UNDERSTANDING DATA-CENTRIC DEVELOPMENT & THE PREDICTIVE INDEX

According to Sherlock Holmes in, “A Study In Scarlet,” by Arthur Conan Doyle, “It is a capital mistake to theorize before one has data.” That is as true today as when the novel was published in 1887.

McLeod spoke on the importance of “Data-Centric Development” and “Predictive Index” testing. She likened Data-Centric Development to vegetable gardening.

programs. Data gives us insight into how somebody adapts to change — and we are all different,” McLeod said.

She noted some people are better adapted to change than others. Important conversations should take place between leadership and employees on what is expected with changes that occur within a company. The same is true with conflict.

“When it comes to conflict, many people will say, ‘It’s important to compromise.’ The problem is, that implies both parties will win something and both parties will lose something. In reality, that is not always possible,” McLeod said. “Although you can tie behavioral data to how somebody will naturally approach conflict, it doesn’t mean that person will always handle conflict in a particular way. His/her natural tendency, however, may fall into a couple of categories.” McLeod added tension is a natural result of conflict.

“Anyone who has ever grown vegetables in a garden knows that if you plant good seed in the ground, give it water and access to sunlight, it may still not produce very good fruit. The soil may deficient in something, or has too much of something else. It’s all about having the proper nutrients,” McLeod said. “In a sense, the same is true for people. Proper data gives us insight into what individuals need in order to develop and be fulfilled in the workplace.”

Predictive Index testing, meanwhile, involves a personality test administered by an employer, to evaluate how suitable a potential employee is to a specific role.

McLeod said there are 17 employee profiles associated with the testing, such as a “venturer,” “maverick,” “specialist,” “artisan,” “promoter,” or “strategist.”

“Let’s say somebody has been identified as a ‘venturer.’ One of their needs may be ‘independence.’ They may seek autonomy when problem-solving, and freedom to act on initiatives and risk taking,” McLeod said. “You can imagine that if a person likes to solve his/her own problems, while working with a leader who also likes to solve problems, there might be future conflicts. This is why honest conversations between the two should take place.

“The leader might ask during such conversations, ‘Do you want help with that or do you want autonomy in solving that problem?’ An employee might respond, ‘Yes, I need some help,’ or ‘No, if you would just let me do it, that would be better for me,’” McLeod added. “Through such one-on-one conversations, the employee and the leader can better focus on the work that matters, with less frustration behind the scenes, due to better communication and clarity.”

One part of Data-Centric Development centers on change and conflict management.

“‘Change’ and ‘conflict’ are associated with leadership

“I say to clients all of the time, ‘Get comfortable with tension.’ That doesn’t mean you have to become somebody different, but (dealing with tension) is how people grow, develop and handle situations in a healthy way. Tension can tell a person something, and therefore it’s important to get comfortable with tension,” she said. “It’s important to also understand, if conflict is taught ‘in a vacuum,’ people may not properly recognize why certain situations are more comfortable than others, and why certain people have specific defaults. In other words, it’s good to figure out why ‘people behave the way they do.’”

She gave the following example.

“This is a story of a plant supervisor and his team. The plant supervisor is a ‘maverick,’ and likes to give employees plenty freedom, as opposed to a tight structure. His entire team, however, is wired opposite of him, and needs that structure. The leader, without knowing it, assumes everybody is comfortable with his leadership style. His team feels otherwise,” McLeod said. “It’s important to remember that people will behave in a way that makes the most sense to them. We are all wired differently, which is why behavioral data is so important. It provides insight. What a leader assumes to be true may not be the same as what his/her team needs.”

Broom, Brush & Mop Magazine’s Associate Editor Rick Mullen reached out to Michael Waksman, of family-owned and operated Corona Brushes, Inc., (Tampa, FL) with a series of questions pertaining to the industry, and business at Corona Brush. Waksman discusses challenges, and how business has changed for the company following the COVID-19 pandemic, and its official end. Corona is a manufacturer of high-end paintbrushes and rollers as well as home maintenance, industrial and promotional brushes. Corona also produces paint roller kits, trays, extension poles and accessories, marine products and more.

Q: How was business at Corona Brushes the last quarter of 2022 and into the early part of the new year?

A: Business has been good, and we are pleased with our performance over the last quarter of 2022 and into the early part of the new year. Last year we had a focus on shipping orders, and the steps we took (expanding our workforce, training new employees, developing new efficiencies in production) have been successful without sacrificing the level of quality that painters look for in a Corona brush and roller. We've seen continued demand for our tools in the markets where we are established, and we continue to explore new opportunities for growth and expansion.

Q: Now that the president has declared the COVID-19 pandemic is over, in what ways, if any, did your journey through the pandemic change the way you conduct business going forward?

A: The pandemic has certainly had an impact on our operations, and we have adjusted our approach in certain aspects of our business as a result. While we continue to prioritize the safety and well-being of our employ ees and customers, we have resumed most in-person interactions, and have adapted our processes to ensure that we are able to continue delivering high-quality products to our customers. The communication tools that we adopted out of necessity during the pandemic, we are now seeing integrated into our ongoing commun ications. A video meeting may be held instead of a phone call, for instance, or instead of waiting for all parties to be available for an in-person meeting.

Of course, there are things that the pandemic did not change. We are still making brushes and rollers by hand, paying close attention to the process so that our finished product meets the requirements of painters who have established Corona as their tool of choice.

Q: During the pandemic, the use of such platforms as Zoom and others were often used more than before the pandemic. Are you seeing this kind of communication now more as business as usual?

A: In short, yes. These platforms have become another communication tool. Not as a total replacement of other forms of communication, but certainly as augmentation. We might have a video meeting in place of a phone call, or we might have one instead of waiting for everyone to be available and present for an in-person meeting. But we still have phone calls and in-person meetings.

Q: The last time we spoke, there was a spike in COVID going on which hindered your ability to get out in the field to get feedback from painters. Now that COVID is officially over, has this situation returned to normal?

A: We remain committed to finding innovative solutions that allow us to continue gathering feedback while prioritizing the safety and well-being of everyone involved. In many ways we are back to normal, but there are still people being infected with COVID and it is my understanding that for some it could still be very dangerous.

Q: How are your innovative lines of products, including your Champagne Nylon™ series of paintbrushes, the UltraFast™ paint roller and Chinex® line doing? Are there any other new products you would like to share with our readers?

A: The lines you mention are still doing well, and they are still getting strong demand from painters. We have held off this year introducing new products, but we are looking at 2024 and beyond. Our main focus still is shipping orders while maintaining the level of quality in our tools that painters have come to expect.

Q: Discuss raw material prices and availability. Are there still the same issues with the supply chain as last year? Is obtaining China bristle still a problem?

A: We have good sources, and we want the best quality. Availability of the highest quality material has been a challenge for years, but we are satisfied we are obtaining the best quality raw materials available. But the problem right now is not just limited to Chinese bristles. There continue to be other delays in the supply chain, and we continue to work with our partners to produce and deliver the best quality brushes and rollers.

Q: What are your thoughts about the future of your company in 2023 and beyond?

A: We plan to continue investing in our manufacturing facilities and workforce to maintain our high level of quality and efficiency. We remain interested in expanding and pursuing new markets, without taking focus away from providing our existing customers with a high level of service and products. n