# Excel Formula For Determining Wins And Losses Based On Score How CEO’s Can Use Axiology To Improve The Bottom Line (Part 2)

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## How CEO’s Can Use Axiology To Improve The Bottom Line (Part 2)

In the first article (the first in a three-part series), we explained axiology, the little-known science of value profiling, and how it’s helping CEOs get the most out of employee potential.

We explained how a CEO (we’ll call him Richard) can accurately measure and compare candidates for a job in a specific position or a specific project.

In this article we continue to explore further and deeper the critical differences that the price profile provides to help Richard make the decision to select the best candidate.

The insights revealed in the fourth section of the report provide Richard with a deeper understanding of the candidate’s ability to plan and organize. People can keep working on a project until they get it right, or they can plan and organize before they start.

Not everyone has the ability to determine what is needed to complete a project and complete it on time. Some people have difficulty taking responsibility for a given direction or project.

Richard doesn’t have time to “wait and see” if a person will be able to complete a project. He wants to know in advance whether the candidate has the ability to make logical plans and strategies and execute them. By using a value profile, Richard eliminates the gut-wrenching process of trying to determine who would be best to work on an important project. A value profile provides him with a roadmap.

A person’s ability to set realistic goals, implement plans and achieve them within a given time frame can be determined and quantified. The results are plotted on a chart so Richard can see at a glance which candidate is best in the field.

Richard has significant insight into a person’s ability to stay focused on the details of a plan and the activities necessary to reach a desired outcome. It’s one thing to plan and get organized, it’s another thing to motivate yourself to take action.

Right now, stop and think about your key people. Can they set realistic goals? Do they reach those goals within the specified time frame? Is it important to you and your company that your key people take immediate action? Isn’t it important for you to know what kind of people have these abilities?

Don’t you want to be sure that your key people have the drive to stay the course despite the odds and circumstances?

Let’s get back to Richard. Now he knows which candidate can plan. Then, he can check the report to find out the attitude of various candidates and their level of commitment to the company.

Companies are becoming more aggressive in attracting top talent. Richard wants to know how his key people feel about the company. He wants to reduce the risk of handing over a project to someone, then discovers that person has no drive or desire for the project, loyalty or commitment to the company.

Richard has begun narrowing down his list of candidates as he looks to the future of the company. Which candidate has the ability to become a manager? Who can take the long-term role and excel in leadership?

A unique aspect of the Mann Profile is that it provides Richard with an accurate assessment of a person’s intuitive insight or “gut feeling” about issues. More and more, executives are admitting that they use and rely on their “gut feelings” to make important decisions. By using intuitive insight, leaders become more adept at distinguishing which opportunities are best and which to avoid.

Top people are looking for challenging, meaningful and rewarding work. They look for places where they can use their talents and make a difference. They look forward to creating new opportunities for their company. These are the types of candidates Richard is looking for.

Other important considerations when considering candidates for a particular project are stress factors, sources of motivation and communication with others.

We will share insights into these three areas in the third article of this series.

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