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Takeaways
- Bryan Arzani has offered Advanced Insight Profiles for attendees of the Pre-Conference Workshop at the 2026 Dealership Minds Summit in Springfield, Ill.
- Two acquired – not born with – traits are common to the most successful individuals in business settings, regardless of industry or trade.
- Part 1 of the series explains the background; Part 2 describes Farm Equipment’s personal experience with the assessment tools for fit of individuals to the job positions – for all parties’ benefits.
Editor’s Note: Part 1 in this series is based on a profile assessment conference call on May 21, 2026 by Bryan Arzani, vice president and co-founder of Results Group and president of Innermetrix North America. The following is his description of key trait indicators from research that he shared before delving into a profile assessment exercise into matching positions to a future candidate.
Arzani is preparing a first-ever workshop at the Dealership Minds Summit that includes an “Advanced Insight Profile” for each attendee and up to two key colleagues – a $2,250 value at no charge.
Arzani’s assessment tools combine 3 distinct psychological sciences. The magic of what has been called, “the Moneyball of human capital,” he says, is connecting the dots to spur critical thinking, ownership and execution. His customized deep-dive workshop shows dealers how to see, develop and leverage staff in ways that drive lasting operational performance.
What traits are inside the DNA of those people achieving wild success? What can they do effortlessly and naturally that other people cannot? Bryan Arzani, vice president and co-founder of Results Group and president of Innermetrix North America, examined research and profiles of 197,000 individuals and talked to companies all over the world in search of the answer.
He had a singular one question goal. That is, if you could clone individuals for greatness, which ones would you choose? And conversely, which ones would you not be too worried about if they turned in their resignation?
Following the multiple psychology profiles and pouring over the data, he and his team started to see something interesting.
We found no statistical correlation between performance and talent. None.
Indicators of Success
Arzani and his colleagues looked at natural talents and those who fit the upper elite echelon of numerous industries. “We came back with a ton of data,” he says. “We saw people who were outgoing that could command a crowd. We had people who were socially awkward. We had people that were really good at strategy and others very competitive on all ends of the spectrum.”
What was interesting, however, was a vanilla series of talents that came out in all of these categories, he says. “Nothing really stood out in terms of talent. We couldn't conclude that a person would be a rock star because the data said so.”
So they went back to all 197,000 and asked more questions. And then went to the lower level performance based on the business' evaluations and asked the same questions of them.
What came back was very interesting, he says. “We found no statistical correlation between performance and talent. None. We had people at the highest levels that were driven and outgoing. And we had people at the highest levels that were driven but socially awkward. We also had folks who were super analytical but who weren't able to put things together. We had them all over the board.”
What they did find was everyone of at the top had acquired 2 specific skills.
1. Self-Awareness
The ones at the highest levels had gained the skill of self-awareness, he says. “We say gained because you're not born with it; you learn it over time through life experience.”
The first is self-awareness, meaning they understood what they were naturally gifted to do. They also knew what they struggled at. But they didn't stop there because it is not enough.
“A lot of people have self-awareness piece but they lacked the second piece,” says Arzani.
2. Authenticity
The second skill was authenticity. When he says authentic, it means that they were convicted or gained the understanding of how to help themselves be successful in any role or position.
Some people requiring motivation or a need for structure can find success if they learn who they are and how to stay true to themselves. Staying true to themselves doesn't mean that they sit still, he says.
Success isn't about becoming good at that which you naturally suck. Wild success means knowing what you’re naturally gifted to do effortlessly and then surrounding yourself with people or processes to support your deficiencies...
What these people do is find a process that'll support them, or an individual who won’t suffer from their blind spot.
Success isn't about becoming good at that which you naturally suck. Wild success means knowing what you’re naturally gifted to do effortlessly and then surrounding yourself with people or processes to support your deficiencies.
“So if I'm left-handed, I'm not trying to become the best third baseman in baseball,” says Arzani. “It's a no-brainer, but for some reason in business we often try to become really good at what we're not good at – and we only end up burning a ton of energy.”
How It’ll Work for You in Springfield
By Mike Lessiter, Editor/Publisher
Having personally gone through the exercise with key leaders and job applicants, here’s what to expect from the limited-seating Pre-Conference Workshop and the free assessments made possible by Farm Equipment and NAED
- Register to attend the special pre-Summit Workshop on Tuesday, August 4 from 9 a.m. - noon in Springfield, Ill.
- Before Friday, July 17, take the 20-minute online assessment tool (confidential link provided by Dealership Minds Summit staff) for yourself, and up to 2 additional members of your team. You’ll receive an in-depth Innermetrix Advanced Insights profile. The Attribute Index measures how you think and make decisions. The Values Index measures your motivational style and drivers and the DISC Index measures your preferred Behavioral style. Together they describe the natural talents you have, why you are motivated to use them and how you prefer to use them.
- Review your profile assessment and bring a printout of your 4-page executive summary profile and/or access them on the device to use your own data to understand the tools and how to work with them for better results.
Three customized reports is a $2,250 value to come and attend the workshop -- to not only know oneself but how to work with and communicate with others to get the job done.
Surrounding Yourself with Talent & Systems
Really successful people invest the energy into processes and people around them to allow them to do what they're naturally gifted to do.
That doesn't mean one cannot overcome deficiencies, Arzani says. Take the natural profile of one who is aggressive, thrives on a fast-pace environment and enjoys competition. Make them sit at a desk all day and pay them a flat hourly rate to do monotonous work all day long and it won’t likely work.
“When the fit isn’t right, they’ll want to stab their eyeballs out,” says Arzani. “It’ll consume enormous amounts of energy if the person isn’t naturally suited for that work.
“Conversely, someone else’s gift might be crunch numbers an Excel spreadsheet all day but who one day is told to be more like ‘so-and-so.’ So then they go to some class on how to be a proactive, aggressive and competitive leader who doesn't take things personally. They could go to all the classes in the world, but what's the likelihood of them becoming proactive, aggressive, competitive, and not taking things personally?
Not very good.”
Be the 4%
So the concept of using these profiles, he says, isn't about changing someone’s stripes, says Arzani. About 96% of the people who take on new positions learn the needs of a role and come away thinking they need to change find success. They say, “I’m broken, so I’m going to ask to do some training to get good."
“That's why 96% of people are doing only the minimum to keep their jobs. There's an elite group of humans in all different walks of life that say to themselves, ‘I know I’ve got a need here, but that's really not who I am, so instead, I'm going to try and fix my role.’”
It doesn't mean that they change jobs, he adds. But they either get a person or put processes in place or both that support them in that role.
Arzani says that could be accomplished through delegation, team development, etc. “But most people spend their whole lives trying to address that blind spot and it doesn’t usually work.”
For example, there’s an employee who doesn’t care if they’re liked or needs to be friends with everyone. “There's people out there that are wired that way and then become convinced they need to come off as more sensitive,” Arzani says. “So they go off to a sensitivity class and come back and take on a job that requires them to be in charge of recognizing people's birthdays, putting balloons on their desk and putting together company functions all can network, talk and share ideas.
While a left-hander might be able to play third base, it's going to take a lot more effort to be successful…
“So they take a class and say, ‘Boss, I'm ready to take on this role’ and go about trying to fix something that is ‘manufacturing’ their own weakness – they are trying to become something they are not.”
Again, while a left-hander might be able to play third base, it's going to take a lot more effort to be successful vs. another better-suited position where they can succeed, he says.
Part 2 of this series will include personal reactions from Lessiter Media leadership after having gone through the process that Bryan Arzani will provide to all attendees of the pre-conference workshop at the Dealership Minds Summit. Register today to save your spot at the workshop today.
