What I’m about to share with you is heresy, but it is also now a scientific fact. Natural’s exist. Not only do they exist, everyone, barring genetic impairments, has the ability to be one. Natural’s are the most powerful and productive category of employees, they consistently deliver results in excess of 2.2 times the market average, regardless of the industry or position. What impact would it have on your organization, business, or workgroup to have a team of them?
What has been dismissed by academia and quietly held by hundreds of thousands of managers around the world as the key to their success are Natural’s. The concept of Natural’s is about to enter the mainstream of corporate America and change the criteria on which people are hired and transform the cultures in which people work.
Through a new area of study in the psychological community called, adaptive unconscious profiling and its application to employees at all levels and sizes of companies, it has been discovered that not only do Natural’s exist, all human beings are a Natural at something and have the ability to produce world-class results, barring those who are genetically challenged.
Through adaptive unconscious profiling, we now know all humans are born with a genetic profile, natural performance profile, and void of life management skills and emotional competencies, each playing a fundamental role in an employee’s ability to produce world-class results in the workplace. Genetic and natural performance profiles cannot be changed and after the age of 18 life management skills and emotional competencies cannot be altered or added at the autonomic level.
Genetic profiles are an individual’s innate physical or anatomical capabilities. Virtually, all positions have a physical element. The degree to which an employee’s genetic profile is in alignment with the optimal genetic profile for a position will in part dictate the level of results they will be able to achieve the consistency with which they will achieve those results.
An individual’s natural performance profile consists of seven elements:
- Intellectual profile
- Personality type
- Dominant communication channel
- Value orientation
- Talents or natural endowments
- Life directive
- Dream and gift profile
It defines what an individual has the ability to be a Natural.
All positions have a natural performance profile. The more in alignment an individual’s natural performance profile is with the profile of the position they are performing the higher the results. Conversely, the opposite is true, regardless of experience, academic profile, and companies worked.
On the natural’s performance scale there are eight performance levels: new to the position, not yet skilled, skilled, talented, natural, developed natural, top 1% and best there ever was. There are four levels of natural’s ranging from talented to the best there ever was. Natural’s consistently produce results in excess of 2.25 times the market average in non-performance inhibiting environments and 12 times the level of entry level employees, have access to innate knowledge, and cannot explain how they do what they do.
Organizations and departments which produced world-class results in highly competitive environments were consistently found to be largely comprised of varying levels of natural’s, as defined by 60% or more. Conversely, organizations producing market average results were found to less than 20% of their workforce classifiable as natural’s.
While all human beings are born with a genetic and natural performance profile they are born void of life management skills and emotional competencies. There are 90± categories of life management skills and emotional competencies. They dictate the frequency and level of personal problems, which have been identified to be the root cause of over 93% of employee problems in the workplace and are the number one contributor to a performance inhibiting environment.
Life management skills, in large part determine the level to which an individual will be successful in the workplace, relationships, and community in which they reside. They are not innate and the degree to which one has a complete set is dictated by four variables: experience, rearing environment, time with primary programmers and quality of programmer content. Of the four variables time with primary programmers, i.e. mother, father, and grandparents is the leading indicator of the probability of near to complete to complete sets of life management skills and emotional competencies.
Life management skills are the basic physical and emotional skills required to live independently and successfully in a country, region, community, and neighborhood and be successful in life. There are ninety ± categories of life management skills. They vary by country, region, community, neighborhood, and religion. They are commonly known as common sense.
The level and quality of life management skills, emotional competencies and knowledge dictate the frequency, severity, and level of intensity of personal problems. They determine the degree to which an individual succeeds or struggle in life, in work, key relationships, and rearing children with near to complete sets of life management skills.
Inadequate and/or unaligned life management skills and emotional competencies are the #1 cause of employee problems in the workplace and inhibitor of human performance. Survey’s by Gallup/USA Today and the world leader human resource consulting, Hay/McBer, have consistently found over 90% of employee problems in the workplace have nothing to do with the company or its employee’s ability to execute their jobs. Over 90% of employee problems are the result of personal problems.
A personal problem is any issue in an employee’s personal life that inhibits their ability to be timely, maintain focus, work well with others, not interrupt and/or lower the productivity of others and/or display the appropriate values and level of integrity. They are a function of inadequate and/or unaligned life management skills and emotional competences.
The collective level and quality of life management skills are classified into four levels: complete, near to complete, incomplete, and problematic. The level and quality of an individual’s life management skills and emotional competencies are virtually invisible to the naked eye, unless they are at the lower end of the problematic category or aligned with a different country and/or region.
Individuals with problematic sets of life management skills and emotional competencies have levels of personal problems that impact their ability to perform their job optimally 8 or more times per month and negatively impact the performance of those with whom they work; employees with incomplete or normal sets have personal problems that impact their ability to perform optimally 2 to 7 times per month and those with whom they work; employees with near to complete sets have levels of personal problems which impact their performance and the performance of those around them less than 1 time per month and not impact the performance of others; and employees with complete sets do not have personal problems to the level which impacts their ability or the ability of those around them to perform optimally.
Life management skills, knowledge, and emotional competencies are supposed to be acquired from primary programmers (mother, father, grandparents, and self), and secondary programmers siblings and friends, teachers, environment, and experiences. They are acquired between the ages of birth and 18 years of age and programmed in adaptive unconscious centers of the brain.
In the mid 1940’s the United States government and Corporate America launched a series of workplace initiatives that fundamental altered the parental programming model in America. In particular it altered the amount of time parents and grandparents spend with their children and grandchildren.
These changes included increasing the percentage of mothers in the workplace, number of hours fathers worked and length of commute, and programs for older employees to retire and pursue the good life in second homes and active adult communities away from their children and grandchildren.
These initiatives altered the basic life management skill and emotional competency programming model in America and resulted in an increase in corporate productivity and the physical quality of life of employees. However, it also resulted in a fundamental shift in the distribution of employees with problematic, incomplete, near to complete and complete sets of life management skills and emotional competencies. This shift resulted in an increase in personal problems which impact performance and the performance of others from 15% to 20% to over 90%.
Coincidently, leaders in the relationship and family counseling community including, Phil McGraw (Dr. Phil), Dr. Laura Slazenger, and Dr. Neil Clark Warren have consistently found over 90% of problems in people’s personal life are a direct result of inadequate and/or unaligned life management skills and emotional competencies. The most significant evidence of this fact lies in the American divorce rate, which has increased from less than 20% in the 1940’s to over 50% in the 1990’s.
Today, while estimates range, the distribution of Americans in the workforce with problematic, incomplete, near to complete and complete sets of life management skills and emotional competencies is 20%, 40%, 30%, and 10%. Conversely, in the 1950’s the estimated percentages were 10%, 10%, 30% and 50%. In just 60 years, the percentage of employees with near to complete to complete sets of life management skills and emotional competencies has declined by over 50% and is continuing to do so.