YOUR NAME HERE
71% of your core value energy comes from Power and Knowledge.
Your Name Here, the CVI assessment found you are a BUILDER-BANKER.
What does this mean? This means your primary core value is Builder –A Builder’s core value energy is Power. Power is personal energy invested to make a positive difference. You consistently take action to get results. Your secondary core value is Banker – A Banker’s core value energy is Knowledge. Knowledge is knowing the facts through research, measurement, proof and records. You are driven to understand the “what”, “how” and “why” of things.
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Your scores indicate you have BUILDER/BANKER tendencies. When you enter a room there is more power and knowledge energy suddenly in that room. You are the presence of knowledgeable power. This is your assignment, to be the effective presence of knowledgeable power. You operate from the pure intuitive capacity to see what needs to be done, without need for more thought, to take an action and create a positive result. This is balanced by your reason and cognitive thinking, knowing the facts and working to conserve resources. You look at the circumstances and situations around you through the eyes of faith and justice. Your highest and best contribution can only be made in situations in which there is a significant and constant need for knowledgeable power.
Who you are at the deepest innate level of your human nature is the most important element in your life. Who you are at this deep level, is, after all, the only thing you really contribute to this world. It is through right assignment and effective choices that you make your highest and best contribution. This is the universal mission of all people.
The more you learn about who you really are, and how to optimize your presence in this world, the greater will be your success, happiness and life effectiveness.
Your dominant Builder value energy is balanced by your Banker secondary value energy. Your actions are routinely, almost equally, guided by these two core energies. In times of distress you will usually rely on the conflict strategies of your dominant core energy. In less critical conflicts you may use either conflict strategy given the situation.
Your unique dominant BUILDER core energy causes you to rely upon the following strategies for success and fulfillment.
Your cornerstone core value is power, the application of pure energy for Good. This primary driver is supported by a strong faith in your own ability to know what to do, your faith that your actions are for the Good, and your faith that once you create change, you will know what to do next.
Accomplishing tasks now is a primary drive for you. You are practical and willing to face the truth. Whatever you do, you do without much hesitation. You are driven to get things done. You act as soon as you know what to do. People around you know that you are generally on task. You work best when you have plenty of room to decide and act.
You are strongly self-motivated. You like to work with things that are real and tangible. Your deep desire is to exert personal energy to make a positive difference. You pride yourself in the energy you expend on projects. Things go best for you when you have responsibility for results. Starting new projects and ventures makes you happy. You like to set things in motion.
You make up your mind quickly and intuitively. You only work on things or projects that have real value. You want the things you do to make a tangible difference. Knowing the cost and the gain for all actions is important to you. You like to work and you admire others who work. You are not afraid to bring things to an end; when you’re done, you’re done. It is important for you to show good results for invested energy.
There are few situations in which you feel inadequate. You use your power, physical and personal, to get what you want.
Your unique secondary BANKER core energy supports your dominant BUILDER core energy.
Your second cornerstone core value is knowledge, supported by your strong desire to create justice in the world.
You like to follow a prescribed course, especially when you are involved with setting the course. Having the right information is important to you. You do what you say you will do. You like steady, solid situations with limited change. The reliability of your words and actions is critical to your sense of self-respect. When things get messy, you may get testy. Once started, you don’t give up easily.
You enjoy being the source of information and proven methodology. You like to conserve resources and gain control by reducing the number of influences and authorities in any situation. Having all of the information is important to you, even the small things. You enjoy the work of keeping systems and processes running smoothly. You like to understand the details of situations and issues. It is important to reduce possible risks by questioning decisions and plans. Effective decisions are supported by analysis of similarities and differences.
You care deeply when situations or the behaviors of people are unfair, or when your knowledge is used incorrectly by others. Zero wasted motion, zero wasted resources, zero wasted effort; this is what you strive for. You like to provide others with proven ideas and methodology. You strive for exacting control of action and words. You like to be the one who knows; being right and being able to prove it is important to you. You believe people should obey the law and stay within social convention.
BUILDERS-Your Dominant Core Energy
If you want something to get done in a business, make sure you give it to a builder. Builders are the “doers” of the world; a significant percentage of entrepreneurs and business leaders are builders and without them, little would get accomplished. If you are a builder, you are successful because you get things done. You know how to take action and get results. You take personal responsibility. You don’t usually make excuses, and you are generally impatient with those that do. You make decisions on the fly and like it that way. Your focus is short term and driven by the sense of accomplishment in the moment.
Builders have an internal drive that allows them to be decisive, to blow through obstacles and make decisions instantly and without hesitation. They are constantly turning their energies loose on an identified goal, and are not willing to accept defeat, at least not gracefully. The builder’s drive is to see a problem and fix it immediately. They are not great problem solvers. They expect their energy and their work to be the solution.
Builders are powerful people. They act from their gut and trust their own judgment explicitly. This makes them very decisive. This can be very intimidating to others. In fact, intimidation is often inherently the builder’s primary way of getting control in any situation. If the sheer power of their personality and decisiveness is not sufficient to maintain control, they may resort to anger or hostility. When a builder is out of control, intimidation is an effective tool to reclaim authority.
Builders can take the vision of merchants, the solutions of innovators, the information of bankers, and put it all into action. Builders have the power to make it happen.
It is obvious why builders make good business leaders. Bankers, merchants and innovators who have strong secondary builder characteristics also succeed very well.
The first weakness of builder leaders is that they tend to do everything themselves. They are not effective at teaching others because they are too impatient. Builders are so focused on getting things done right now that they typically create an environment of crisis. They thrive as firefighters, which is useful, since their style of management may create one fire after another.
Because of the apparent strength of builders, others tend to not stand up against them, especially when the builder is the boss. Secretaries and bookkeepers are running many small companies, or even departments in large corporations, because the builder strategies of these employees are allowed to exert inappropriate control.
Builders are not highly tuned toward reading the reactions and needs of others humans. Builders are not great team players nor do their strengths lie in building a team. If a builder is good at this, he is using the merchant (relationship) strategy or the innovator (solution) strategy to accomplish the team building “project.” Builders approach team building the way they approach any project or daily task — get started, get moving, get on with it, and don’t wait for someone to motivate you to do it.
Builders value action and results above all other business factors. Their mode of teaching others is to push people out of the way, take the business tool in their own hands, and say, “Just watch me do it.” They then leave and expect their “student” to be as proficient at the task as the builder. This often leaves the student feeling inadequate and leaves the builder confused as to why this is the case. If builders can understand that their mode of teaching may not be the best for the job, more often than not, wasted energy and confusion can be avoided on both sides. Builders often confuse taking an action with getting a result. Although they tend to be very pragmatic people and bottom line oriented, when it comes to their own performance, they are so focused on taking action that they often forget what their mission is. They sometimes lose sight of their objectives in the heat of the moment.
Taking an action feels just as good to builders as completing a project. Given a command to get something done is a “result” for a builder. They have experienced their energy, enjoyed the work, and feel charged with new energy ready for the next task. They tend to overlook detail and often place less importance with results. They view too much information as an affront to their capabilities and are impatient with innovators who spend too long reasoning out a situation. They may also see merchants as unreliable.
Builders are impatient with the world and particularly with bankers, merchants and innovators. In other words, no one else’s values or considerations are as important to a builder as his own when he is after a specific result or simply wants to take action.
Time is always paramount to a builder. Because builders consider merchants “light-weights” and “flakes,” and because merchants value relationships so highly, builders are not good at motivating them. This often leads the builder to believe the merchant is wasting his valuable time.
Builders also have a low tolerance for giving instructions. They are so motivated and self-sufficient that such instruction feels like a waste. Besides, they don’t know how to tell anyone how to do anything. They would rather get it done themselves.
Builders enjoy innovators immensely as long as the builder is boss. Innovators give builders solutions to problems, and builders are the best implementers around. This relationship feeds the builder’s personal needs very well.
Blowing relationships up is a pastime of immature builders and has no more importance to them than blowing up ideas or disrupting systems that are too comfortable, or just commanding obedience to see if it can be obtained. Since bankers are averse to risk, want to know facts before proceeding, and hesitate with every decision, builders see bankers as brick walls that regularly need to be pushed out of the way and consigned to the “Back Forty.”
Builders like action, activity, and energy, and they may sacrifice relationships, effectiveness, and stability to justify the end result they crave.
Builder/bankers are strong-minded, direct, knowledgeable, hard-working, and commanding people. Businesses that require high levels of detail, have a high volume of transactions, or have their basis in technical knowledge must have builder/bankers in leadership. The banker’s commitment to thorough knowledge, to being right, to follow-through and to detail is invaluable in these situations. The ability to take appropriate actions and make decisions in the midst of massive data and volumes of statistics and regulations draws on the strengths of the builder.
Builder/bankers are tough people to get around. They are motivated toward excellence and self-assured both in practical results and in legal and moral appropriateness. They tend to set a course and hold to it and do whatever is required to make certain they are able to do so.
Builder/bankers take risks that are well considered and backed by sound reason and facts (though not quite as well as banker/builders). Builder/bankers take firm leadership in professional service companies such as CPA firms, attorney partnerships and mutual funds.
Builder/bankers present themselves as and are often masters in their field. They tend to speak from experience and make demands of others that fit both the person and the situation.
When a builder/banker completes a task, it has usually been completed on time, under-budget and with excellent attention to quality. Builder/bankers build efficient, practical, durable, financially solvent operations. They are not willing to do less.
On the other hand, builder/bankers can be experienced as arrogant people who have a great deal of trouble building a team around them. What the builder in them is not able to make happen can be immediately explained by the statistics and information generated by the banker side of the core energy. These people believe they are rarely wrong. They have difficulty in valuing merchants. They may feel the “touchy-feely” approach is a waste of time and are also impatient with innovators. They tend to be erratic. The builder makes quick decisions, then back-pedals based upon a new understanding of information, usually derived from banker driven computer files reviewed at home while other people are sleeping.
Builder/bankers are so certain they are right, they may not bother to gain consensus for their actions or check to see whether anyone else is enjoying the business process. These people can burn the energies of others either through erratic commands or stubborn refusal to make a decision. They are known for sometimes making a decision one day and remaking it the next, each time with a forceful command for unquestioning obedience from the team.
Builder/bankers are so self-assured and so unwilling to be wrong that they may overpower others around them. These people are more likely to find a way to “run” the business from second and third level positions than any other core energy.
When a Builder/Banker is right in his conclusions, he is a powerful steady force that creates firm and unwavering forward motion. When wrong, the builder/banker may choose to be a bit overbearing in defending his point of view. He may view any differing opinion as a direct challenge to his authority rather than seeing a different point of view. Since he seldom doubts his own conclusions, it is impossible for merchants and innovators to know when to go to battle with the builder/banker. He is so comfortable with his compulsion to act and so certain of his knowledge that he can get away with almost any action he chooses to take.
Core Values and Contribution Types
Immediately following an upgrade, you will be provided with all of your scores in each of the core values in the quadrant graphic shown above.
The Core Values Index™ (CVI™) creates an accurate picture of each person’s core values. The CVI quadrants describe how each person aligns with one of the corresponding core values: Builder, Merchant, Innovator, and Banker. The score in each quadrant indicates the relative strength of that core value compared to the other quadrants.
In addition, you will be provided with the additional level of insight gained by considering how the core values work in combination with each other. These are referred to as Contribution Types, and these help a person understand how their core values affect their behaviors and actions.
Where I Tend to be Vulnerable, and Why
Let’s face it, everyone has their weak spots. We all deal with undermining thoughts, occasional slips of logic, and ineffective behavioral responses. Those moments are embarrassing, ineffective and sometimes even destructive to ourselves and others.
These mistakes are the “Achilles Heel” of our most dominant Core Value Energies – the dark side, if you will, of our most precious and important human energy. This may not be the most fun topic for any of us, but it is one that can help you master your own life and create your greatest contribution.
This section is immediately made available following an upgrade.
Core Values Learning Styles™
Following an upgrade, you will be provided with the learning styles for all four core values.
Once we understand a person’s core values, we gain great insight into the learning styles of that individual. Everyone has the ability to educate themselves on some level within each learning style, but you know that it’s easier and more enjoyable to learn lessons in harmony with your primary learning style as opposed to trying to learn in a way that doesn’t feel natural to you.
When lessons are given in a manner that is contrary to a person’s innate learning style, the work of learning is difficult, boring and irritating. Learning takes far too much energy, and the information and wisdom disappear as soon as the lesson is ended.
Each core value has a specific negative conflict strategy. A Builder’s defense mechanism is intimidation; a Merchant’s strategy is manipulation; Innovators will interrogate; Bankers fall back on aloof judgment. Upgrade now to discover how you can effectively diffuse your knee-jerk conflict strategy for each of the Core Values, and you’ll gain a deep understanding of what each negative conflict strategy looks like. We give clear examples, so you can recognize the escalation and manage the situation in the best interests of yourself, your colleague, spouse, friend, etc.
The Core Values Handbook
A resource guide for individuals, managers, executive coaches, counselors, human resource leaders, and business owners.
The Core Values Index holds a wealth of knowledge about human beings, how we operate and what causes us to choose one behavior over another. The Core Values Handbook provides Information about the innate nature of people – fundamental new knowledge upon which a high value human life can be built.
The Core Values Index™ (CVI™) characterizes and measures each person’s Real Core Values Nature™. This is the essential self that Abraham Maslow asserted is the innate unchanging nature in each of us that causes us to want to make our unique contribution. It is that part of us that determines where we fit, where we can each make our highest and best contribution. Team building, conflict resolution, leadership training, management, restructuring departments, and businesses- every type of engagement between individuals is dramatically improved when the Core Values Index™ is at the center.
Inside you will find:
- An in-depth definition of each of the Core Values and their interpretation.
- An understanding of why you operate and participate.
- How to apply CVI knowledge to optimize personal productivity and satisfaction, and business profits.
Find your place of highest and best contribution. Learn a simple new way to achieve higher human consciousness for ultimate fulfillment as a human being.
Knowledge about yourself and how you operate at the deepest level is the most important knowledge you can learn. Scientific methods have caused the development of the CVI and uncovered a new effective method to achieve greater human consciousness. Choices is the first revelation of this new knowledge.
Choices unfolds a tried and proven means for self-discovery and self-mastery. This is practical guidance about how we can each become the person we are meant to be; how to allow our adapted personalities to fall away; giving all of our attention to the work at hand through a commitment to being who we are.
Inside you will find:
- What are your deepest fears, and passions?
- What and how you choose to learn?
- What is your primary calling?
- What gives you a sense of purpose?
The Grass IS Greener
Join the better Work-Life Revolution.
Facts, examples, proofs, interesting mathematics and the fundamental truth about human productivity, poor hiring practices, and one’s capacity for contribution. The Grass IS Greener is your comprehensive book of the new methods and proven processes to ensure you have the knowledge to find your place of highest and best contribution. This contribution is realized only if you are in the right seat, doing the right work.
The secret is not to learn how to have fun and joy at work; the secret is to do work that is naturally engaging to who you are and what you are, so you know that you are making your highest and best contribution. This allows you to experience real joy naturally as part of your work-life. This is what Abraham Maslow called “peak experiences.” Sometimes this makes the right job downright fun.
Inside you will find:
- How and why people and businesses get into this wrong job predicament. It contains stories and examples and business results that illustrate the cost of putting people in wrong jobs.
- Stories of people who have spent years in wrong occupations, but now have a job that fits their deepest nature; the difference this has made for these people, for their families and for their employers.
- We will help you understand what your Real Core Values Nature™ is, and how it affects the way you feel about your job. How does this Real Core Values Self™ affect your ability and willingness to perform the tasks you are now required to perform?
- We will provide exercises and self-scoring questionnaires that will give you a new understanding of your deepest nature and where you belong in this world.