Rapid Business Impact™ Overview
We have developed a proprietary tool that is an effective indicator of how an individual tends to "show up" in a variety of professional settings including interviewing, peer-to-peer engagement, and leading others within organizations.
An organization’s environment and productivity success day-to-day, short term and long, are driven by the collective and consistent energy output levels of employees and leaders’ communications, engagement activities, behaviors and styles which positively or negatively, even neutrally, effect the overall performance.
In the overall current employment environment the interaction sensitivities and related energy output levels have intensified due to the cultural, demographical, generational, geo-political diversity, dynamics and sensitivities that well intended organizations are faced to solve. By addressing the individuals and providing each person a similar framework, playbook or guide to understanding the triggers and providing a common language for positive change within the organization, collectively it helps shift the overall mindset and culture of an organization.
Unlike traditional individual assessments, whose outputs typically require longer term behavior modifications, the RBI Type Indicator (RBI-TI™) provides the individual with an effective approach of how he or she “show’s up” in an organization and provides a guide to help the employee develop a more individualized effective style of engagement that can positively influence and change those who they work and interact with, themselves, and the entire organization. From a business organizational standpoint, this individual “attitudinal shift” can have immediate impact on the productivity of your organization.
The report identifies which of the 8 different type indicators best describes the employee’s current “state” at work. The quadrant below identifies typical characteristics of individuals reflecting each of the 8 indicators:
The RBI-Type Indicator™ (RBI-TI™) framework is based on the combination of three distinct energy states of being for individuals: Mindset, Action and Physical Energy Capacity. The RBI-TI™ report shows which preference in each of three pairings of opposites the individual currently favors using a proprietary weighted algorithm based on responses to the assessment questions. The type indices are not static but represent moments in time and states of energy which we all experience – some with greater and more frequent fluctuation than others. Additionally, there are not “good or bad” or “positive or negative” indicators; there could be advantages and/or disadvantages to each RBI-TI based on the circumstances of the individual’s energy state.
Mindset in the workplace is how the employee shows up attitudinally with their thoughts generating feelings which result in actions, (or inactions). For purposes of delineation, there are two kinds of recognized energy terms: anabolic (constructive, expanding, growth awareness) and catabolic (draining, resisting, and contracting) which refer to a combination of emotional and attitudinal states. Most individuals are unaware of the types of energy they embody and how that manifests in their workday.
Action defined for RBI-TI purposes is the level of engagement the individual has throughout the day. Starting at one end of the spectrum, is a more engaged employee who is fully absorbed, for example, by their work and so takes action to further the organization's interests; finishing at the opposite end with a disengaged employee, someone doing the bare minimum at work (aka “coasting”).
Physical Energy Capacity is measured in terms of quantity of available energy (High & Low) that can be expended by individuals throughout the workday. The indicator reflects the current “level” of physical energy notwithstanding stimuli activities (caffeinated drinks, smoking, sugary treats, etc.) that help them get through the workday. How individuals use or balance their time with lifestyle choices or situations (eating, fitness level, sleep patterns, home life, etc.), more or less result in the use of stimuli activities which can be an added distraction and impact work productivity.