In order to bring you the most accurate and useful information possible, Employee Selection and Development, Inc. will be issuing PRACTICAL RESEARCH REPORTS quarterly. Its purpose is to give you practical and useful information on hiring, motivating, and managing employees. Should you have any questions or want further elaboration, please contact us by email or call 800-947-5678.

Bert Zinkand




  • Creative and Artistic
  • Personality TestingHigh Energy Level
  • Enthusiastic
  • Outgoing
  • Innovative
  • Stimulating and Motivating
  • Fun to Work with
  • Enjoys Selling and Persuading Activities
  • Excellent Communication Skills
  • Personable
  • Approachable
  • Flexible on Rules and Regulations

Improvement Opportunities

  • Usually Disorganzied
  • Need Direction to be Consistent
  • Often Unrealistic and Impractical
  • Poor at Giving Instructions or Directions
  • Easily Side Tracked, Goes off on Tangents
  • Impulsive with People and Ideas
  • Relies on Hunches Sometimes Causing Mistakes
  • Often Reacts Emotionally

Recognition Factors

  • Greets you Enthusiastically
  • Work area is Typically cluttered
  • Close Physical Distance is Preferred
  • Active and Expressive Body Movements
  • Work Area Contains Personal Information (photos, etc.)
  • Leans Forward when Talking
  • Likes to Talk about Family or Personal Life
  • Friendly and Open
  • Dress is Fashionable and Often Wears Jewelry


Works well with the “Driver” and “Supporter” personality types. Dislikes the “Thinker” type personality.


Approaching the “Motivator”

Approach them in an informal and personal manner that places the emphasis upon the relationship. They are typically socially impulsive and easy to meet. Be entertaining and fast moving. Be interesting but brief. Feel free to use hand and body movements to project and expressive and outgoing personality style. Avoid slumping in your chair; talking too slowly; and speaking in monotones. Avoid subject matter where you might lose control, such as religion or politics. Keep them on track and avoid tangents. Your intial meeting should be directed toward having them talk aboutt heir opinions, ideas, and objectives. Try to share their aspirations and dreams. Attempt to develop ideas together.

Persuading and Selling the “Motivator”

“Motivator” type personalities often need directions. use questions to help channel the conversations toward determining their needs. Avoid using the pronoun “I”. Use “Don’t you believe” or “Wouldn’t you agree” questions that interject your beliefs into the conversation. These interjections do not challenge their self-esteem and keep you from competing with them. It also keeps them from going off on tangents. Their high confidence level will not typically allow them to lose an argument or serious debate. Be quick to agree. When you have to disagree; use “Yes, but…” statements. Confrontation is seldom successful. If you win the argument – you’ll lose the sale. Don’t be afraid to sell your personal relationship and the service you and provide. They typically seek out mutually beneficial relationships. Use stimulating examples, case histories, and testimonials from important people to make your point. They often make decisions based on status, prestige, acceptance, or approval.

Closing the “Motivator”

“Motivators” decide to accept an idea because it “looks and feels right.” The details should be left until the decision and commitments are made. For example, “Motivators” buy an automible because it is aesthetically pleasing and luxurious, not because of it’s technical specifications. Sell the sizzle, not the steak.  Sell pictures, concepts, and ideas; not the details of how or why it works. “Motivators” typically do not like to say “No” and will avoid a negative response if given the opportunity. Avoid criticism or high pressure that forces them to subordinate their ego. Incentives and deadlines help them to become impulsive decision makers. Make the concept simple, easy to accept, and “feel right”; and then you will close the “Motivator.”