Page 47 - Company Excellence

Matching always needs self‐(er)knowledge and knowledge of human

• The individualistic value: Power, leadership and career
are in the foreground for people with a high individualistic
value. They want to exert influence, gain prestige and stand
out from others. They have ambitious goals and implement
them with clever strategies. They do not develop deep
relationships with other people because they are primarily
concerned with themselves.
• The traditional value: people with a high traditio-
neal value are guided by firm convictions. They are committed
to these convictions. Therefore, they do not like change, but
rather insist on their worldview. They try to understand the
higher meaning of life and are therefore mostly interested in
religion or philosophy.

Perhaps you can already guess the references to matching and to the
ability to assess whether people or "people and position" or "people
and activity" fit together. The first reference: Suppose a person with a
predominant social value would work as a scientist in a research
laboratory. Certainly, the scientist would be concerned about the
welfare of his colleagues - but would that be enough for him? Wouldn't
he be more satisfied with and in an activity in which he could directly
experience how people benefit from the results of his science
because they make life more pleasant for these people? In any case,
my experience says: Only if our work corresponds to our inner values,
we are really enthusiastic about it. And only then are we willing to
apply ourselves, to get involved and to fight, and we won't give up
right away at the first professional disappointment.
Let's move on to the second reference: By thinking about and
assessing - with the help of your knowledge of human nature -
which of the values mentioned above drive your employees and
lead to

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