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Interview on values. Questions to identify your values. Before you start the interview

It would seem that what could be easier than conducting an interview? I asked a few questions, listened to the answers, and politely said goodbye.

But in the work of HR managers, there are many different techniques and technologies, which are often not as simple as they seem. For example, conducting competency interviews.

What it is?

Competency identification interviews are one of the most commonly used types. In various sources you can also find the name “behavioral interview” or “behavioral interview.” Whatever the name may sound, the purpose of this method is identify the real skills and competencies of the applicant, since the work experience indicated in the resume does not always correspond to reality.

Competence is a skill, characteristic, or ability of a person to effectively perform his or her job.

This type of interview allows you to create a scale for assessing the manifestation of indicators of the candidate’s competencies based on an analysis of the situation in the past, that is, questions are asked not about hypothetical and possible problems, but about real situations that took place in the specialist’s past activities.

The sequence of questions provides an opportunity to discuss with the applicant all the important aspects of the situation as they relate to it in itself, the problems he tried to solve, the actions he took and their results, as well as the conclusions that were drawn from the experience.

As a rule, this method is not the only one when conducting an interview, especially if a person is applying for a responsible or top position. The following types of interviews are conducted together with behavioral interviews:

biographical;
motivational;
case interview;
assessment of the candidate's motivational factors.

You can learn how to prepare a plan for this interview and how to conduct it from the following video:

In what cases is it used?

This type is used not only when hiring. There are other situations in which it turns out to be indispensable, for example:

forming teams to perform work within a separate project;
employee career planning within the company;
personnel rotations, etc.

How to do it correctly?

When introducing behavioral interviewing into your interview toolkit, you need to do some serious preparation. First of all, it is necessary to form a competency model, depending on the compliance of which the question of whether a specialist is competent enough will be decided.

A competency model is a set of qualities and characteristics that is adopted as a standard when assessing an applicant. Moreover, it will be different for each position.

To compile a model, it is enough to highlight 6-10 characteristics inherent in a particular position. For example:

All qualities have their manifestations. For example, teamwork is manifested in the fact that a person tries to complete his task with colleagues, shares his experience and is fully involved in the work of the team, puts the interests of the team above personal ones, is ready to replace a colleague if necessary, etc.

Effective interaction implies that the candidate rationally argues his point of view, listens, monitors the interlocutor’s reaction, asks questions, convinces him during the dialogue, changes his point of view, etc.

The set of characteristics is determined based on the organizational and cultural characteristics of the company, the management style of management, etc.

It's important to note that the necessary competencies may be present in candidates to varying degrees of manifestation. For example, the characteristic “oral and written communication” can range from “speech is unintelligible (due to diction, pace, volume)” to “has good speech, pace, diction and volume are pleasant to hear.” You should determine how important this skill is for a specific position, because the requirements will be different for a call center operator and for an accountant.

The next stage: compiling a list of questions that need to be asked in order to identify each quality. Please note that the interview has a time limit, and each question is allocated from 1 to 5 minutes. This will allow you to correctly calculate their number.

Once the questions have been compiled and structured, you need to create an assessment form for the candidate, in which, after the interview, it will be possible to rank his answers and identify their compliance with the competency model. A five-level rating system is usually used:

ND- The applicant has not demonstrated any proficiency in this skill.
0 – competence is not developed: negative manifestations of this characteristic are demonstrated, positive manifestations are not presented.
1 – level “below average”: mostly negative indicators of competence are shown, however, there are also positive ones (about 30%). Quality is in the development zone.
2 – average level: positive and negative indicators were shown in equal proportions.
3 – level “above average”: along with positive manifestations, negative ones were also identified (about 30%).
4 – skill level: The maximum number of positive behavioral manifestations is demonstrated, competence is demonstrated at the highest level.

Some of the most popular performance rating systems are the STAR and PARLA systems.

Sample questions

Below are the basic questions to determine a specific quality.

"Responsibility":

Tell us about a responsible assignment that your manager gave you.
Give an example of a situation when you first took responsibility, but soon realized that you overestimated your strengths and capabilities.
Remember a situation when you failed to achieve the planned result.

Also, when discussing other situations, you can ask “Why did this happen?” and analyze whether the candidate sees guilt in his actions and actions, and whether he strives to fulfill his obligations.

"Team":

Tell us about a situation where you had to help a colleague at the expense of your own interests.
Describe a situation in which there was a need to interact with other departments of your organization: what was the result, how you found a common language, were there any contradictions, etc.
Think about a time when your goal and the team's goal were different.

"Development orientation":

Give an example of how you have engaged in self-development.
Think back to the last time you took training. How useful was it? How do you use the knowledge you have gained?
From whom in the team did you gain additional experience? How did this happen? What did this mean? What ways do you see for your own development?

"Readiness for change":

Tell us about a time when your company experienced changes.
Remember the time when, due to a large and urgent amount of work, you had to rearrange your personal plans.
Have you ever had to do a job that wasn’t yours, or replace an employee that wasn’t your profile?
Give an example of when you found yourself in a completely unfamiliar environment.

"Result Orientation":

Tell us about a time when work on a project was not going well.
Tell me about a time when you set a big goal and achieved it, no matter the circumstances.
How persistent are you? Give an example of when this was useful to you.

The above are sample questions; they may vary depending on the vacant position, organizational culture and structure, wishes of the manager, etc.

Analysis of the candidate's answers will determine how suitable he is for a specific vacancy.

Proper personnel selection has a greater impact on organizational performance than subsequent training. We will provide participants with precise tools and guides for assessing candidates at the interview stage without the use of paid tests and additional measurements. This is module 3 of the DIY Recruiter School. The 4-module program will begin in winter 2018. Sign up! [email protected]

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Currently, interviews are one of the most used personnel assessment methods and the most common selection tool. Today, companies are increasingly using structured competency-based interviewing (star), a technology that allows them to make accurate decisions in the field of working with talent.

How to identify the most important competencies for selecting candidates for a vacant position? How to prepare questions and cases to assess values and key competencies? How to assess a candidate's involvement in work and life? How to conduct an interview and collect information about a candidate's meta-programs? How to interpret it and draw conclusions about the candidate’s potential success in our company? We invite you to practice these skills at the Training Workshop on the transfer of interview technology on VALUES, COMPETENCIES and METAPROGRAMS.

Program:

How values and meta-program assessments fit into the classic approach to competency-based interviews.
Types of rating scales, principles of their description and features of application.
The connection between the employee’s values and the company’s values, or why the ideal candidate does not fit into the company’s work.
Assessment of values: case testing, pyramid of logical levels, star, projective questions, example tasks
Algorithm for conducting interviews based on competencies: star and parla – technologies, types of questions and indicative answers to them. Demonstration with analysis of those being assessed (workshop). Cases from our practice.
Diagnostics of 18 meta-programs of candidates. Skills in writing questions and interpreting answers. Video analysis (workshop).
Skills in writing an interview report: making decisions about the manifestation of an indicator, features, differences, final score (workshop)
Features of providing feedback to the customer and candidate

This technology has high validity and allows the manager and HR person to use it independently (DIY).

Presenters:

Maria Sazonova, Ph.D. (Omsk)

Gulnur Ilyazova (Kazan)

Cost of participation: 10,000 rubles, with the participation of 2 employees of the company - 9,000 rubles, 3 x 8,000 rubles, 4 x 7,000 rubles

If you have any questions ask [email protected] We answer emails even on weekends!

We thank the editors of the journal "Planet TBM" for providing this material.

Staff— an irreplaceable resource of the Company, its intangible asset and intellectual capital at the same time. The level of personnel development determines the competitive advantages of any organization, therefore the selection of employees who correspond to the Company’s values is one of the most important strategic tasks.

In 2015, the human resources management service of the TBM Company developed and implemented a Competency Assessment Standard based on corporate values when hiring employees.

TBM spoke about what it is and how such a personnel assessment system will help the Company in its further development.

- Julia, what is selection based on competencies? How does it differ from a standard employee interview?

First, let's define what competence is. Competence is a set of business and personal qualities that allows an employee to act within the framework of his profession or position.

For example, an important competency for an assembler is “quality of work,” for commercial personnel it is “result orientation,” and for a manager it is “leadership.” These are examples of professional competencies.

The basis for recruiting personnel for strong and successful companies is corporate competencies. Corporate competencies are standards of employee behavior that follow from the Company’s values and set requirements for all employees, regardless of their position - from service personnel to the general director. For example, the corporate competency “customer focus” is a description of the standards of behavior based on the value adopted by the TBM Company: “We work for the Client.” Focus on the Client, external or internal, is important for every employee of the Company - then all work will be done efficiently and on time, with an understanding of how this will affect the overall result of the Company.

Therefore, competency-based selection is an assessment method that is used by the world's leading companies when recruiting personnel. Such an interview is also called behavioral: the point of this method is that a person’s previous experience can help predict his behavior in the future.

A competency-based interview increases the efficiency of personnel selection in contrast to a standard interview.

Behavioral interviewing is applicable to candidates from any industry. During the interview, the recruiter collects complete behavioral examples from the candidate's experience.

These components are easy to remember by their abbreviations STAR — S situation, T ask A ction R esult.

. Situation the situation the candidate encountered;
. Task, which stood in front of him (task);
. Actions, taken by the candidate (action);
. Result, the result of the situation (result).

- Why did TBM Company start working on such a system?

As Akiro Morita, the founder and owner of the company, said: SONY:“No theory, program or policy can make your enterprise successful. No matter how smart or enterprising you are, the fate of your business lies in the hands of the people you hire.”

I would add that an integral part of a strong company is a strong corporate culture and a team of like-minded people, and this is only possible when each employee shares the values of their Company: the interests of the organization and the employee coincide. A strong company easily overcomes any crisis and maintains its success and leadership in the long term.

Therefore, the management of the TBM Company decided to shift the emphasis from recruiting personnel based on professional qualities to recruiting personnel based on corporate competencies, that is, based on values.

- Does selection based on competencies concern the selection of absolutely all employees or only management personnel?

Personnel selection based on corporate competencies is carried out for all positions. But when selecting managers, special attention is paid to this, since it is managers who form and develop the corporate culture locally.

There are social competencies, and there are professional ones. If the interviewer sees that a candidate fully possesses only one set of competencies, what to do in such cases?

According to the current competency-based personnel selection standard at TBM Company, candidates are initially assessed for compliance of their values with the Company’s values. Our employee must be customer-oriented, be able to work in a team, enjoy the respect and trust of team members, constantly develop, perform their work efficiently and increase the efficiency of their work. If the candidate meets these competencies, then at the second stage we evaluate his professional qualities related to the requirements for his position.

Is it possible to accurately select, using this system, exactly those people who are suitable for a particular company? Often during interviews, job seekers try to appear better in order to make a good impression.

Indeed, there are now many resources on the Internet telling how a candidate should behave during an interview and how to answer frequently asked questions. A competency-based interview is most effective due to a specific technology for asking questions - the STAR model. We look at the candidate's past experience and find out in detail how he acted in a particular work situation. The answers to these questions indicate the presence of one or another competence. For example, you can ask a candidate for the vacancy of a sales manager to recall the most difficult negotiations with the Client and ask him to describe his actions in this situation, what difficulties he encountered, how he made decisions, what arguments he gave to the Client, what the final agreements were. Such questions require detailed answers from the candidate, which reduces the likelihood of errors in assessing skills.

Of course, an experienced interviewer also observes the person’s facial expressions, gestures, as well as his speech in order to exclude distortion of facts on the part of the candidate.

But, in any case, the possibility of an error when selecting personnel is possible, so the next filter that determines employees who do not meet the requirements is the probationary period. At the end of the probationary period, an anonymous survey is conducted among colleagues to determine the newcomer’s compliance with corporate competencies. And we have had cases where the survey identified newcomers who did not share the Company’s values or the accepted norms of behavior in the team.

But having already worked for a year using the system of selecting employees based on corporate competencies, we can say that with such an approach to recruitment, turnover is reduced, the adaptation period is easier, employees are ready to develop together with the Company and change it for the better.

- How prepared are TBM Company employees for recruiting competency-based specialists?

Implementing competency-based selection is a time-consuming process. The project was launched in September 2014. For this purpose, a working group was organized, which included: myself, Marina Kapralova, deputy head of the personnel service, Elena Rozhkova, head of the personnel service of TBM-Logistic, Irina Kryukova, head of the personnel service of TBM-Privolzhye and Vyacheslav Absalyamov, director of the branch "TBM-Ufa" - a pilot project for recruiting personnel based on corporate values was tested in this branch. At the first stage, corporate competencies were developed and the skills necessary for practicing in practice were identified in the qualification matrix. Then, global management training was conducted - 168 people over 3 months. After training, managers in teams of three (manager - HR manager - candidate) practiced their skills in real interviews. This period lasted more than six months. The final stage was an assessment of skills according to the developed checklist by the personnel management service of the Management Company. We observed how the manager conducted the interview, put points in the qualification matrix and gave feedback - what was successful during the interview, and what skills still need to be worked on.

Today, the average level of qualification of managers using this methodology is 67%. This is a solid four.

The most successfully used selection by competencies is “TBM-Volga Region”, “TBM-Ural” and “TBM-North”. This is also the merit of the heads of the personnel service of the Divisions, Irina Kryukova, Yulia Karlina and Olga Erokhina. They were able to clearly organize the work to master values-based personnel selection skills in practice.

Of the managers, I would single out the five most qualified: Vitaly Viter, Evgeniy Kortunkov, Anatoly Chipizubov, Yulia Polyaeva and Vyacheslav Absalyamov.

What if the branch director changes? How does a new manager learn about the possibilities of selecting employees based on corporate values?

Training in selection based on values with subsequent assessment of developed skills is included in the work plan for the probationary period of the new manager, so no problems should arise due to changes in personnel.

- What are the challenges facing the HR service now? What new projects await us?

Today in business, the winner is the one with the better team and stronger corporate culture. Therefore, we have many challenges ahead. The “right” people in the “right” places with the “right” attitude and the “right” culture is what we have to work on in the near future. These are projects for adaptation and rotation of employees, development of leaders within the Company, improvement of corporate culture in departments.

Important elements of managing the value system within the framework of the formation and development of a company’s corporate culture are the diagnosis and comparison of corporate and individual values. Let's consider methods for diagnosing corporate and individual values (using the example of career

Diagnosis of corporate values is carried out to understand the meaning of the company’s existence, the direction of its development and the basis of relationships between employees with each other and with management, while diagnosis of an employee’s system of individual values is to understand what he relies on in life, professional activity, career and relationships with colleagues and what I am not ready to give up under any circumstances. At the same time, one of the conditions for the effective operation of the company, the clear and coordinated work of its employees, and their high loyalty to the employer is the coincidence of corporate and individual values, the presence of which can be determined by comparing them.

Diagnosis of corporate values

You can determine a system of corporate values by identifying both written (documented) and unwritten rules (you can learn about them through direct communication with company employees).

Methods for analyzing the system of corporate values

Analysis of the company's mission.

The mission lays out the key values of the organization. For example, the mission of one of the dynamically developing modern universities clearly states that it is an entrepreneurial, innovative university that prepares students for successful studies, careers and life. Accordingly, for university employees, including teachers, a guideline is set for such values as the ability to create innovations, develop entrepreneurial qualities, and career orientation (it is impossible to effectively prepare students for a successful career without demonstrating professional growth and career achievements by personal example ). At the same time, part of the teaching staff who are not ready to accept such corporate values is forced to move to another university with a focus on classical academic education.

Analysis of internal documents. Internal documents, such as the Code of Corporate Ethics, Rules of Employee Conduct, and similar ones, lay down the rules for internal corporate communication. For example, the Corporate Code of one of the large organizations includes sections whose titles already indicate a certain system of corporate values:

1. Respect for human rights, dignity and individuality:

relationships between employees are based on mutual respect and cooperation, tactfulness and correctness, politeness and mutual assistance;
company employees must avoid behavior that degrades the honor and dignity of others, inappropriate treatment, offensive language and obscene language;
employees are required to maintain subordination in relations with company management.

2. Law of corporatism:

the employee is obliged to honor and enhance the traditions of the company;
the employee is called upon to maintain the prestige and authority of the company;
The employee must always have a personal identification card with him.

3. Law of style:

Employees should adhere to business attire.

In-depth interviews with top managers - bearers of corporate values. During such an interview, it is possible to identify the manager’s values, which, as a rule, are transmitted to the rest of the organization’s employees and are elevated to the rank of corporate ones.

Employee survey to create a value profile. One of the modern technologies for analyzing the system of corporate values as the main element of corporate culture involves a comprehensive diagnosis of its condition and the construction of a special value profile1.

An integrated approach consists of using several methods of collecting information and processing the results obtained (expert survey, questionnaire, graphic interpretation), studying the opinions of company employees, and analyzing the characteristics of corporate culture in many respects. Such features of corporate culture, each of which has a specific value, may include the following characteristics-values:

goal setting - clear setting of strategic and tactical goals;
leadership style, authority and responsibility - respect for the employee by management;
attitude in activity - desire for innovation;
business culture of interaction and relationships - ethics, non-conflict and mutual assistance;
attitude towards staff - social support;
motivation system - recognition of achievements;
general perception of the influence of corporate culture on personnel - loyalty.

In a particular organization, a set of such characteristics can be determined on the basis of expert opinions about the most significant corporate values - components of corporate culture. Each of the above corporate values can be represented by a pair of qualitative characteristics (based on the principle of the well-known psychological technique “Semantic Differential”).

Each employee receives a form with the opposite characteristics of corporate values. He needs to express his opinion regarding each point, choosing a score from 1 to 7, where 1 is the maximum agreement with the negative characteristic of the value, 7 is the maximum agreement with the positive characteristic of the value. Calculating the average values of the expression of individual indicators makes it possible to construct a graph reflecting the state of the value system - the profile of the company’s corporate values (Table 1).

The corporate values profile provides a general description of the corporate value system at the time of diagnosis. After some time (for example, after certain actions to develop the company’s corporate culture), you can repeat the diagnosis and note the dynamics of development. If the dynamics are positive, it means that efforts were made in the right direction.

Diagnosis of individual values

Individual values of employees can be identified by conducting a personnel interview when applying for a job, solving mini-cases, and using the special “Career Anchors” technique.

Let us consider in detail the methodology for identifying the individual values of company employees, and according to one value aspect - career. To do this, you can apply the “Career Anchor” technique of the American psychologist Edgar Schein. According to his idea, the personal values of company employees significantly influence their ability to successfully solve professional problems and, accordingly, constructively build a professional career. The more a person understands what his values are in certain areas, the more satisfaction he can get from his job and career in the company. Motivation to perform work will be strongest if a person completes work tasks and performs job responsibilities that are consistent with his values.

The conducted research allowed us to identify eight such values, called “career anchors”. These are stable, deep personal characteristics of a person, his idea of what is most important for him, taking into account the totality of his competencies, motives and values. E. Schein’s approach, which allows us to consider employees from the point of view of their “career anchors” and, accordingly, to form sources of professional and career motivation for them, can be used as a prism through which a manager views his employees, correlating their individual values with corporate ones.

Let us briefly describe “career anchors” and give examples of motivating employees using them. When describing “anchors”, the approach of psychologist and management consultant with twenty years of experience, Stephen Flannes, Center for Executive Options at George Washington University, was used. (Table 2).

Comparison of individual and corporate values

A comparison of corporate and individual values reveals their coincidence or, conversely, discrepancy. The situation of coincidence of individual values and the values of the company is favorable, promotes high loyalty of employees and ensures the harmonious development of the organization. A discrepancy between corporate and individual values can lead to a loss or decrease in employee motivation and, as a result, to a slowdown in the pace of company development.

Let's consider typical examples of such a discrepancy from the practice of diagnosing career values and forming a personnel reserve in large companies in the Far Eastern region: a telecommunications company with a staff of 15 thousand employees; an industrial processing company with a staff of 1 thousand 500 employees; a modern university with over 3 thousand employees.

1. The employee is an “up-and-coming star.” The company has high hopes for him and expects a lot from him. They want to entrust him with the development of a new direction, while the company’s value system includes “challenge,” healthy ambition, and the ability to compete fiercely. However, the employee is not ready to accept this challenge and respond to it with a sharp increase in performance, since the “lifestyle integration” value currently dominates in him. This discrepancy was identified during the assessment process when assessing candidates for the management personnel reserve.

2. An employee focused on the value of “stability” (mostly old personnel who have been working since the founding of the organization), while the company proclaims a course for innovative development, diversification, and capturing new market segments, which requires high dynamism from personnel and adaptability. Such employees may resist the introduction of new ideas and technologies to varying degrees (from quiet passivity to open sabotage), seeing innovations as a threat to stability and too high risks.

3. An employee striving for a quick career, the implementation of new large-scale projects (the individual value of “challenge” dominates), while the company is focused on gradual development, smooth job and professional growth of its employees and is not ready to offer him tasks “for growth” ( corporate value is stability).

4. An employee who wants to have the opportunity to learn and develop, but the company is not ready to invest resources in training. The management's position is clearly stated: if an employee wants to improve his qualifications, he should do so exclusively at his own expense. This position is dangerous because an employee who independently ensures his professional growth and development will, as he develops new competencies, leave for another company (possibly a competitor) or find an employer who will show interest in his development, and will not perceive him solely as a performer functions and a ready-made resource that does not require additional investments.

5. An employee focused on the development of professional competencies and service, while the value of “entrepreneurship” is imposed on him. This can be illustrated by the example of some dynamically developing universities that call themselves entrepreneurial, where the management voices to the teachers the following message: “Do you want to live better and get more? So master entrepreneurial competencies!”

How to eliminate such contradictions? Of course, ideally, an employee’s individual values should be identified at the stage of his consideration as a candidate for a job in the company (using the “Career Anchors” questionnaire and/or during an interview with an HR specialist) and in the event of a discrepancy between the identified individual values and corporate values. accept it. Moreover, such a “surgical operation” of cutting off a candidate due to a clearly defined reason - a discrepancy in values - plays a positive role. It helps a person to understand his own system of reference points and not waste energy and time working in an organization that is not suitable for him and at the same time saves the company’s resources, both material and financial.

In practice, another, more complex situation often arises when a value contradiction is revealed belatedly, already in a working employee (usually during a business assessment). In this case, several options for resolving the conflict of values are possible.

Option A. Management needs to demonstrate a flexible approach and help the employee (if he is truly valuable to the company for his professional qualities), despite his set of individual career values (“career anchors”), “fit” into the organization. To do this, you can use a technique such as a “special career offer.”

Option B. Management should apply the technology of “communication audit” (the idea and term were proposed by N.A. Oleshkevich), that is, constantly explain to employees the organization’s policies, including regarding value priorities in the current working conditions (financial, economic, competitive, change of management, rebranding, entry into new markets or their collapse, etc.). “Communication audit” is implemented by including employees in working groups to review key issues of the organization’s activities and its personnel policy (for example, strategic planning sessions). You can hold separate conferences for top management, seminars for middle management, general seminars on a single program for all company personnel, as well as classes in corporate training centers where issues related specifically to corporate values and their impact on the development of the company will be discussed.

Option C. It is advisable to launch a system of intra-corporate personnel mobility, regularly move employees, and in such a way that, as a result of rotations, they can find a new and more acceptable professional niche in the company.

Example

In a rapidly growing telecommunications company that is capturing new markets for its services, the number of customers is growing exponentially, and the number of complaints about the quality of service is inevitably increasing. An employee who works there as a technical specialist, who has realized the value of “professional competence” and has not realized the value of “service,” can move to the client department and there prove himself in a new capacity.

Thus, timely diagnosis of individual and corporate values makes it possible to identify possible contradictions, and the flexible use of various methods for eliminating them ensures, on the one hand, the preservation and retention of useful employees, and on the other, the sustainable development of the company.

Questions to identify your values

John F. Demartini in the book “Inner Riches. Seven Secret Treasures of Your Soul" provides a list of questions to identify and recognize our inner values. These are the questions:

1. How and with what do you fill your space?

Ask yourself: what do all these things I have surrounded myself with mean to me?

2. How do you spend your time?

What takes up the most time for you? What comes in second place? If you don't spend most of your time at work, what do you do during the day? Perhaps you raise children, engage in community service, play golf, spend time socializing, or fight for a just cause? If you suspect that all your actions are based on someone else's opinion of your values, simply because you are trying to please that person, or perhaps out of a desire to feel secure and stable, then ask yourself: How would I spend my time? , if I didn’t have all these fears and worries?

3. How do you spend your energy?

Think: What do you enjoy doing for a long time? What do you do when you lose track of time? Where is your area of “excess attention”? Ask yourself: What activity do I always seem to have enough energy for? What activities excite me? Where do I choose to spend most of my energy during the day, week, month?

4. How do you spend your money?

Take a closer look at how you spend your money. Are you saving them for a rainy day? Are you making an investment? Are you placing bets? What do you spend a lot of money on - clothes, education, travel? Do you throw lavish parties, keep money to yourself, or donate to charity? Or do you save it for specific purposes, such as children's education, retirement, or buying a medal-winning pig or a fifty-foot yacht? Where does most of your money go - to your business, your home, your community service, or something else? Simply put, where does all your money go?

5. In what ways are you most likely to be orderly?

Does your garden look immaculate but your checkbook is a mess? Is your garage workshop in disarray, but your workbench and work materials are in perfect order? Ask yourself – where in my life am I most tidy? Where do my things always go smoothly and where is there the least instability? Where is the most chaos in my life? Where everything is unpredictable and impermanent?

6. What are you most disciplined about?

So what do you do when you are constantly focused and disciplined?

7. What are you thinking about?

Where are your mind's wanderings taking you? If you are often bothered by thoughts about one thing while you are busy with something else, what are those thoughts? Your inclinations or hobbies keep your attention on specific things for many hours in a row; So what are you constantly thinking about, pondering and trying to comprehend even more deeply?

8. What do you picture in your imagination?

Examine your dreams and mental images: what are they telling you? What is your idea of your life, of the future? When in your dreams and imaginations you are endlessly happy and love your life, what is their leitmotif?

9. What do you talk to yourself about?

Perhaps there is even a dialogue going on within you in which one part of you is debating with another; What are these conversations about? Perhaps they discuss actions you “should” take… what actions are you discussing with yourself? Perhaps you are making plans for yourself and your family, considering a home remodel, some business ventures, or planning a vacation? What are the topics of your internal conversations?

10. What do you talk about with other people?

When you meet a new person, what do you talk about most often? When meeting with old friends, what topics do you bring up again and again? What conversations hold your attention and interest the longest? Pay close attention to where your conversations tend to drift.

11. What do you react to?

Take a closer look at what you are paying attention to.

12. What are your goals?

Are all your tasks related to business? Or to family? Or to rest? Can certain trends be identified? If you are not in the habit of writing down your goals, simply think about what you would most like to do or have in your life and which of those goals you are actively working towards. Which ones do you pursue almost daily?

The appendix to this book contains “Andrei Zhalevich’s Questionnaire, or 100 questions about the life purpose of a leader” (see. Appendix 2), previously published in the author’s book “The Big Book about the Meaning of Life and Purpose.”

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Exercise “My value system” Make a list of 10 areas that are important to you, in which you invest time, effort and money. Rank the list: put the most important value first, the rest in descending order of importance. In what place?

From the book Mojo. How to get it, how to keep it and how to return it if you lose it author Goldsmith Marshall

From the book Music of the Brain. Rules for harmonious development by Pren Anet

5. Transferring Values What values would you most like to pass on to other people you care about so that they share them? Simply put, how exactly would you like to change the world around you? What words would you like to see carved on your tombstone?

From the book Mission of Business author Matsushita Konosuke

Two poles of values Our values are both stable and dynamic. This may sound paradoxical, but it is by no means meaningless. We use values constantly; they are in constant interaction with our experience. Some of them over time

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From the book Positive Psychology. What makes us happy, optimistic and motivated by Style Charlotte

The Values Triangle The three vertices of our triangle, as we have already said, are “work”, “personal life” and “personal development”. This division is somewhat arbitrary. Each peak includes a whole range of values and their corresponding life

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From the book Raise Money! 150 effective “tricks” and sales tactics that make money at the cash register author Teplukhin Arkady

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From the author's book

Let's start by identifying our attitudes. What to do, how to get out from under this powerful programming? This is quite possible, but first you need to realize the existence of such an internal program and clearly formulate it. The path along which it came does not really matter