellent human resources". This is because if there is an exceptionally talented person, other employees will be depressed and that person will also be stressed. It is correct for SMEs to "gather a decent amount of human resources and create an excellent team" instead of hiring "excellent human resources". A good team is a "team that complements each other by taking advantage of their individual characteristics."
If you form a team by gathering members with thinking characteristics of "blue manifestation", "green manifestation", "red manifestation", and "yellow manifestation", all the characteristics can be covered, so build a complementary relationship. Can be done. At EG, these groups are called "WE teams".
It doesn't matter if the team is large or small. If you have four thinking characteristics in your team, you can approach your business from a wide range of angles. The blue manifestation makes a strategy, and the green manifestation is embodied. Red manifestation keeps the group in harmony, and yellow manifestation gives ideas. And, it is a mechanism that "interpretation" between members is performed by 3-color manifestation and 4-color manifestation that have multiple thinking characteristics.
Recommendation of reading
In the summary, I covered the details of Emma Genetics (EG), tips for smooth communication using EG, and how to create a "strong organization". In addition, how to hire new graduates who have the same values and examples of companies that have succeeded in creating a better organization by utilizing EG are introduced.
We hope that you will learn the concept of EG through this book and help build better relationships with colleagues, business partners, and customers.