Understanding Your Behavioral DNA | Stories With Traction Podcast

SHOW NOTES:

PODCAST EPISODE SUMMARY: In this episode, Ana Quinn and Matt Zaun talk about how understanding your “Behavioral DNA” will position you to be a better leader.

ANA QUINN BIO: Ana is the co-founder and managing partner of Imprint Talent Readiness, and she is also a Vistage Chair, where she and her husband, Chris, coach 180 CEOs and executives on how to be better leaders for their organizations.

For more info, check out Ana here:
https://www.linkedin.com/in/ana-rios-quinn/
https://www.imprinttalent.com/

MATT ZAUN BIO: Matt is an award-winning speaker and storyteller who empowers organizations to attract more clients through the art of strategic storytelling. Matt’s past engagements have catalyzed radical sales increases for over 300 organizations that range from financial institutions to the health and wellness industry.

Matt shares his expertise in persuasion with executives, sales professionals, and entrepreneurs, who he coaches on the art of influence and how to leverage this for profits and impact.

For more info, check out Matt Zaun HERE. 

 

*Below is an AI-generated transcript, which may contain errors.

 

 

Matt Zaun 

One of my favorite parts of being a speaker and speaking around the United States is I get to see different cultures within our country.

And I will tell you speaking in different states, different states, Regions can be different. There's different audiences and the way we present ourselves are even different.

And I've always been fascinated with sociology. What makes people tick? Why are there different cultural norms? In addition, I'm also fascinated by different leadership styles.

And as many people listening to this, you've seen different leaders, different shapes, different sizes, different styles. And it always amazes me, watching leaders that may be more funny, and then leaders that may be more serious.

And leaders that may be more reserved, and leaders that want to get loud, and they want to be engaging, and it always fascinates me.

But every once in a while, I get to witness a leader that people are drawn to. Someone that has an incredible high level of empathy, but has this ability to connect with people on a very high level.

I'm excited because today's guest is one of those leaders. Today I'm joined by Anna Quinn. She is the co-founder and managing partner of imprint talent readiness.

And she's also a VISTAGE chair where she and her husband coach 180 CEOs and executives on how they could be better leaders for their organizations.

Welcome, Anna.

 

Ana Quinn (vistagechair.com)

Welcome, Matt. Thank you so much for having me, Ana.

 

Matt Zaun 

Thank you for your time. I know you are extremely busy, so I very much appreciate your time today. And I'm really excited to unpack this.

And I just want you to know, so we, you know, we met in person a couple months ago, and I got to see you in action.

And I love watching people as they are inspiring people as they're encouraging people. They're trying to do everything they can to make an impact on people's life.

I love kind of sitting back and watching that unfold. And you had this ability to To really connect with people.

And I remember we were talking and you had mentioned a different element of behavioral assessments that you've taken and you have other people take.

And that may be one of the main reasons why you're able to connect with people on the level that you are, that you're able to.

But I want to unpack that. So, aside from the assessments that I'm really ability to connect with people the way that you do.

 

Ana Quinn (vistagechair.com)

Wow, that's a great question. I think it's, you know, it's experience. It's me observing other leaders and learning from them.

Learning what they do, how they do it, as much as how they either don't do it or why are they doing it that way, you know.

So it's learning from both spectrum. So, you know, being in the workforce for the many decades that I have been, I've seen a lot and I've worked in a lot of.

Different organization, so that's helped my education in my growth.

 

Matt Zaun 

Sure. I like how you say, ooh, some of the bad things that leaders do. there anything that sticks out in your mind where you've watched something unfold where you pause and you say, wow, I definitely don't want to do that or conduct myself in that manner.

 

Ana Quinn (vistagechair.com)

Yeah, I can recall being in meetings at times and I'm more of a reflector. like to kind of sit back and observe and kind of see what's going on.

And I would watch the behaviors with people and sometimes I would see someone either be like really direct or almost kind of put people down in the meeting and I would self reflect and say, oh my gosh, I hope I don't show up that way, or I hope I never come across that way.

And then I looked at other people and I've seen how they've inspired and how they really, you know, brought people together and achieved consensus and those.

People are inspiring to me. It's like, wow, I want to be like them when I grow up. How can I do more of that?

Because you see the impact. When people do something negative, you see people recoil and you see people almost shut down and feel dismissed.

then when a leader is inspiring or brings in the different perspectives in the room and appreciates the different perspectives and isn't the person who knows it all, that to me is inspiring.

There's consensus there because they're appreciating the different perspectives and bringing them all together to achieve better results.

 

Matt Zaun

So. That's a really good point. And I want to unpack the element of that reflector piece. And I don't want people to lose sight of this.

Because I really think it ties back to humility, right? we're humbling ourselves to put or at least allow ourselves to have that reflection.

And here's why I think that's so incredible. You're an extremely successful person. And you've been able to. What lot of people have never even dreamed of doing in the coaching world, right?

You literally are a leader of leaders. And it amazes me the level of humility you have to continue to learn, even though you've had decades of experience and learning.

So is there anything in your life that positioned you to have that level of humility or do you just realize that it's something we need as leaders.

 

Ana Quinn (vistagechair.com)

You know, that's a great question. I think the first thing that came to mind, Matt, when you asked me that question is my dad.

My dad was extremely humble. And he was always about bringing people in and listening to other people. And he always wanted to learn about everybody.

So I had a great role model in dad was actually on Cuban. So thanks to Esso for X on today.

Dad worked for Esso. He started as male boy in the. And worked his way up to become a controller.

And in 1960, when things were going on in Cuba, my dad and another gentleman were hands-to-liked to move to South Florida, move Esso there.

So I saw him through his career and whatnot. He stayed at Esso his entire life. He started as a male boy, retired as a controller.

So he was a role model to me about, you know, being accepting of everybody. You know, everybody brings something to the table.

So learn from others, get to know other people because you're going to learn from them. So I think that's what kind of inspired me.

 

Matt Zaun 

Yeah, it's amazing how as we unpack elements of our story, you know, how it directed us to make us tick in the ways that we do.

I'm always fascinated by that, especially the psychology of it all. We can look at our parents and grandparents and our family and see different instances of, hey, that's why I operate the way I do, which is

It's to me. It reminded me of my grandmother, my grandmother who went through the Great Depression. Never talked of the horrors of that error.

She only talked about what she learned. And she was such an empathetic person. know, my grandmother could connect with the janitor, she could connect with the CEO, right?

She had this incredible level of connectivity and empathy. And there's an element of that, that humility aspect, that empathy where we, maybe we've struggled with something or maybe we've gone through a tough time and we realize that other people are in that tough time and it just empowers us to connect with people on a much deeper level.

 

Ana Quinn (vistagechair.com)

So I appreciate you mentioning your father. Thank you for telling me about your grandmother.

 

Matt Zaun 

Yeah, she was quite the woman. She, I learned a lot about how to treat people with respect and dignity, because when it's all stripped away, right, like as what was happening with her and her family.

During the Great Depression, you lose a ton. A lot of people are in the same boat. So it doesn't matter what title or position, what house someone is in.

If they lose the house and they lose everything that they hold dear, it really brings it down to that human element where we are all people.

And it was just fascinating to learn from her. So there's a lot of stories that I learned from my grandmother.

So I very much appreciate that. So thank you for sharing elements of your family story. And as well. Do you think that you had mentioned that immigrant story?

Was that, do you think that was a big piece to work ethic for you?

 

Ana Quinn (vistagechair.com)

Yes, I think it was. My parents left. They left everything in Cuba. They literally got on a plane move to Miami.

And then they went back and picked up my tool to brother. So they came up with shirt on their back.

Grateful that he had a job, obviously, right? know, as so believed in him. So he was truly grateful for that.

And he started and I observed him growing up. And so I think it was at a core of what my work ethic is.

Don't complain. have many blessings. grateful and charge forward. And treat people with respect along the way because you need people.

And everybody brings something to the table. You'll learn from And everybody has their own story, right?

 

Matt Zaun 

Sure. It's a really, really good perspective. Yes, let's talk about that because everyone's different. The behaviors that we show are different in many ways.

so I want to talk more about something that we started to talk about a few months ago. I'm fascinated with this.

I really love diving into personality aspects and what makes us tick into our background. And you had mentioned elements of

The importance of behavioral assessments, taking leaders and get them to understand different elements of their behavior, what drives them, why do they act the way they do?

So let's dive in to this. So let's talk about the behavioral assessment that you recommended that I take and now that I've taken it, I recommend other people take, right?

So I took this assessment and engaged different elements of why I do what I do. Can you can you unpack elements of that force?

Why would leaders want to understand why they do what they do and why they why their team members do what they do?

 

Ana Quinn (vistagechair.com)

Yeah, let's back it up a little bit. It's the power of data, right? You took the assessment, took you less than five minutes and you instantly got a report and there's three graphs and it's data.

And really the premise of this assessment is that it measures what drives people and based on those drives, what do they need and how does that show up in behavior?

So these assessments are for the workplace. This isn't match.com type stuff, right? It's for the work environment. And if you could have data and that data would allow leaders to predict behavior at work, how powerful is that?

When you think about it, organizations use financial data to make predictions. They use sales data to make predictions. There's, you know, if you're in the biotech, whatever, you use research data to make predictions.

Our kids, your kids are younger, my kids are in their 20s now. They used to, you know, play on their Xbox and look at profiles of FIFA players.

They would look at the data of the FIFA players, right? To create the best teams. Well, why aren't organizations paying attention to their people data?

Their most important asset. Why aren't they looking at people data so that they can make predictions at work so that they can get the right place And in the right seat of the bus.

To change the law people to organizations have to make an impact in the world.

 

Matt Zaun 

All right, so this is so powerful. Okay, it's for so many different ways. And this why I'm so excited to talk to you about this.

See, I really appreciate the correlation. Well, the analogy, so to speak, regarding the financial data versus the power of data through the behavioral aspect.

Okay, so businesses can see what's happening in the marketplace and they can take those data points. And they can make investments in certain areas to at least position it for growth, right, the financial aspect.

Why would people want to unpack the behavioral data? everyone is talking how awesome their company culture is. And if they don't have a great company culture, they want to have a great company culture.

And a lot of that goes back to inspiring their team, really getting buy it. And I love what you're saying about the power of data because if you have teams that are filled with different people that have different.

Different behavioral norms, the way we're going to communicate that team to that team to those individuals are going to be different.

That's why it's so powerful to unpack elements of this data. So let's talk about that. Let's say different businesses take this assessment and let's say that they have a high percentage of individuals that fall into a certain category.

How can they use that data to drive their decisions and how they communicate with those employees?

 

Ana Quinn (vistagechair.com)

So understanding there, I often refer to it as what is someone's behavioral DNA, right? drives you, Matt, might be very different than what drives me.

And guess what? That's okay. So let's make sure that we put Matt in the right role to drive whatever those organizational goals are.

And let's put Ana where her behavior actually matches the behavior of the role that she is in. So, simple example, for those in the sales world, oftentimes here, there's a hunter where

I don't know if you're familiar with those two terms. you're in sales, know, the Hunter role is a role that requires somebody to be competitive, to be autonomous, to be independent.

You know, they love the competition. They're going out there to meet their metrics and to sell and to get the commissions.

And there's a competitive streak in them, right? The Hunter is more of a team environment consensus. I want to take care of the account.

I want to nurture the account. I want the account to be happy. We want to retain the account. You don't want to put a farmer in a Hunter role.

And you don't want to put a Hunter in a Farmer role. Why? You want people to operate at full optimization.

they love about, they love their role. They're energized. They're engaged. They're all in. Their gas tank is full. You know, if you put someone, if you put a farmer in a

On the under roll or vice versa, what you're going to do is deplete the gas tank because now you're asking someone to operate from a different behavioral perspective than what the job requires.

So I'm a farmer. My husband Chris who you know is 100. We're in business together. So what do we do?

We look at our behavior DNA. We were different in many ways. But think of the power of how we work.

We leverage our differences to be able to run a business together. So we actually said these types of roles actually did color coded swin lanes.

Okay, because I'm very high detail. And I said, Chris, you do these tasks because these tasks require the behaviors that you're naturally wired at your great because you love it.

So you're going to do it. I'll take these because these are these are tasks that require the behavioral DNA of how I'm wired.

So I'm aligned to those tasks. Does that make sense? that a good analogy?

 

Matt Zaun 

That was fantastic. would you say to individuals that think their role in the organization is better than others? What if you get a situation where the hunters feel that they're better than the farmers in an organization?

as a leader would you inspire people to understand that we need both of those elements?

 

Ana Quinn (vistagechair.com)

We need both. Hunter, go out and secure all of these accounts. Now, once you've secured, guess what? You're going to hand them over to the farmers and the farmers are going to help retain them.

So together, working together, diversity of perspective, diversity of behavioral DNA, but together we're going to achieve greater outcomes. The worst thing that could happen is that to Hunter is out there securing new business, handing it over to a farmer who's not interested.

And guess what? They're going to lose those accounts. So everybody loses. The Hunter loses because the reputation might be impacted.

Yeah, I'll buy from you, but then you can't sustain. Right? So there has to be that alignment of working together.

 

Matt Zaun 

Yeah, no, I like that. And also the hunter that really wants to bring in the business. And they get so excited about winning that could potentially lose it by not understanding the importance of the farmers in the organization.

So I think that's really important. Now what, what happens if there's a business that they have roles that are assigned to the wrong people?

What kind of action plan would you give them to? I believe it was Jim Collins in the book, Good to Great.

know, you got to get the right people on the bus and the right butts on the right seats on the bus.

Like what happens if you have the wrong people on the wrong buses? There's the wrong. Like what happens if it's a mess?

Where would you recommend a leader even start to unpack that and assign different roles?

 

Ana Quinn (vistagechair.com)

I would look at the behavioral DNA of the job roles and map that out. What type of behavior is

Just unique for designated types of roles. And then, you know, with the behavioral assessment, you can match it, right?

So we had a case where, you know, we worked with a local company here, and they were going, growing rapidly during the pandemic.

And at times, they were just hiring to hire to put people in seats. And I had one of their vice presidents call me up.

And instead of struggling, I'm struggling. I've got people that just aren't working in this role. And I said, well, did you do the assessment that you did this?

And goes, no, HR just hired these people, gave them to me. And I said, OK, tell me what the role is.

They took the assessment. I'll call you back in 15 minutes. So I mapped out the behavioral DNA of the role.

Called her back and said, let me guess. These are the two issues that you're juggling with these two people.

She goes, how did you know? I said, well, you've got two people who are very social and lack attention to detail.

And you've put them in a role where they need to be very interested. So, these are the behaviors you're getting and by the way, I can predict you're going get more of this.

So based on those gaps, you can either redeploy people and put them in a world that they're better or start coaching them and make them aware of where they're not aligned.

So you're now giving, know, I gave her the data. And she knew it was like a diagnostic, right, we gave her the data.

This is what you do with it now. So it gave her insights and it gave her an action plan of how she could better lead those two people so that they're successful because you don't want to lead to reprimand right.

And by the way, they want to be in a role where they drive. So how can you redeploy people in an organization and put them on the right to see the bus so that they get it and they want it.

And they're going to thrive, then they're going to be happy. Everybody's happy, happy culture, happy organization. And when everybody's happy, guess what?

Results are the outcome.

 

Matt Zaun 

It's a really good point. So are these roles, are these behavioral aspects so a part of us that we couldn't shift?

you had mentioned coaching. believe you're referring to it in a different way than this. But can a hunter be coached to be a farmer?

Can a farmer be coached to be a hunter?

 

Ana Quinn (vistagechair.com)

Well, what you could do with the assessment is it brings in self-awareness. And that's where leadership starts. mean, the word self-awareness is utilized.

was a study done in Harvard several years ago. And I think the outcome was 95% of the people thought they understood self-awareness and that they themselves, as leaders, were self-aware.

Yet the results show that only 15% were. Okay, so, you know, to me, the assessment kind of highlights. Yep, that's me, right?

It's almost creepy accurate. almost like profiles you to the team, right? But it starts from there. if you're, if one of your factors is high over here, your competitive, you're autonomous, you have an idea and you want to run with your idea because you think your idea is the right idea, right?

And as a leader, be careful, especially if you're leading the group of 10, are you not tapping into your team and bouncing off your idea with them and saying, do you guys think about my idea?

Or are you running off with your idea and totally dismissing your team's perspective? Great that you're autonomous, great that you're competitive, great that you're a visionary, great that you have great ideas.

But at what cost? not, you know, there's blind spots, I should say, right? Where are your blind spots? And as a leader, we have to know what our blind spots are.

So that we can flex. And so it starts with that premise of self-awareness. And that's where leadership starts. you self-aware, not only of your own style, but of the impact that you're having with others?

And then you can work on that. Okay, what do I have to work on? And where do I need to become more aware so that I can be more understanding and flexing?

You know, oftentimes we grew up with the golden rule, right? Do you want to other says you want to be done on two?

So how do I need to talk to Matt? Because Matt's wired differently. How do I need to talk to Chris?

He's wired very differently. How do I need to speak to Sally? Because they all have different drives, different needs.

So I have to be very flexible in my leadership. And be sensitive to that because I want them to be happy.

I want them to achieve their all. It's not about me being a leader. It's about how can I best help them too so that they achieve.

And you pass the baton, right? And then the cycle continues. That makes sense.

 

Matt Zaun

I love that. It's like being vanilla, right? goes with peach cobbler and it goes with chocolate drizzle, right? We have to be vanilla.

I love that being chameleon. So to dive deeper, just so people can get an understanding of the different aspects of the behavior.

What are some of the names, if you will, that are associated with different behaviors?

 

Ana Quinn (vistagechair.com)

So, you know, we've talked a lot about the person who's autonomous and whatnot. The opposite of someone who's autonomous is someone who's all about the team.

It's all about consensus. They have an idea and they want to bounce it off. Other people come up with the best idea.

Another factor is what's your preferred method of communication? There are some people who I like to say. They speak without a filter, meaning as they're ideating, they're cutting it loose, and they're kind of creating their idea out loud, they're vetting it out loud.

Other people are more introspective. Right, there's someone's talking about an idea and you can see their brain cells churning because they're analyzing the idea and they're chewing on it, so to say.

Right. Some people look thrive on change. They're very intense. You can see in their work style the intensity that they work at.

They love variety. They like to juggle 50 million things and change. They're like the instigators of change in their organization.

Yet there's others that are more about predictability and steady eddy. I want to say those are the marathon runners.

Steady eddy. I'm going to run these 26 miles up the same face. Don't rock my world. Don't change my priorities 10 times a day.

You want me to change. Tell me why I'm not going to change because you say so. So the messaging is different.

Then there's some people who are all about. Structure, detail, orientation, right and wrong. We need an SOP. We need rules for that.

Hey, you're not following the rules. And there's other people that say, hey, rules are guideline. They don't apply to me.

I need flexibility. So if you understand those factors, and some people are risk-averse, some people are open to risk.

So if you understand that, you're going to approach and communicate differently. You're going to reach decisions differently because you're understanding the perspectives that are coming in.

My husband and co-founder of the business, he's open to risk. He's more of a strategic visionary type person. Yours truly is more about risk-averse.

So we can either drive each other nuts, or we could love her. So when he pops into my office with this big idea, I put on the oxygen mask.

I go to all your companies, and I have a big idea. I start turning that big idea into the tactical.

Okay, what do we have to do? Have you thought about this? think about that? get it done. Right? So different roles.

If it wasn't for his vision, we wouldn't be where we are today. I certainly would not come up with this vision.

So that's an example of let's leverage our differences. Let's find our strengths and let's respect those differences. Because they're both good.

It's not whether one's good and one's back. They're both.

 

Matt Zaun 

Yeah, that's a really good point.

 

Ana Quinn (vistagechair.com)

How do you leverage that?

 

Matt Zaun

Sure. So let's unpack, just so people understand this even more, let's unpack elements of the assessment that I did.

So, and I highly recommend people take this assessment at the end. And I will mention where you can go to get this assessment, but I did the assessment and I came out as a controller.

So let's talk about that first. You know, I don't know if I like that name, but it goes back to me.

Wanted to control the situation. So let's talk about controller. Detail-oriented, that fits me to a T. And then I read through here, there's a multiple-page document that breaks down different things about what I excel at, different things that I should be mindful of, and it goes through that.

So let's talk about a controller. So if someone listening would fit into that controller box, what are some of the things that they would know that they have, or maybe their spouse would know that they have?

 

Ana Quinn (vistagechair.com)

Okay, so a control, there's 17 profiles, just take a step back. There's 17 total profiles. They're all good profiles.

They just all map out what is your behavioral DNA. controller is someone who is independent, they like autonomy, they have an idea, they like to run with their idea.

High-detail orientation, which means they like the structure. They're a rules maker and follower, right and wrong. Strong attention to detail.

They're okay with looking at the detail. It's natural for them. Controller also likes change. So you like variety, Matt.

You like to juggle 50 million things at the same time. Change is okay for you. And you operate at a high level of intensity.

Right? mean, think about all the things that you do and how busy you are and you're flying all over the place.

That's okay for you because you like the variety. You like to change all the different people that you need.

What's interesting is one of your factors is right smack in the middle in one of your graphs. You're like me on that.

And in that factor, that one is your preferred method of communication. Right? So at times, Matt, you can be more outspoken and persuade kind of speak high level.

I always say, you know, at times you can speak without a filter. So as you're speaking, you're ideating and it's coming out, right?

And you're kind of framing that idea out loud. But at times too, Matt, you can be very reflective. So you need time to

I time to analyze. And that's, that's, you know, the controller. The other things that you can learn about a controller is that they tend to be risk averse.

Is that correct? Are you risk averse? 100%. Okay.

 

Matt Zaun 

I only, I only take calculated risks and they need to be highly calculated for me to take the risk.

 

Ana Quinn (vistagechair.com)

Right. you're more risk averse. You are more formal in your approach. When you, when you, Proteople and you're communicating, you're, you're more formal.

You're, you're a stickler for rules. You're, you're very cautious with rules. You respect rules. And you can also be very task oriented.

Got to get this done. So that's more of the controller profile, but very analytical. And that's why. But I must say, when people get that, they don't like the word controller.

But that's okay. But it's a good profile, Matt. It's, it just it maps out your. Your name. You know, you're independent, you're autonomous, you like change, like variety, you're all about structure and detail orientation, yet your preferred method of communication is flexible.

You can either ramp it up or you can be more reflective and analytic. Is that sound like it?

 

Matt Zaun 

It does to a T and I want, I want people to recognize how they could use this to benefit them.

So as I took the assessment something really simple. It's really important when it comes to business, my business, when I want people to understand this.

So Ana, you mentioned structure, yes, I am a highly structured person. I work within systems. I like building systems around different aspects of business and I like working the systems.

One of the huge drawbacks to my profile, if you will, something that I've struggled with and I've battled for years, but it's so important to recognize.

Stand the unbelievable importance of creativity in business, but it's something that I've struggled with for years. And I want people to understand.

So if they have this controller profile, they may, they may be struggling with creativity as well. So for me personally, I had to work at this and I had to work at this because that's how innovation is birthed in business.

That's how we have all these different ideas and we can go and there's all these different projects and new clients we can serve.

We have to be creative in order to do that. So it is like sometimes it's like pulling teeth for me to create new initiatives.

But once they're created, I'm going to build systems around them and I have all the structure and it's going to be great.

It's building it out that can be agonizing for me. So for someone that has, and when I say I struggle, then I've worked on it, for four years, I did improv comedy just so that I can try to get my mind in a creative state, right?

Because I've recognized one of the The most challenging aspects of me was my ability to get in that creative state, which I needed to change.

So if anyone else is listening, is that highly structured person, but they're also really struggling to get out of their serious systematic approach and embrace creativity.

What would you recommend to someone to do if they're not willing to do four years of improv comedy?

 

Ana Quinn (vistagechair.com)

Honestly, I mean, who else do you for having self-awareness, right? Of that. Oh, hey, I have these strengths and I have these blind spots.

mean, I would some, I often tell people, partner up with someone that's different in you because you can learn about them and how they're creative or maybe they can inspire you by saying something, right?

An idea. And then you go build it. Right. I mean, I've been surrounded, know, again, my husband, know, he's very creative.

You know, he's always thinking big picture. I always have to pause because I can't. Think big picture. He's more strategic.

I'm more than tactical. It's like, OK, tell me what your dream is. Tell me what your vision is. Because my strength is I'm going make it a reality.

Because that might be a behavior of wiring. All pay attention to the details. All build the structure. And that's where, you know, oftentimes I talk a lot about diversity of perspective or diversity of DNA and surround yourself with people who are different than you from a behavioral DNA perspective.

Because that's where you build the strong team. If you put, you know, a bunch of, you know, same people on a team, everybody's going to jump off the cliff, right?

Because they're all thinking big picture. Hey, this is great. Here's our big idea. No one's thinking about whoa, on, Tom, or total, right?

You have to think about this, this and this. So where are the checks and balances? And that's what, to me,

The behavior of the diversity of the perspective of the behavior on a team is what makes the team strong, while allowing you to learn from other people.

And then you can achieve. If everybody's cut from the same cloth exactly the same way, you're going to get one way to do it.

Versus multiple ways and that's where a leader can really embrace and lead their team to draw out the best in others.

So that they in turn can be the best of themselves have the self awareness and achieve the greater results and then everybody's happy.

You have a thriving culture because people are coming from a point of respect and understanding. If I'm wired one way and I understand that I have self awareness, I'm not self awareness.

Hey, Matt's wired differently. So let me understand that and work in mat and I flex to best communicate best reach the decision that we need to invest work.

And appreciate our differences for the greater good.

 

Matt Zaun 

Sure. Are there any of these 17 profiles that there's an inability to lead?

 

Ana Quinn (vistagechair.com)

No, they can all lead. They can all.

 

Matt Zaun

Are there any of these profiles that would potentially hinder someone in certain roles in an organization?

 

Ana Quinn (vistagechair.com)

No, where it might hinder is that that person, if a certain profile is in a job that is not wired to be aligned to that profile, then that gas tank will be depleted.

And you'll have someone that's not happy, not aligned, not engaged, and they're out of the work. Or they're just not performing because they're not wired to do that kind of a job.

Wow.

 

Matt Zaun 

Yeah. Well, it's important for people to take this assessment so they understand the inner workings of their organization. and thank you so much for your time.

I appreciate everything you brought to the table, all these different elements. got three different takeaways that I'm going to process even after this conversation that my key takeaway is I really appreciate you mentioning the power of data.

It's so important. I appreciate you mentioning just like businesses will analyze financial data so they understand where to put money.

We need to analyze the different data within our organization. What makes us tech. I appreciate that. I also appreciate the background.

background, the background. I appreciate the I appreciate it. I appreciate the background.

 

Ana Quinn (vistagechair.com)

appeared of the programs place they can go. Get that information. They can find me on LinkedIn, Ana Rio's Quinn, and it's Ana with one end or they can go to our website at www.imprinttalent.com.

 

Matt Zaun

Perfect. I will include those in the show notes. People can just click and get to your LinkedIn as well as your website.

But again, thank you so much, Ana.

 

Ana Quinn (vistagechair.com)

very much appreciate your time today. Well, thank you, Matt. really appreciate it. I'm glad that our paths crossed several months ago.

 

Matt Zaun 

It's truly a gift. Likewise, I appreciate it.