Career Match: Connecting Who You Are with What You'll Love to Do

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For some, a job is just a way to pay the bills. For others — those whose careers fit their passions and personalities — it is a source of great satisfaction and success. Career Match is designed to help people discover their ideal work. Using the author's revealing ten-minute self-assessment, the book helps readers determine their personality style, then walks them through the range of career choices best for them. This indispensable guide will enable anyone to:

• identify the type of work that will inspire and ...

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For some, a job is just a way to pay the bills. For others — those whose careers fit their passions and personalities — it is a source of great satisfaction and success. Career Match is designed to help people discover their ideal work. Using the author's revealing ten-minute self-assessment, the book helps readers determine their personality style, then walks them through the range of career choices best for them. This indispensable guide will enable anyone to:

• identify the type of work that will inspire and exhilarate them

• recognize the type of boss and work environment they need to thrive

• confirm the rightness of the path they are on — or help them find a better one

• speed up their job search

The book includes in-depth chapters for each personality type, detailed explanations of career options, and inspiring real-life stories of people who have found fulfillment in work that suits their personality. This invaluable resource will help anyone in need of direction match who they are with what they should do — for a lifetime of gratifying work and greater success.

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Editorial Reviews

From the Publisher
“…classic career-advice book...if you are bogged down in your quest to determine your ideal career path, this is a book that will speed you along nicely.” —Pittsburgh Tribune Review
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Product Details

  • ISBN-13: 9780814473641
  • Publisher: AMACOM Books
  • Publication date: 2/9/2007
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 256
  • Sales rank: 193,775
  • Product dimensions: 6.10 (w) x 9.04 (h) x 0.71 (d)

Meet the Author

Shoya Zichy (New York, NY) is a career coach with a Master’s in Education and Counseling, and is past president of the Myers-Briggs Association of New York. Her proprietary personality model has been featured in Fortune, Barron’s, and on CNN.

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Read an Excerpt

Introduction and Acknowledgments

Where It All Began

On a muggy night in May I sat stranded in an Asian airport. Only the floor sweepers punctuated the late night desolation. It was the end of a long, very overscheduled business trip—one of the many I took each year in the search for new banking clients. In the midst of a large pile of waiting room debris, I noticed a book. Dog-eared and well-used, it caught my attention. I picked it up, and my view of the world was altered forever.

"If a man does not keep pace with others, perhaps it is because he hears a different drummer," it began with the oft-quoted Henry David Thoreau. The book, an obscure and since-discontinued interpretation of Swiss psychologist Carl Jung's theories, outlined the seemingly obvious differences in the way people take in information and make decisions. Some of this I knew intuitively. Yet the information hinted at a new way to deal with my clients and associates.

On returning to my Hong Kong office, I set out to color code each of my customers based on their Jungian behavioral profiles. Each file contained brief instructions for support staff to follow in the event of my absence. "When a Gold comes in, make sure all statements are up to date and organized in date-sequential order. If a Blue makes an appointment, call our investment guys in New York and get three new ideas." And so it continued, outlining a strategy for each of four color groups.

It proved uncannily effective. Almost overnight, our new business increased by 60 percent. But there was more. I began to enjoy my clients more, my stress level went down, and, in time, my relationships with others outside of work began to improve as well.

For some ten years, I continued to use this technique. The bank sent me back to the United States, and the clients grew more diverse—white-robed sheiks in Abu Dhabi, shipping magnates in Athens, or aristocratic landowners in Spain—the same color-coding instructions dotted their files. What's more, they worked—for men, for women, old and young, widely varying ethnicities.

In that decade, I never met another individual who spoke of Jung—at least not in terms of applying his concepts to marketing. Then in 1990 I joined some friends in Maine to escape from burnout and institutional reorganization. I needed to rethink my career.

The small Port Clyde Inn sparkled in the crisp October sunlight, and on the front porch sat a man reading a book. We began to chat and he spoke of the author Isabel Myers and her new applications for the work of Carl Jung, a system called the Myers-Briggs Type Indicator®. It was the conversation I had been looking for.

Over the next few years, I would discover a hidden universe of books, seminars, tapes, and associations involving hundreds of people around the world. I had a new, strong sense of internal direction. Suddenly, things just began to happen; the right people and events began to materialize. Jung would have called it "synchronicity."

It would be a couple of years before I could undertake my own research, but eventually my life became focused on the business applications for personality styles. The material that follows sums up the information provided by over 10,000 people who have attended my seminars and the written works of "personality type" experts who for the last two decades have laid the intellectual groundwork that serves as the basis of this book. Very few of the principles are my own; however, as my client list can attest, I have pioneered unique ways of applying these ideas to the workplace.

For the sake of simplicity, I have adopted my own color-coding system of earlier times, which I call Color Q. "When you meet a Gold, make sure that..." It served me well for many years, and it will serve you well, too.

The Purpose of This Book

Many of us share the fantasy that we can do anything and be anyone... with just a little more effort. This is an illusion that blocks real development. Growth does NOT require significant change, or that we emulate "role models" because we are somehow innately inadequate. It does require that we understand and accept the dynamics of our own GENUINE style—its unique strengths and weaknesses. It also means that, in time, we tone down some of our blind spots.

There are many systems for understanding people. This is the one I have found that probes most deeply into the core of human behavior. It confirms that each personality style is natural, equal, observable, and predictable, and that each can be equally effective at work.

Truly exceptional people always do so much more than is required. The only way to do that without severe burnout is from passion born of confidence. You are the right person doing the right thing in the right place and enjoying it! Sound impossible? Not at all, for those who are true to themselves in spite of naysayers, parental expectations, and societal pressures. Use this book to reveal your road to being exceptional.

What Color Q Is Not

Color Q is not the answer to all career problems. It is not a painless shortcut to maturity and wisdom. Most of all, it does not measure the impact of education, intelligence, mental health, special talents, economic status, motivation, drive, or environmental influences on the core personality type. There are billions of unique people on our planet and only four Color groups. If you wonder what that leaves, I say only the deepest, most important part of you — the part that ALWAYS knows what it really wants, and won't be happy until it gets respect!

The framework is not gender specific. It works equally well for males and females. Both men and women are found in each personality style, though in some groups the percentages differ.

Finally, Color Q is NOT a complete, in-depth Myers-Briggs evaluation. It is a ten-minute self-assessment designed to acquaint you with concepts that are applicable to your career. If, after reading this book, you are intrigued enough to take the whole Myers-Briggs Type Indicator, check the website, and you will be matched with an appropriate professional for assessment and feedback.

What Color Q Is

Color Q is about coding people—ourselves and others. We do it all the time. "He is shrewd and entrepreneurial." "She is energetic and artistic." This helps us to group our impressions mentally and store them in the appropriate synapse of our brain for future use.

Color Q is also a tool for understanding the sometimes incomprehensible behaviors of bosses and co-workers (and even friends, dates, and mates!). Since so much career advancement depends on your "people skills," you'll find your increased ability to "read people" perhaps the most valuable outcome of reading this book.

Enjoy this journey!


I've been blessed to connect with so many people who share my passion for the study of personality differences. I am particularly grateful to the following:

 Peter and Katharine Myers for continuing to support new applications of personality type.

 David Keirsey, whose book Please Understand Me started me on my journey, and Linda Berens whose ongoing research continues to enrich our understanding of temperaments.

 MBTI specialists who have written on personality and careers, in particular, Allen Hammer, whose MBTI Career Reports provided a rich array of insights. Paul Tieger, Donna Dunning, Charles Martin, and Otto Kroeger have provided valuable contributions to this area as well.

 The individuals profiled in the book and the thousands who have participated in my seminars. Your life stories have brought my model to life.

 Linda Konner, our agent, for seeing the potential of the manuscript and providing steadfast focus, support, and wisdom.

 The vibrant AMACOM team Andrew Ambraziejus, Ellen Kadin, and Vera Sarkanj, for their professionalism and dedication to the publishing and marketing of this book. Barry Richardson, for his editing savvy, and Kathy Whittier, for copyediting and production coordination. Marie Corbett, my Citibank colleague of many years, for helping organize the resource section.

 Denise Seegovian, Lene Skou, and the student advisors, Yan Kuznetsov, Faith Serrano, Ally Tubis, and Alexandria White for their ongoing marketing advice.

 My interns Debra Asfour and Mary Li for taking time out of their graduate studies to transcribe tapes and find new marketing technologies.

 Russ Cohen for his innovative cartoons.

 And last, but certainly not least, thanks to my family, Mother, Charles, Sheila, and Fiona for always being the cheerleaders.

From Ann Bidou:

Thanks to Katy Libby, who did the grunt work in Toymakers Café so I could write.

This is for my niece, Libiann—spend your life trying all the stuff you think, or they say, you can't do. I believe in you.

To everyone in the Norwalk and Huntington groups, and especially to Michel Corey. Thanks for your insights.

And finally, to Greg, my husband, thank you for your invaluable support, encouragement and belief, for sure, for sure.

People Profiled

In Order of Appearance

GREENS: Diane Sawyer, journalist, ABC News; Frank McCourt, best-selling author; Laura Ziskin, film producer; Angelina Jolie, actress; Bono, musician; Alexandra Lebenthal, financial executive; Terry McGuinness, human resource director; Maggie Hoffman, public relations manager; Lonnie Carter, playwright and professor; Michele Frank, clinical social worker; Gregory J. Marion, business consultant; Gloria Parker, model, actress, interior designer, berry farmer; Oldrich Teply, fine and commercial artist, teacher; Dan Shaw, writer; Anne Thayer, conference planner; Phyllis Rosen, stock trader, career coach.

REDS: Donald Trump, real estate tycoon; Christie Todd Whitman, consultant, former governor of New Jersey; Peter Tanous, author, owner/investment consulting firm; Marla Kreindler, attorney/employee benefits and financial services; Charles Nemes, owner, Barbizon modeling school; Stan Waring, manufacturing executive; Gregory Bidou, entrepreneur/restaurant and mail order businesses; Lilliana Goldberg, veterinarian; Joyce Jenkins, internal coach, Citigroup; Christopher L. Dutton, President and CEO, Green Mountain Power, Bud Murdock, innkeeper.

BLUES: Hillary Rodham Clinton, United States Senator, D-New York; Charles Schwab, Founder/Chairman/CEO, The Charles Schwab Corporation; Rehana Farrell, Chief Financial Officer, Merrill Lynch; Michael Isaacs, Chief Executive Officer, U.S. Balloon Company; Kathlene Burke, law student, Jeannette Hobson, Vistage Chair, coach, small and medium-sized businesses; Glenn Frontera, producer/director, Multimedia Production, MTA New York City Transit; Joshua Stone, music composer, Alger B. ("Duke") Chapman, Senior Advisor, Cambridge Group, former CEO, Chicago Board of Options; Charles M. "Chuck" Sheaff, surgeon; Chuck Wardell, managing director, executive recruiting; Jack Rubinstein, small business advisor, Bruce Terman, Ph.D., medical research scientist; Ari Levy, hedge fund manager.

GOLDS: Kay Bailey Hutchison, United States Senator, R-Texas; Joan Shapiro Green, board member; Alan "Ace" Greenberg, Chairman of the Executive Committee, Bear Stearns; Mellody Hobson, President, Ariel Capital Management; Linda Konner, literary agent; Kathleen Waldron, Ph.D., President, Baruch College; Sergio I. de Araujo, Managing Director and Senior Investment Officer, U.S. Trust Company; Martin Deeg, chemical engineer and manufacturing company owner; Linda Chavez-Thompson, Executive Vice President, AFL-CIO, Princess Fazilé Ibrahim, philanthropist; Eric Nichols, Ph.D., psychologist and professor; Mary Waite, small business president.

ENTREPRENEURS; Trisha Rooney Alden and Phillip Rooney: father/

daughter entrepreneurial team, R4 Services; Helen Glunz, Glunz Family Winery & Cellars; Nordhal Brue, Bruegger's Bagels; Carla Hall, Carla Hall Design Group.

MONEY & COMPENSATION: Betsy Howie, author.

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Table of Contents


Introduction and Acknowledgments

People Profiled

PART 1: The Jump Start: Defining Yourself and Others

1 Don’t Read the Whole Book… 2

2 The Color Q Personality Style Self-Assessment 4

3 A Quick History of Personality Typing 13

4 A Tour of Prism Company: An Overview of the Four Color Groups 16

PART 2: Greens: “Let’s Humanize It”

5 Greens Overall 24

6 Green/Gold Extroverts 28

7 Green/Gold Introverts 38

8 Green/Red Extroverts 49

9 Green/Red Introverts 61

PART 3: Reds: “Let’s Do It Now”

10 Reds Overall 74

11 Red/Blue Extroverts 79

12 Red/Blue Introverts 91

13 Red/Green Extroverts 102

14 Red/Green Introverts 114

PART 4: Blues—“Let’s Change It”

15 Blues Overall 128

16 Blue/Gold Extroverts 133

17 Blue/Gold Introverts 144

18 Blue/Red Extroverts 158

19 Blue/Red Introverts 171

PART 5: Golds—“Let’s Do It Right”

20 Golds Overall 184

21 Gold/Blue Extroverts 188

22 Gold/Blue Introverts 202

23 Gold/Green Extroverts 217

24 Gold/Green Introverts 229

PART 6: Getting the Job

25 Before I Do Something Stupid...Adjusting to Other Styles 242

26 Would I Make a Good Entrepreneur? 247

27 Money and Compensation 256

PART 7: Creating a Customized Roadmap for Your Professional Life

28 A Roadmap for Putting It All Together 262

Bibliography and Resources


About the Authors

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First Chapter


Connecting Who You Are with What You'll Love to Do
By Shoya Zichy Ann Bidou


Copyright © 2007 Shoya Zichy
All right reserved.

ISBN: 978-0-8144-3018-7

Chapter One

Don't Read the Whole Book ...

THIS IS NOT YOUR TYPICAL career book. The Color Q system doesn't change people, but it does change how they view themselves. You will not be told to be more organized, to assert yourself, imitate your boss, or emulate some celebrity CEO. You will not even have to change how you dress. Instead, every word will move you to operate from your deepest, most natural talents, fueling the passion that separates good workers from great achievers. You just need to recognize your strengths and use them on a daily basis.

Sound easy? It's not. Most of us come loaded down with guilt and parental/societal expectations that push us in unnatural directions. Did pressures like money, prestige, educational opportunity, or family desires force you into making more "practical" choices? If doing so hasn't made you happy, then what will?

You need to get back to your core and make it work in the workplace. Define this core by taking the Color Q Self-Assessment in Chapter 2 and being bluntly honest. For many of you, it will be career-altering, IF you answer as you really are. Please note that a preference is NOT "I generally work with piles, but I'd prefer if I kept my desk clean." What you actually do is what you prefer.

You do not need to read the whole book, unless you want to explore all sixteen Color Q personality types. Learning a little about other people's styles, however, will help you in:

* Job or promotion interviews.

* Team projects.

* Salary/contract negotiations.

* Sales.

* Boss/co-worker conflicts.

* Dates.

* Family relations.

The theory behind the Color Q system has been tested for decades on millions of people worldwide. It has changed lives and altered careers, including those of both authors of this book. If it changes your life, as we think it will, we'd like to know. Your story is as significant as the ones included in this book. Email me at and check out my website at

Chapter Two

The Color Q Personality Style Self-Assessment

Instructions: Part I

In the Color Q personality profiling system, you have a primary personality Color. This is who you are at your core. You also have a backup Color—a strong secondary influence. Finally, you have an Introvert or Extrovert tendency. Color Q describes people, for example, as Green/Red Introverts. This ten-minute either/or self-assessment will reveal all three aspects of your personality.

Select one of the two choices in each line according to your first impulse, which is usually correct; but choose as you are, not as you would like to be. Don't overanalyze your choice. There are no "right" or "wrong" answers. Think of this like your left or right hand. While you can use both, you have a preference for one over the other, and you use that hand with less effort and better results. If you are truly torn between the two choices, it may mean you either feel guilty about your honest answer, or feel pressured to function in a certain way.

First, fill out Section I, choosing what YOU (not your boss, mate, parents, or anyone else) prefer. Choose from Column A or B. Each A or B choice must be filled in, choosing the statement that describes you at least 51 percent of the time. You should wind up with nine checkmarks total in this section.

Count the number of checks in each column. Then move on to Section II or III depending on your results. Assess your primary Color now.

Instructions: Part II

Now read the short overview of you primary Color below. Does it ring true? If yes, continue to Part III. If not, skip down to Part V, "What to Do If This Doesn't Ring True for You."

Instructions: Part III

Now that you have determined your primary style, go back to the assessment and fill out the section you originally left out (Section II or III). This will provide you with your backup style. You should share about 40 to 50 percent of the characteristics of your backup style. The backup style refines your primary style.

If your primary is Gold or Red, your backup would be Blue or Green.

If your primary is Blue or Green, your backup would be Gold or Red.

Your Backup style is____________


From each pair of statements, choose one statement from the left or right column. You should wind up with seven checkmarks in this section.

More about the Extrovert and Introvert

Since the Extrovert/Introvert dimension is often misunderstood, it is worth explaining further. First of all, it appears to be biologically based and has nothing to do with liking people or being socially adept.

Extroverts (which Jung and the Myers-Briggs community spell as "extraverts") get their energy from being with people and doing group activities. If they have to spend too much time alone or doing tasks that require solitude, they quickly become tired, bored, and dispirited. Introverts get energized from their inner resources—that is, from spending time alone to recharge their internal batteries. Even if they like being with people, which most Introverts do, interacting too much can drain their energy.

The population divides fairly equally between Extroverts and Introverts, and many hide their natural preference well. An Introvert who needs to socialize for business can appear as an Extrovert to those who do not know him or her well. We all use both, but not at the same time. Also, as your score will indicate, you may be mild or pronounced in this dimension. Relationships between the two are often tense, until this dimension is understood and valued.

Next Step

If your Overview sounds right, read about your primary Color first: Greens in Chapter 5, Reds in Chapter 10, Blues in Chapter 15, and Golds in Chapter 20. Then read your individual chapter, which is one of the four immediately following your primary Color.

If you want to delve deeper, read about your backup Color. For skeptical Blues, reading Chapter 3, A Quick History of Personality Typing, might be your first stop so you don't feel you're wasting your time on an unproven methodology. Greens may want to skip straight to their individual chapter, and then into Chapter 4, A Tour of the Prism Company, to learn about all the other Colors. That's okay, too. Golds will prefer to follow the recommendations above, and reading one chapter a day will allow you to absorb and review this material. Reds, we know the self-assessment wasn't all that much fun, but your individual chapter will be! Go there now and skim it; you'll see it can be quite entertaining.

What to Do If This Doesn't Ring True for You: Part V

Your personality Color is simply who you really are WHEN NOT PRESSURED by family, friends, or work life. But if the majority of characteristics do not ring true, you may belong to another group.

Go back to the Self-Assessment and check the section where you had close scores. Did you answer the way others need you to be? Or as you feel you ought (instead of prefer) to be? That creates false results. Choose the opposite column and follow instructions to a new Color. If that fits better, go up to Section III and continue.

Or see if a family member or someone who knows you well agrees with your self-assessment. You might be very surprised, as one lawyer was when her friend of thirty years completely corrected her answers to most of the self-assessment! The lawyer didn't want to admit to her real preferences for a messy workplace and last-minute deadline rushes. Remember, we're not judging you here, or even suggesting you need to change. And what you categorize as a "weakness" actually might be a strength; for example, the ability to operate effectively in chaotic conditions.

People are multifaceted. Though everyone has a predominant type, people may be one of several shades of that style. A person may be a strong Gold with a Blue backup. Another might be a slight Gold and hence not as pronounced. Also, as you get older, you develop the nonpreferred parts of your personality and may appear less Gold than in younger years.

If you currently are going through catastrophic life changes, or have been dissatisfied with your life for some time, scores can reflect your survival skills and not your real preferences. You may have "forgotten" your real preferences, although unhappiness is a signal that they're being denied. Try answering as if, right now, you lived in the world of your choice. If your personality Color still seems wrong, wait until things have stabilized and retest yourself.

Chapter Three

A Quick History of Personality Typing

CATEGORIZING PERSONALITIES into types—an activity called "typology"—has been embraced by major civilizations since ancient times. For more than twenty centuries, scientists and scholars have recognized that, while individual people are unique, there are predictable patterns of human behavior. Around 400 B.C. the Greeks, most notably Aristotle, Hippocrates, and Galen, believed human behaviors fell into four groups, or "humors"—sanguine, melancholic, phlegmatic, and choleric.

In the 1920s the pioneering Swiss psychologist Carl Gustav Jung, who had been a favorite student of Freud's, split away and developed his own typology. According to Jung, human beings' four ways of intersecting with reality were thinking, feeling, sensation, and intuition, which he outlined in his book Psychological Types, published in 1921. He called these the four "functions."

Jung spent most of his life studying how people are similar and different. He concluded that certain inborn or early-emerging preferences become the steadfast core of our likes and dislikes about other humans and the physical world. He further described each of these functions as being used in either the outer or inner world and hence in different ways, concluding that each person has one of eight mental processes as the most preferred or dominant.

Jung's theories were very abstract. Fortunately, in the 1940s, a mother and daughter team would begin to provide a practical key to unlocking his work. These two U.S. women, Isabel Myers and her mother Katharine Briggs, individually and together would spend the next forty years testing Jung's ideas by observing the people around them. They quantified their observations, then rigorously tested and validated them. They created the most extensively tested personality typing system ever developed, the Myers-Briggs Type Indicator® Inventory (MBTI® assessment), which to date has been administered to more than 50 million people worldwide.

In the 1950s, another typology enthusiast, David Keirsey, did work that overlaid the Greek humors onto the Jungian/Myers-Briggs types. In his book Please Understand Me, he outlined four temperament groups, which serve as the basis of the Color Q model in this book. Since then his work has been expanded by his longtime student Linda Berens, president of Interstrength™ Associates, who continues to provide a rich array of new insights.

Today, work on the MBTI is continued by the next generation, Peter and Katharine Myers, co-trustees of the MBTI Trust. Katharine D. Myers, whose work with the instrument began in 1942, became the first President of APT, the Association for Psychological Type, the leading membership organization of the "type" community. Twenty years later the Myers' strong sense of stewardship remains in evidence. They are mentors to those seeking new insights and applications. The aspirations of young people and their career satisfaction is an area of ongoing interest. Peter Myers is Chairman of the Myers-Briggs Foundation and continues to develop the work of his mother Isabel Myers by promoting new research and keeping the assessment on the cutting edge. He believes the most important contribution of the Myers-Briggs model is the insight that "successful human endeavor results from the development of effective perception and decision-making," emphasizing once again that understanding and working with one's own natural preferences, regardless of what they are, creates success.

"The Jungian model is an excellent nonthreatening tool for developing career goals," said Katharine Myers in a recent interview. "Extensive research shows that certain types more than others are drawn to each career. However, since every type is found in every field, no one should be told not to go into any specific career. If an individual is strongly drawn to a profession, he or she needs to be clear on the tasks inherent in the job and then evaluate what their skills will contribute." It is not uncommon for people to create special niches in areas dominated by other types.

Myers is a Green, as defined Chapter 5. And like many in her group she excels at fostering the growth of others. "My passion for what I do is so great that I'm still working at 80, which I never planned to do," she says.

Meanwhile, modern brain imaging technology has validated many of MBTI's theories by showing how chemicals and activity in different parts of the brain impact behavior. Most importantly, it has been demonstrated that Jung was indeed correct. While each person is unique, there is a part of them—a core, if you will—that is solid and steady. It is that core that the MBTI, and the Color Q system, define and apply to a multitude of life issues.

I developed Color Q as a quick introduction to the concepts of "personality typing" and the more complex Myers-Briggs model. When running team-building and leadership seminars for my corporate clients like ABN AMBO, Northern Trust, Merrill Lynch, The U.S. Treasury, and Prudential Insurance, I also began to ask participants to fill out an investment questionnaire. From this pool of knowledge emerged the Money Q profiles, which explain how different personality types approach money and compensation. Several results of this proprietary research are presented in Chapter 27, which sheds light on how different individuals approach the financial negotiation aspects of their job search.

Chapter Four

A Tour of the Prism Company

An Overview of the Four Color Groups

YOU'LL GET THE MOST OUT OF this book if you learn how to recognize people of other Color types. This tour of the (fictitious) Prism Company offers clues to help Color code your boss, co-workers, dates, mates, friends, and family.

The Gold Department

At the Gold department entrance, a motion-sensor-activated sign lights up when you approach, requesting your visitor's pass. A card swipe machine reads all your data—name, reason for visit, time of entry—and unlocks the door.

Inside is a reception area with elegant wood paneling, several classical oil paintings, and immaculate deep pile carpet. The tone is hushed. Behind a large, raised desk is a receptionist wearing a crisp business suit. Her desk has her name and title on a square wood and brass plate, next to a discreet bouquet of mixed flowers. She nods you into the department corridor for your tour. It has taken you less than a minute to start your visit.

On your right is a bulletin board with the slogan "Responsibility and Accountability Lead to Money and Security" displayed across the top. Although the sounds of work are all around you, everything seems hushed and well under control. All employees are wearing tailored suits, and most are at their desks doing paperwork. Computer screens flicker with spreadsheets or accounting software.

Down the corridor, each employee has an office, all of which are decorated in tasteful muted color schemes. No one seems to be absent, yet no desk has any clutter on it. Apart from family photos, nothing but the current moment's work is evident anywhere. Filing cabinets predominate, which reveal highly organized files with plenty of room to spare. Everyone's clock, you notice, is set to precisely the same time.

People greet you in a dignified, well-mannered way, but stay focused on their tasks. You notice functions like business analysis, accounting, budgets, customer service, production scheduling, and manufacturing project planning.

A conference room near the middle holds a large oval table of impeccably shined mahogany. A schedule of the week's meetings is posted in a frame next to the door. Someone of good and traditional taste has designed this room. Pens are in holders on the center of the table. The well-hidden wastebasket is empty. Windows behind the velvet curtains are crystal clean.


Excerpted from CAREER MATCH by Shoya Zichy Ann Bidou Copyright © 2007 by Shoya Zichy. Excerpted by permission of AMACOM. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

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Sort by: Showing all of 12 Customer Reviews
  • Posted June 17, 2011

    Insightful, Educational, and SPOT-ON!!

    I read this ENTIRE book in one evening and could not get over how exact Zichy's description was of both my personality and career goals/likes/dislikes. If you are finding yourself in a state of utter confusion in terms of who you are and what you are/should be doing with your life, I highly recommend reading this effectual, personality-career manual of sorts.

    1 out of 1 people found this review helpful.

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  • Anonymous

    Posted February 23, 2010

    Executive Career Coach recommends Career Match

    I have coached over 450 executive in the last 4 years,the last 100 clients had Career Match as required reading. There are many books out there on the topic of personality type and careers. I am actually in the process of writing one myself on how top performers fail in the wrong culture which is full of case studies of my clients. I recommend this book because it breaks it down into what you need to have be a match in the environment (culture), the job itself, and the ideal boss. All three need to be a fit: culture, job content, boss leadership style. This book also points out what the pitfalls are for each type in the job search itself! I highly recommend this book for all those seeking the right fit, from college grads to senior executives!

    Loribeth Dalton
    Executive Career Coach

    1 out of 2 people found this review helpful.

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  • Posted January 25, 2014

    Excellent resource for Career change and job seekers.

    I originally got this book from the library, but the value it provided to myself and my recent college graduate son was invaluable. It really does a great job of assessing your abilities and how to apply those strengths to a career

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  • Anonymous

    Posted March 31, 2010

    VERY accurate book!

    This book is perfect for anyone trying to reveal a more detailed picture of who they are. I took the Color Q test and my personality was EXACTLY me! I don't know how Mrs.Zichy does it but it works! And, the Color Q connects directly to career choices! One thing though: I think she could have elaborated a little bit on choosing a career, but overall this book is perfect for finding your true personality and staying on that path.

    0 out of 1 people found this review helpful.

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    Posted August 2, 2011

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