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Did you ever wonder why people behave so diIIerently? Did you ever observe two people seeing
the same thing or hearing the same conversation and having completely diIIerent interpretations?
Did you ever wonder why certain people are passive while others are assertive? Why some are
impulsive and others preIer to plan? Why some are more creative and others are more analytical?
Why some are detailed and others only see the big picture?
The answers to these questions and many more are very much connected to one`s personality. One
way to describe personality is using a process called 'Printing. Printing is based on a powerIul
system that was developed by scholars centuries ago and has been reIined over hundreds oI years.
Printing takes people`s personality traits, :A-$B C#%D %D) CDEF* G)D#$? %D)*) %":#%*, and groups them
into 9 categories - each with its own way oI thinking, Ieeling and behaving; its own unique view oI
the world; and its own set oI strengths and potential weaknesses. Although people may see parts oI
themselves in some, or even all oI the groupings, there are always two that Iit them better than the
rest called a Major (dominant) and a Minor (secondary). The combination oI a person`s Major
and Minor makes up their personality type, or Print, oI which there are 72 in total.
IMPORTANT PRINT FACTS:
! Every Print has it unique strengths and weaknesses.
! Your Print explains your view oI the world how you look at things and
how you respond to people and situations.
! Each Print has an Unconscious Motivator
TM
that drives the belieIs,
thoughts, emotions and actions oI that Print.
! Some behaviors are common among two or more Prints, but the
motivation behind the behaviors are diIIerent. Unconscious Motivators
TM
are the key to truly understanding Print behavior.
! No Print is better than any other Print. Prints are not good or bad, just
diIIerent.
! Each Print has strengths (called 'Best SelI) and potential weaknesses
(called 'Shadow) that are unique to that Print.
! A person`s natural state is Best SelI. But sometimes Shadow replaces
Best SelI as a person`s automatic deIault, particularly under stress.
The Paul Hertz Group
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All content including survey, proIiles and reports is copyright protected and permission to reproduce, distribute or
use this content commercially is strictly prohibited without prior signed authorization Irom SoulData Corporation.
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We use the numbers 1 through 9 to designate the diIIerent Prints the Iirst number oI your Print
represents your Major and the second number is your Minor. High numbers are not better or worse
than low numbers. Low numbers are not better or worse than high numbers. We simply use
numbers as a way to distinguish the groupings.
The Print Survey
TM
that you recently completed was to determine your Print. Attached is your result
and a description oI the characteristics oI your Print, a blend oI your Major and Minor. When you
read the description, it is important to note that there may be characteristics or traits
described that you don`t think you have or exhibit. Do not be alarmed. This is expected. The
narrative represents the entire universe of traits for a given Print. You probably exhibit a
number of the behaviors, but not all of them. However, the narrative should be a good overall
representation of your personality.
Sometimes, people Iind it diIIicult to see themselves as others perceive them. It may help to let a
trusted, dear Iriend, close colleague, spouse, Iamily member or signiIicant other read your
description and oIIer their perceptions.
Please note that your narrative includes a list oI traits called 'Potential Shadow Traits. Shadow
traits are traits that can come out during times oI stress. These are potential areas Ior you to work
on. As we said, not all oI the characteristics listed will apply to you, but those that do oIIer
opportunities Ior personal growth. Here are some suggestions Ior how to put the inIormation to
good use:
1. Review the list oI potential Shadow traits and try to identiIy two or three that you Ieel you
exhibit more oIten than you would like. Select no more than three behaviors to work on. II
possible, ask a Iew people you trust to veriIy them Ior you and even see iI they'll point out some
examples, iI you or they Ieel comIortable doing this. Others' perceptions can sometimes be
more reliable than your own.
2. Keep these behaviors in your conscious awareness. Shadow behaviors can be automatic. We
can do them without thinking. They oIten just happen. Change that process by staying "awake"
and "alert" about your behaviors. When you wake up in the morning, be aware oI them. When
you start work, be aware oI them, etc. What is key is how you handle your "moment oI truth"
when something stressIul happens and your automatic Shadow behaviors want to take over. Try
to stay aware and step back Ior a Iew moments in these situations. Even take a Iew deep breaths
beIore responding.
3. Periodically ask the same people in our Iirst suggestion to give you progress reports. Also, iI
they observe you starting to do one oI your Shadow behaviors, ask them to gently inIorm you
and alert you to slippage. Your "buddy" can help you quite a bit. Additionally, ask them to let
you know when you are doing Best SelI behaviors, especially iI you are making improvements
in this area.
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At their best, 2/4`s are emotionally expressive and inspiring human beings who bring out the best in
others and perIorm with excellence in nearly all situations that involve people. Friendly, warm and
sensitive, they are truly dedicated to helping and caring Ior others.
Nurturing and supportive, 2/4`s enjoy Iocusing their attention on people and meeting their needs.
They are generous with their time, energy and possessions. Full oI enthusiasm, they delight in
oIIering advice, personal counseling and helping people solve problems. The challenge Ior some
2/4`s is to perIorm their role without encouraging or creating dependency. This may be diIIicult Ior
those 2/4`s who Ieel most purposeIul when they are indispensable.
A second challenge Ior the 2/4 is to give without conditions. Although oIten unaware oI the pattern,
some 2/4`s require appreciation and reciprocity Ior their giving. II they are not Iorthcoming, they
can Ieel rejected or oIIended, allowing Ieelings oI resentment to build. Some may even use
martyrdom or guilt as a retaliatory weapon.
The 2/4 is exemplary at supporting others as they try new things. They build conIidence and
provide encouragement to those who may be hesitant. Once on their own, however, a 2/4 could
expect a Iull report and many thanks. A treasured Iorm oI appreciation Ior the 2/4 is to be kept in
the know.
2/4`s are selI-starters who act with independence. They are comIortable with power and inIluence
and are oIten in control even iI it isn`t Iormal authority. They are driven when they decide to do
something. However, some 2/4`s Iind it diIIicult to say no. They are so good at sensing what others
need, want and are Ieeling that they neglect their own needs and take on too much. This can make
them Ieel overwhelmed. But it can also elicit negative Ieelings on the part oI the 2/4 as they
become more and more aware that the doing and giving is only one way.
2/4`s are very good listeners and conversationalists who get along well with a wide variety oI
people. They are quite Iocused and attentive when dealing with other people and are talented at
making them Ieel important, special and valued. Complimentary and sincerely empathetic, 2/4`s
perIorm excellently in positions that are service oriented and customer driven. Some 2/4`s may Iind
themselves asking questions that others Ieel are a bit too personal, but to the 2/4, they are generally
Iollowing their instincts and using their sensitivity to understand others` situations and
predicaments.
An admirable trait oI the 2/4 is their emphasis on human potential and the realization oI this
potential. They are believers oI people growing, developing, becoming wiser, more proIicient, etc.
This trait makes them highly qualiIied Ior a multitude oI positions involving the human resource
component oI an organization, both line and staII. One caveat that 2/4`s need to be aware oI is to
keep reaching goals and reaching potential in suIIicient balance.
Flexible and cooperative, a 2/4 can always be counted on to be a genuine team player. They support
team decisions, contribute creative ideas and solutions and are reliable with Iollow-through. The
2/4`s challenge in the team setting is to be able to stay motivated and positive even in the Iace oI
disapproval, criticism or rejection.
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Providing guidance, help and assistance so that others can meet their goals is the 2/4`s reason Ior
being, so environments which allow them to do this are ideal. Using their sensitivity and insight to
Iind out what people need and then, based on their judgment, being able to assist them is
particularly satisIying to 2/4`s. 2/4`s also like to play this role in a team setting and Iunction
eIIectively in a team based environment. Highly isolated positions that lack a service component
will not elicit the highest level oI perIormance Irom these outgoing and truly caring individuals, nor
do they build on the 2/4`s strengths.
2@HH:"E -. !"#$%& 8<=7
Anticipated
Best Self Attributes
Potential
Shadow Traits
giving controlling
helpful opinionated
cooperative complaining
praising meddling
generous possessive
intuitive neglects own needs
empathetic resentful
good listener conditional giving
advising manipulative
friendly needs too much approval
approachable self-important
warm interfering
thoughtful defensive
dedicated overly prideful
supports decisions blind to own faults
sincere envious
tenacious angry
reliable sarcastic
disarming must be in the know
sensitive creates dependency
service oriented gossipy
responsive guilt inducing
positive martyr-like
loyal overextended
likeable overly emotional
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