Kevin has agreat job that makes him good money. His boss has just offered him a promotionthat comes with a sizeable bonus, a generous pay raise, and increased benefits,including a company car. All he has to do is sign the contract tomorrowmorning.
The only problem is that Kevin is an Engineer. While he has been waitingfor fourteen years for someone to notice his problem-solving skills, he’swatched the previous, incompetent managers pile up difficulties he’ll inherit.In fact, Kevin has developed probability charts that graph the similarities andcareer life expectancies of managers in general, and he does not want to fallvictim to his own formula. He knows that the average life expectancy for amiddle manager at his branch is two years, and he wants to avoid failing at allcosts.Kevin is actually a valuable employee because of his problem-solvingability; so he gets enough overtime and outside work to earn a lot of money. Ifhe signs the contract tomorrow, he’ll lose the consulting work he does which hefinds to be empowering. Why does Kevinhave to be so picky?
According to traitMarker, Kevin has over 18 different ways to make a decisionin his best interest. Right now, Kevin’s dominant strain is struggling with thesupportive and reserve strains of his traitMark. He’s not even thinking about expandinghis own career territory or increasing his indispensability to his company.That’s because Kevin’s dominant tendency doesn’t value growing in popularity asa problem-solver.If he continues as he is, Kevin will probably remain a uniquespecialist running the office lottery pool and generating flow charts andspreadsheets in a dark corner until someone accidentally finds him. Kevin needs help. He can get it. For $19.99.http://www.traitmarker.com/http://www.facebook.com/traitmarker
