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Paula Grant 16/04/2012

Personal Profile Foundation Chapter Management Chapter


Insights Discovery 3.5

Paula Grant

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Personal Details

Paula Grant Senior HR Projects Manager paulagrant@rfu.com RFU

Date Completed

16/04/2012

Date Printed

16/04/2012

Insights Learning and Development Ltd. Jack Martin Way, Claverhouse Business Park, Dundee, DD4 9FF, Scotland Telephone: +44(0)1382 908050 Fax: +44(0)1382 908051 E-mail: insights@insights.com

http://www.insightsworld.com/ Š Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

Page 3

Contents Introduction

4

Overview Personal Style Interacting with Others Decision Making

5 5 5 6

Key Strengths & Weaknesses Strengths Possible Weaknesses

7 7 8

Value to the Team

9

Communication Effective Communications Barriers to Effective Communication

10 10 11

Possible Blind Spots

12

Opposite Type Communication with Paula's Opposite Type

13 14

Suggestions for Development

15

Management Creating the Ideal Environment Managing Paula Motivating Paula

16 16 17 18

Management Style

19

The Insights Wheel

20

Insights Colour Dynamics

21

Jungian Preferences

22

http://www.insightsworld.com/ Š Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

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Introduction This Insights Discovery profile is based on Paula Grant’s responses to the Insights Preference Evaluator which was completed on 16/04/2012. The origins of personality theory can be traced back to the fifth century BC, when Hippocrates identified four distinct energies exhibited by different people. The Insights System is built around the model of personality first identified by the Swiss psychologist Carl Gustav Jung. This model was published in his 1921 work “Psychological Types” and developed in subsequent writings. Jung’s work on personality and preferences has since been adopted as the seminal work in understanding personality and has been the subject of study for thousands of researchers to the present day. Using Jung's typology, this Insights Discovery profile offers a framework for self-understanding and development. Research suggests that a good understanding of self, both strengths and weaknesses, enables individuals to develop effective strategies for interaction and can help them to better respond to the demands of their environment. Generated from several hundred thousand permutations of statements, this profile is unique. It reports statements which your Evaluator responses indicate may apply to you. Modify or delete any statement which does not apply, but only after checking with colleagues or friends to identify whether the statement may be a “blind spot” for you. Use this profile pro-actively. That is, identify the key areas in which you can develop and take action. Share the important aspects with friends and colleagues. Ask for feedback from them on areas which seem particularly relevant for you and develop an action plan for growth personally and interpersonally.

http://www.insightsworld.com/ © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

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Overview These statements provide a broad understanding of Paula’s work style. Use this section to gain a better understanding of her approaches to her activities, relationships and decisions.

Personal Style Paula enthusiastically and co-operatively joins in activities and can juggle several activities at once. She pays scant attention to negative, pessimistic or divisive situations or conclusions. At her best in jobs which deal with people and situations that require co-operative working, she dislikes impersonal tasks and work demanding factual accuracy, unless she can be free to include the people factor. Her social gatherings are frequent and worth attending, particularly when they mark important events. She tends to see the environment as welcoming, challenging and exhilarating, and if it is not, she tries to create that atmosphere. Paula may generate more ideas, possibilities and plans in one day than others might manage in a month! She is an imaginative and creative visionary who is a source of inspiration to most. Her home will be a haven for people to have a good time, and will have mementoes or photographs of people having a good time! Paula is sympathetic, empathic and affable. Paula is adaptable, easy-going, warm, friendly and generous. Able to cope with a number of projects at once, Paula gets a lot of enjoyment from the social aspects of work. Seen by others as spontaneous and charming, Paula is persuasive, loves surprises and enjoys finding unique ways of bringing delight and unexpected pleasure to others. She will take every possible opportunity to generate new relationships or to be with others. She tends to have an interest in the new and unusual and is gifted at expressing her feelings. She is prepared to attempt almost anything, but her work needs to be active rather than theoretical. She likes people and tends to be aware of and appreciate a person's more admirable qualities. She may become pessimistic and gloomy when she is thwarted or fails to see ways to make the important changes in her life. She prefers to be seen as rather sociable and may relish the occasional spotlight. With her friendly organisational skills, Paula is supportive of other colleagues and will enthuse over most projects. She is inventive, independent and can be extremely perceptive of the potential contained within the views of others. She tends to be light-hearted and sunny, and because she constantly seeks to avoid painful experiences, she tends to steer away from personal anxieties. She is always interested in seeing the possibilities, particularly in people, beyond the present moment. Paula displays fierce loyalty to and for people who report to her. Paula is interested both in possibilities beyond what is already obvious and in the ways that these possibilities might affect others. At times, events can overwhelm her and she may find it almost impossible to say “No”, even when the demands are unreasonable.

Interacting with Others

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Insights Discovery 3.5

Paula Grant

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Paula is very co-operative and articulate, communicating sympathy, concern and a willingness to become involved. Her ability to empower others is one of her most impressive qualities. She attracts many friends and acquaintances. She is enthusiastic in helping people make the best of themselves and she is proficient in making lots of contacts. She is careful not to hurt colleagues feelings and will take peoples well-being into account whenever possible. Usually exciting for most of those involved, her activities do tend to leave some others exhausted by the process. The gift of sheer adaptability means that Paula has an uncanny skill for making life into an enjoyable performance, juggling many activities and people and usually enjoying the limelight. She can take issue with both colleagues and superiors but is unlikely to bear a grudge for long. Paula's feelings play a prominent role in her life and she manages to inject a friendly element into any work she is assigned to or involved in. Placing a high value on her harmonious relationships, it is not surprising that people turn to Paula for encouragement, nurture and support. She may become rather over-emotional when stressed. It is important for her to have personal contact with people in her work. Outgoing, friendly, challenging and sympathetic, Paula radiates warmth and fellowship. Her outgoing nature may lead her to misinterpret the significance of some issues. Paula is outgoing and makes things more fun for others by her pure and unreserved enjoyment of the moment.

Decision Making People occasionally see Paula making decisions that appear to fly in the face of logic. She needs to learn to consciously delay making decisions until she has considered more information as she may have overlooked sounder alternatives. She would perform better if she focused more on in-depth study of analytical data during the decision making process. Through her intuitive feeling personality, she may have difficulty in limiting herself to a single project and usually prefers to keep many balls in the air. She is a quick decision maker and considers people within the context of the result of the task. She may unconsciously manipulate the process to get her own way. Her direct, sometimes erratic approach tends to work against her being totally consistent on a day to day basis. Paula will usually encourage democratic or even consensus decisions, as opposed to having them imposed autocratically. She tends to make choices around her own personal feelings which may be as important to her as more objective data. Highly technical or factual information may appear dry and uninspiring to her and may not receive her full attention. She may often make decisions based upon how she feels about a situation, rather than how the situation actually is. She will not allow systems and procedure to stand in the way of what she believes is right. She is likely to decide in favour of the solution that brings the highest level of approval from others. She may make decisions without considering all the consequences of her actions. She may value opinions over facts in considering a possible course of action. Personal Notes

http://www.insightsworld.com/ Š Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

Page 7

Key Strengths & Weaknesses Strengths This section identifies the key strengths which Paula brings to the organisation. Paula has abilities, skills and attributes in other areas, but the statements below are likely to be some of the fundamental gifts she has to offer. Paula’s key strengths:

Sets a fast work pace. Has an outgoing nature and builds relationships quickly. Imaginative and dynamic. Willing to be involved in most activities. Displays lots of self-confidence. Effective and flexible in relationships. Strong sense of humour and fun. Infectious enthusiasm. Will look for the good in people and events. Compassionate to those around her. Personal Notes

http://www.insightsworld.com/ Š Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

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Key Strengths & Weaknesses Possible Weaknesses Jung said “wisdom accepts that all things have two sides”. It has also been said that a weakness is simply an overused strength. Paula's responses to the Evaluator have suggested these areas as possible weaknesses. Paula’s possible weaknesses:

Can be rather patronising or somewhat superior. Will set unrealistic deadlines for herself and others. Can appear insincere. Vocally judgmental and critical. Leaps before she looks! May do what is pleasant rather than what is necessary. Has to work hard to maintain a specific focus. Avoids and is easily bored by detail. Over optimistic about the abilities of others. May hold grudges and tell you about them! Personal Notes

http://www.insightsworld.com/ © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

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Value to the Team Each person brings a unique set of gifts, attributes and expectations to the environment in which they operate. Add to this list any other experiences, skills or other attributes which Paula brings, and make the most important items on the list available to other team members. As a team member, Paula:

Makes friends quickly and easily. Has strong personal and interpersonal skills. Provides a sharp and quick opinion. Brings harmony to conflicting factions. Takes on and shares ideas. Has foresight and farsight. Is a constant source of inspiration and fun. Sees the “big picture”. Initiates, justifies, actions and defends. Maintains and generates high team aspirations. Personal Notes

http://www.insightsworld.com/ © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

Page 10

Communication Effective Communications Communication can only be effective if it is received and understood by the recipient. For each person certain communication strategies are more effective than others. This section identifies some of the key strategies which will lead to effective communication with Paula. Identify the most important statements and make them available to colleagues. Strategies for communicating with Paula:

Provide information that stimulates conversation. Provide lots of opportunities for team contact. Support her need for new ideas, material and challenges. Don't always expect brief, specific answers. Be alert and quick on your feet. “Temper” her optimism with realism. Show concern for her opinions and be willing to discuss personal matters. Keep the conversation lively. Agree exactly what needs to be done. Adapt to sudden changes in direction. Talk about her and areas she finds stimulating. Be personable and give sufficient time to “peripheral” matters. Personal Notes

http://www.insightsworld.com/ © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

Page 11

Communication Barriers to Effective Communication Certain strategies will be less effective when communicating with Paula. Some of the things to be avoided are listed below. This information can be used to develop powerful, effective and mutually acceptable communication strategies. When communicating with Paula, DO NOT:

Take issue with her demeanour or jaunty disposition. Speak too slowly or hesitantly. Attempt to impose too much structure and formality. Overload her with irrelevant information. Assume you will complete all of your agenda. Involve her in formal, lengthy or tedious meetings. Get carried away by her enthusiasm. Forget to offer praise and recognition when it is due. Restrict or restrain her natural exuberance. Talk with her using a low-key voice tone. Impose a “can't be done” or defeatist attitude on her. Fail to recognise her best personal achievements. Personal Notes

http://www.insightsworld.com/ © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

Page 12

Possible Blind Spots Our perceptions of self may be different to the perceptions others have of us. We project who we are onto the outside world through our “persona” and are not always aware of the effect our less conscious behaviours have on others. These less conscious behaviours are termed “Blind Spots”. Highlight the important statements in this section of which you are unaware and test them for validity by asking for feedback from friends or colleagues. Paula’s possible Blind Spots:

Paula takes even the most well-intentioned criticism personally and can respond by becoming flustered, hurt or angry. She focuses on emotions to the point that she may fail to see the logical consequences of her actions. Although she can do certain detailed work she will tend to be less careful and more restless in longer term projects. She would do better if she sought the advice of more practical people to find out how workable and useful her ideas are. To avoid making mistakes, she should digest all the information before acting. Paula would do well to take a step back and try to see a situation more objectively before reacting. She may jump to conclusions without gathering all the necessary information or taking the time to really understand the situation. People can see that she doesn't always take a rational or objective view of the world. She needs to try to anticipate what dangers might be in store and develop an alternative plan in case things should become unpleasant. She should learn how to accept and deal with conflict as a necessary part of bettering her relationships with others. She may neglect essential preparation as she moves quickly in her zeal to take on something new. Paula has a difficult time saying no or asking for help. She values fast action and doing many things at once. When under pressure she may get the job done by cutting corners or neglecting quality. Personal Notes

http://www.insightsworld.com/ © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

Page 13

Opposite Type The description in this section is based on Paula's opposite type on the Insights Wheel. Often, we have most difficulty understanding and interacting with those whose preferences are different to our own. Recognising these characteristics can help in developing strategies for personal growth and enhanced interpersonal effectiveness. Recognising your Opposite Type:

Paula’s opposite Insights type is the Observer, Jung’s “Introverted Thinking” type. Observers are precise, cautious and disciplined and are painstaking and conscientious in work that requires attention and accuracy. They are objective thinkers, concerned with the right answer and will avoid making quick decisions. Paula may see the Observer as hesitating to acknowledge a mistake or as becoming immersed in researching for data to support an isolated view. Observers tend not to trust strangers and will worry about outcomes, their reputation and their job. They are reticent about expressing their feelings and Paula will often see the Observer as unresponsive, cool and uncaring. Observers draw conclusions based on factual data. They may be slow at producing results, as gathering data is the stimulating part of the job for them. Observers like to make rules based on their own standards and apply those rules to daily life. Paula may find herself at odds with Observers due to their private nature and lack of enthusiasm for social events. Introverted analysis may prevent the Observer from expressing thoughts as readily as Paula would wish. Personal Notes

http://www.insightsworld.com/ © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

Page 14

Opposite Type Communication with Paula's Opposite Type Written specifically for Paula, this section suggests some strategies she could use for effective interaction with someone who is her opposite type on the Insights Wheel. Paula Grant: How you can meet the needs of your Opposite Type:

Respect her need to be alone for extended periods. Keep her informed of all the details. Provide a safe environment in which she can learn, improve and grow. Put important messages in writing for clarity. Speak calmly and quietly, avoiding ostentation and bluster. Ensure she has all the facts she needs before pressing for a decision. Paula Grant: When dealing with your opposite type DO NOT:

Speak too quickly. Disturb her work space without prior warning. Hug her unexpectedly or at an inappropriate moment. Try to build a relationship too quickly. Be boastful. Be immature, childish or silly. Personal Notes

http://www.insightsworld.com/ Š Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

Page 15

Suggestions for Development Insights Discovery does not offer direct measures of skill, intelligence, education or training. However, listed below are some suggestions for Paula’s development. Identify the most important areas which have not yet been addressed. These can then be incorporated into a personal development plan. Paula may benefit from:

Reflecting for a moment before responding. Experiencing from the past and focusing on the present. Paying meticulous attention to detail before leaping to a conclusion. Accepting that decisions based on solid analysis are more reliable than intuitive decisions alone. Setting deadlines - then sticking to them. Reflecting longer on other alternatives before jumping in to start the process. Regularly reflecting on the days events. Spending a few hours each week in the reference section of the library. Being less vocal at group meetings. Drafting watertight policy statements, agreements or procedures. Personal Notes

http://www.insightsworld.com/ Š Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

Page 16

Management Creating the Ideal Environment People are generally most effective when provided with an environment which suits their preferences and style. It can be uncomfortable to work in an environment which does not. This section should be used to ensure a close match between Paula’s ideal environment and her current one and to identify any possible frustrations. Paula’s Ideal Environment is one in which:

Her inspirational vision is nurtured. Modern “executive toys” are available to satisfy playful and tactile interests. The workplace layout is designed for comfort and practicality. She sees the impact and results of her efforts. Activities, variety and change are constantly taking place. Meetings are rather informal gatherings. A flexible approach is taken to the specification of hours and days worked. She can question the rules and the traditional ways of doing things. Rules on time keeping and dress code are generally more relaxed. There is time for play during work hours, and social bonding outside of work. Personal Notes

http://www.insightsworld.com/ © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

Page 17

Management Managing Paula This section identifies some of the most important strategies in managing Paula. Some of these needs can be met by Paula herself and some may be met by her colleagues or management. Go through this list to identify the most important current needs, and use it to build a personal management plan. Paula needs:

Occasional performance reviews and a sharp shock to maintain her focus. Meetings with strict agendas and timetables. Organised elements of work which include attention to the details. An adaptive, understanding and patient manager. Established support systems and procedures. More frequent evaluation and appraisal. Limited exposure to bureaucracy and paperwork. Encouragement and empathy when her visions “turn sour“! Continual opportunity to generate and express ideas. To understand the need for time-management disciplines. Personal Notes

http://www.insightsworld.com/ Š Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

Page 18

Management Motivating Paula It has often been said that it is not possible to motivate anyone - only to provide the environment in which they will motivate themselves. Here are some suggestions which can help to provide motivation for Paula. With her agreement, build the most important ones into her Performance Management System and Key Result Areas for maximum motivation. Paula is motivated by:

Being made to feel “one of us”. The prospect of working for the common good. The availability of support staff to assist with some of the “paperwork”. Investment in equipment for her exclusive use that encourages her sense of worth. The chance to make a reputation for herself. Merit based remuneration - reward through success. Regular breaks from routine. Status, influence and prestige. Special task “teams” to interact with. Participation in lively arguments, debate and discussions. Personal Notes

http://www.insightsworld.com/ © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

Page 19

Management Style There are many different approaches to management, most of which have different situational applications. This section identifies Paula’s natural management approach and offers clues to her management style, highlighting both gifts and possible hindrances that can be further explored. In managing others, Paula may tend to:

Create an air of bustle to help with the meeting of deadlines. Be good at initiating and developing team contacts. Allow her team a great deal of freedom. “Explode” if publicly embarrassed on a personal/status matter. Allow an individual too much freedom. Have difficulty separating being liked as a manager from being liked for oneself. Surround herself with like-minded, open, enthusiastic people. Over-exaggerate and over-embellish the true facts. Lead the team with her energy, enthusiasm and personal charisma. Provide “life force” and energy to the team. Personal Notes

http://www.insightsworld.com/ © Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

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The Insights Wheel Paula Grant 16/04/2012

BLUE

RED

R E F ORM E R

E S B O

R

V

E

16

R

1

D

116

101

I

R

2

15 36

21

136

3 35

22

34

56

156

113

41

133

23

141

55

104 42

54

33

32

12

124

43 144

153

13

53

44

52

45

51

132

4

24

25

5

145

152

46 50

112

125

49

105

148

48

26

30

27 6

11 128

129 29

28 7

10

O R

GREEN

T

M O T I V A T O R

47 149

31

S U P P

C T O R

121

14

C O O R D I N A T O R

E

E

109

R

108 9

8

HE L PER

I

N

S

P

I

R E R

YELLOW

Conscious Wheel Position

26: Motivating Inspirer (Classic) Personal (Less Conscious) Wheel Position

26: Motivating Inspirer (Classic)

http://www.insightsworld.com/ Š Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

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Insights Colour Dynamics Paula Grant 16/04/2012

Persona (Conscious) 6

BLUE

GREEN

YELLOW

Preference Flow RED

100

Persona (Less Conscious) 6

BLUE

GREEN

YELLOW

RED

0.28 5%

1.60 27%

5.24 87%

3.20 53%

50

3

0

3

50

0

100 0.76 13%

2.80 47%

5.72 95%

4.40 73%

(Conscious)

0 32.6%

(Less Conscious)

http://www.insightsworld.com/ Š Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Insights Discovery 3.5

Paula Grant

Page 22

Jungian Preferences Paula Grant 16/04/2012

Attitude/Orientation:

100

0

100

Introversion (I)

Extraversion (E)

Rational (Judging) Functions:

100

0

100

Thinking (T)

Feeling (F)

Irrational (Perceiving) Functions:

100

0

Sensing (S)

100

Intuition (N) (Conscious)

(Less Conscious)

http://www.insightsworld.com/ Š Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

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Paula Grant Insights

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