P A E I Result & Summary

Company: ABC
Position: Director

Name: ABC
Date: 01-Jan-2010

PAEi

1 PERCEIVED PRIORITIES
This relates to your managerial behavior i.e. towards where you usually put your emphasis or what
are your most important tasks.

P 25 =

A 25 =

E 25 =

I 25 =

Produce results
individually

Administrate

Entrepreneurship

Integration

Get the daily things done

Data registration

Initiate new
ventures

Coordinate

Fast problem solving

Analysis

Get going

Motivate

Serve internal and

external customers

Thinking

Improve workday

Agree/accept
objectives and plans

Control

Plan the future

Develop employees
and dept

TOTAL
100%

PAei

2 PERSONAL / PSYCHOLOGICAL DRIVING FORCES

This relates to your personal motives i.e. towards what means the most to you or provide you the
greatest satisfaction.

P 31 =

A 31 =

E 25 =

I 13 =

Need for achievement

Need for stability and

order

Need for change

and accept ideas

Need for affiliation

Result orientation

Analytical sense

Creativity

Human Understanding

Energy

Coolness

Need for risk

taking

Empathy & intuition

Will

Thoughtfulness

Business Intuition

Politics

Focus

Sense of figures

Visionary

Flexibility

TOTAL
100%

3 JOB PROFILE
The management style that is best fit to meet the demands of the position being sought.

TOTAL
100%

How To Tell if Someone is PAE or I

It is important to realize that PAEI and I are abstractions, and that they very few people fit completely
into one category or the other. Most of us have one dominant type and a secondary type, and can
perform the roles of all four types if necessary. However, if we reduce these four types to stereotypes,
it becomes easy to tell them apart. Lets imagine we were interviewing a job candidate. There are
many little signals that might indicate their dominant type.
Before Meeting
P

Resume

Utilitarian, brief

Lengthy, detailed

Colored paper,
special font, stylist
layout

Full of reference
to group
achievements

Creativity (as noted

on resume)

Absent

Low

Very high

Medium

Sports choices (as

noted on resume)

Aggressive sports
skiing, hockey,
football, tennis

Passive sports
cross country
skiing, baseball, golf

Stylish sports
Scuba diving,
parasailing

Communal
sports
Volleyball,
soccer, water
polo

Handshake

Firm

Limp

Enthusiastic

Lingering

Manner of Speaking

Direct

Quiet

Dramatic

Responsive
Smiles, nods

Clothing

Straight and
basic

Very conservative

Noticeable Natty or
trendy

Wedding band

Jewelry (male)

Non, or just
wedding band

Wedding band

Rings, bracelets

Wedding band

Jewelry (female)

Wedding band,
modest diamond

Wedding band, small

diamond

Ostentatious, large
diamond

Follows the
current fashion
dictates

Energy level

Very high

Low

High

Medium

Personality

Intense, focused

Low key

Charming

Likeable

View on meetings

Waste of time

Useful for
clarification

Likes to call/ chair

meetings

Loves to
participate

View on training

Valuable, but no
time for it

Crucial

Likes to train others

Yes, as long as
its a group
event

Excels at

Getting it done

Building & Preserving

order

Ideas & projects

Getting
arrangement

First Meeting
I

Conversation or Interview
I

On Knowing the Person Better

P

Skiing behavior

Down to the
bottom quickly

Cross country skier

Hot dog, jumbs

Int the lodge by

the fire

Dancing (male)

No

Slow ones

Samba, Rhumba, on
table

Line dancing,
square dancing,
conga line

Response to attack

Dictates

Withdraws

Counter-attacks

Submits

Conflict

Annoyed, all
should focus on
work

Avoids

Uses as tool

Fosters it subtly

Home

Modern,
efficient

Modest

Best street, best

builder

Extra bedroom,
family room

Office

Functional

Neat

Disorganized, awards

Pictures of
people

Focuses on

What?

How?

Why not?

Who?

Typical complaint

Theres no time
to do anything.

Theyre doing it
wrong.

Theyre doing the

wrong thing.

They didnt
understand.

Response to Change

Bottleneck let
me handle tings

No!

Create more change

Lets wait, the

time isnt right.

What likes to see in

others

Hard work with

no complaining

Controlled,
meticulous, respects
rules

Activity, enthusiasm,
creativity

Powerful
networkers who
get along

Decision making

From the hip

Cautious avoids
the new

Proactive, but no
follow up

By consensus

Communication

Info shared on a
need-to-know
basis

Low key, dense

content, not shared

Much info sharing

will not write it down

Avoids going
against
consensus

Preferred
Subordinates

Go-fers who do
what theyre told

Yes-Yes people
who dont rock the
boat

Applauders who
respond to their
charisma

Informers who
keep them
appraised of
political winds

Action with team

Expects 110%

Never forgives
transgressions

Likes audiences

Dislikes those
who dominate

At Work
I

Understanding Your PAEI Management Style

The fundamental role of management for any team, function, division or company can be defined by just four
basic functions or roles. If a company is able to develop the four roles, then it will achieve success in both the
short and long term.

Producers (Paei)
Producers focus on producing results for customers and the organization. These people usually have two
qualities:1. Technical knowledge of what needs to be done, and
2. Persistence and Drive to see it through
Such people are driven by the need for achievement (they fear failure), work very hard and
provide the energy to make things happened in the organization. People call producers
workaholic as they come into office early and leave late. They are also called Lone
Rangers or Crisis Managers. They prefer to the point conversation and are usually loud,
fast talking and abrupt. They dominate or take charge of situations to push things at a
quicker pace.
When Working With Producers,
1.
2.
3.
4.
5.

Get down to business quickly.

Begin with the end, The purpose of this meeting is toBe prepared to prove the value of this purpose.
Move rapidly, slow down only when asked to.
If you need help from this person, escalate to a crisis and point out their indispensability to the task.
Demonstrate your initiative by doing things before they ask for them.

Administrators (pAei)
They usually focus on systems, policies, procedures and processes within the organization. They come to work
on time, usually quiet and careful with the choice of words. They keep low key and like to use facts to prove
their point. They manage by the book.
Administrators are usually analytical and detailed people and as such they pay attention to
detail, follow through and think in organized ways. They are good in developing and follow
through systems. Therefore, they tend to correct problems by adding new rules, policies,
systems or procedures.
They like and / or promote people for getting things under control, are steady and reliable.
People call high administrators Bureaucrats. They are slow to move and tend to follow precedent.
When Working With Administrators,
1. Lay out the plan as to what and how you want to proceed and get to what and how you want to proceed
and get their buy-in up front.
2. Start with the historical perspective and logically outline all the facts and circumstances in detail. Be
prepared to prove them.
3. Speak slowly and without undue emotion. Do not push for rapid decisions.
4. Collect objective and needs for additional information at each step. Stop and come back later if you
collectively discover any big holes.
5. Provide ways to minimize risk. Show where and how it was done before, develop worst / best case
scenarios, discuss warranties or guarantees, etc.
6. Do not use clever gimmicks, tricks or traps to prove your point.
7. Do exactly what you said you would.

Entrepreneur (paEi)
Entrepreneurs, like to focus on future opportunities and threats, what changes to make, longer term and the big
picture and can generate new ideas to improve methods, products and business easily.
The provide energy for, and insights to, needed change for the organization. They are catalysts for
needed changes in organization.
Their style is creative, charismatic. They are creative, flexible, courageous
and comfortable with risk and ambiguity. They have the ability to see things
that others cannot see plus the willingness to believe in their foresights and
undertake significant risks.
On the flipside, they tend to be unpredictable, flamboyant and trendy. They can be very
charming, excitable but have strong mood swings. When angry or pressured, they may
attack and become insulting and personal. They make decisions fast and can change their
mind later.
Their strengths can be their weaknesses and may make them appear arrogant, ungrateful, unrealistic and
paranoid. Under such extreme behaviour, people call them Arsonist.
When Working With Entrepreneurs,
1. Be excited. Start with the big picture and be visual in your presentation.
2. Never go into the details unless asked to, but have them ready just in case.
3. Be sure to give opportunity for input at all stages, I m not sure, what do you think? Applaud their
ideas and use them somehow.
4. Always give them options so they can make the final decision their own. Be prepared, their decisions will
invariably be slightly different than yours.
5. if they appear to have decided something, check to see if they have really decided or are just thinking
out loud. Get any decision made down in writing within 24 hours.
6. Be extremely careful about demonstrating your initiative by doing without their consent. Your good
intentions may be seen as a mutiny.

Integrator (paeI)
They focus on feelings, people and relationships issues (morale, cultural, consensus, etc.) They are good in
helping to connect and build teamwork to get producer (P), Administrators (A) and Entrepreneurs (E) and
Integrators (I) to work synergistically for the organization.
They are sensitive to people, the climate and group possess in their place of
work. Therefore, Integrators tend to be excellent communicators and are
good at listening.
They are slow-paced, open, caring and usually show interest in other
peoples personal lives. They tend to make up their mind when the team
consensus is clear. Their offices are warm and inviting and have lots of
people pictures and other mementos.
In extreme cases, they can be spineless, wishy-washy, sentimental and
doing things for their own self-interests. Such style represents a Superfollower.
When Working With Integrators,
1. Warm-up, show interest in their personal life. Take time to identify their personal objectives.
2. If you want to motivate or change this styles mind, discuss the feelings and opinions of others in
positions of authority.
3. Dont rush or push for rapid decision. If you must make a fast decision, be prepared to prove
commitment from others.
4. Be sure you have done your homework and that your supporters will back you up when questioned oneon-one.

PAEI Orientation of Typical Positions or Functions

JOB FUNCTION / POSITION

SUGGESTED PAEI PROFILE

Accountant

pAEi

MIS / IT Manager

pAEi

Chief Executive Officer

paEI or PaEi or PAei

Sales Manager

PaeI or PAei

Credit Controller

pAEi

HR Manager

paEI

R&D / Marketing Manager

PaEi

Production Manager

PAei

Project Manager

PAei

Treasurer / Corporate fin

PaEi

Trainer

pAEi

Personnel Manager

PAei or pAeI

Warehouse or Store

PAei

Chief Operating Officer

PaEi or PAei

Customer Service Manager / Executives

pAeI or pAEi

Quality Assurance

pAEi

Sales Engineers

PaeI or PAei

Internal Auditor

pAEi

Operations Manager

PAei

Project Site Manager

PAei

Production Planner

pAEi

Purchasing Manager

PaEi or PAei

Note:
Most people would have two dominant styles in their natural PAEI profiles. If a particular job profile (eg: PaEI)
closely matches the candidates profile (PaEI), it would likely enhance the success of that recruitment or
promotion or job re-assignment.