It is here that we can refer to your Success Pattern and Dynamic Success Factors for an accurate standard of values. Place a value of ten on the success factors, checked once or twice, and give increasing values to the other factors in proportion to the number of check-marks. Place a value of 100 on the highest scoring of your Dynamic Success Factors.
Now let's consider the work and the results of improving each factor the maximum 20 percent. After considerable and often unhappy exertion, the 10-point factor can be raised to an even dozen points. With the same amount of exertion under far happier circumstances, the 100-point factor can be raised to 120 points. The raise alone is worth twice as much as the 10-point factor was to begin with, and the two-point improvement in' the latter adds up to a lot of hard work for very little reward.
With those figures before you, the only conclusion to be reached is that your success lies in applying yourself to the development of those factors where the number of points can be increased most emphatically.
To put it more bluntly, if you are in a job that does not require the use of your Dynamic Success Factors but does require, instead, the use of factors low in value, you may work yourself into a state of frustration without making any significant advance. You all know well-meaning, hard-working people like that who have driven themselves to exhaustion to accomplish what others around them are doing with ease. It is these people, too, who often make the most mistakes. In struggling to raise a ten-point factor to the 30-50-point efficiency required by a job, they put themselves under such a strain that mistakes are bound to follow.
In seemingly better shape is the man who uses a 40-point factor on a 50-pointjob. Through application he can increase his strength to 48 points and thus hold his job without too much strain and worry. The danger here is that in reaching what my previously mentioned executive friends would like to call "his capacity," he may think he has hit his whole peak instead of the peak of one of his weakest factors. In that state of mind he will hesitate to take a better job, feeling that if the present job is tough enough, the new one might be more so.
Not knowing what his Dynamic Success Factors are, he could be right. Should he, as often happens, find himself promoted to a higher job in the same field, his already strained ability could let him down sadly. On the other hand, should the promotion elevate him to a job in which his Dynamic Success Factors could be brought into play, his performance record, his attitude, and indeed his whole life would be vastly improved?
