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DISCOVERY John Smith 19/09/2003

Personal Profile Foundation Chapter Management Chapter Effective Selling Chapter Personal Achievement Chapter Interview Chapter

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Insights Discovery 3.0.1

John Smith

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Personal Details

John Smith Sauflon

Date Completed

19/09/2003

Date Printed

15/03/2004

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@insightsworld.com insights@insightsworld.com

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Insights Discovery 3.0.1

John Smith

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Contents Introduction

5

Overview Personal Style Interacting with Others Decision Making

6 6 6 7

Key Strengths & Weaknesses Strengths Possible Weaknesses

9 9 10

Value to the Team

11

Communication Effective Communications Barriers to Effective Communication

12 12 13

Possible Blind Spots

14

Opposite Type Communication with John's Opposite Type

15 16

Suggestions for Development

17

Management Creating the Ideal Environment Managing John Motivating John

18 18 19 20

Management Style

21

Effective Selling Chapter

22

Selling Style Overview

23

Before The Sale Begins

24

Identifying Needs

25

Proposing

26

Handling Buying Resistance

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27 Gaining Commitment

28

Follow-up and Follow Through

29

Sales Preference Indicators

30

Personal Achievement Chapter

31

Living on Purpose

32

Time and Life Management

33

Personal Creativity

34

Lifelong Learning

35

Learning Styles

36

Interview Questions

37

The Insights Wheel

38

Insights Colour Dynamics

39

Jungian Preferences

40

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Introduction This Insights Discovery profile is based on John Smith’s responses to the Insights Preference Evaluator which was completed on 19/09/2003. 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 unique. It Modify or colleagues

from several hundred thousand permutations of statements, this profile is reports statements which your Evaluator responses indicate may apply to you. delete any statement which does not apply, but only after checking with 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.

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Insights Discovery 3.0.1

John Smith

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

Personal Style John can combine social expertise within his normally assertive behaviour. He will take every possible opportunity to generate new relationships or to be with others. John displays fierce loyalty to and for people who report to him. John is energetic, enthusiastic, responsible, conscientious and persuasive. He is inventive, independent and can be extremely perceptive of the potential contained within the views of others. He is accomplished at working with individuals and groups and can quickly find himself pushed into a leadership role. Ingenious, enthusiastic and outgoing, John has great personal charm and can be successful in a variety of roles. Quick to see the possibilities of new ideas and projects, John is outstanding at initiating these and persuading people to support him. He tends to have an interest in the new and unusual and is gifted at expressing his feelings. He flourishes in jobs where he can be of constant service or use his talent to persuade. He is convinced of his own abilities and is constantly seeking environments where people will appreciate him. He likes people and tends to be aware of and appreciate a person's more admirable qualities. Work that is purely practical or work that leaves him on his own for long periods can make him irritable. If he is in charge of having to monitor the detailed work of others he may find this uninteresting, stressful and exhausting. He has an urge for lifelong learning and can shake off depression by simply finding projects that fascinate him. He possesses a natural gift for presentation. He tends to see the environment as welcoming, challenging and exhilarating, and if it is not, he tries to create that atmosphere. He is comfortable letting others manage the more technical aspects of a project so he can devote his full energies to creating a co-operative, comfortable environment. He is an imaginative and creative visionary who is a source of inspiration to most. He pays scant attention to negative, pessimistic or divisive situations or conclusions. He should take care to include the practical details in his projects and continually try to look at situations from an objective viewpoint rather than just his own perception. John is curious for new ideas and insights. He is used to doing several things at once, but others may view some of this as superficial activity. John wants to sample the best that life can offer. He has a sense of adventure and likes to keep his spirits and expectations high. He is a good improviser who will go to great lengths to please others. He is motivated by approval and reacts unfavourably to indifference or rejection from others.

Interacting with Others

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The easy-going nature and good humour that John displays makes him an attractive companion. Consequently he is known by a large number of people and enjoys a wide circle of acquaintances. He can take issue with both colleagues and superiors but is unlikely to bear a grudge for long. If he cannot avoid putting off telling someone an unpleasant truth, he will soften the message by putting it in an affirmative way. It is important for him to have personal contact with people in his work. He is enthusiastic in helping people make the best of themselves and he is proficient in making lots of contacts. Usually verbal and persuasive, he will seek or wish to withdraw quickly from confrontation unless provoked to the extreme, when he may go “off the deep end� verbally. Acutely aware of what is and isn't appropriate behaviour, he is often seen as gracious, charming, personable and social. He prefers communicating verbally rather than through the written word. His major goal is to create and maintain good feeling and harmony among the people he relates to. As he is highly articulate with a quick sense of humour he is often the life and soul of the party. He prefers to be active and working with like minded people. He is motivated to help other people in what he sees as real and practical ways through direct action and co-operation. Outgoing, friendly, challenging and sympathetic, John radiates warmth and fellowship. John's preferred focus is on the positive, harmonious and uplifting aspects of people and human relations. He prefers democratic and participative processes rather than written instructions or autocratic systems.

Decision Making Preferring a harmonious outcome, John will go to great lengths to ensure the preservation of relationships. He may often make decisions based upon how he feels about a situation, rather than how the situation actually is. John's natural curiosity for new ideas will bring new and fresh ways of thinking to the group. He prefers moderate to slight risk in decision-making. He is a quick decision maker and considers people within the context of the result of the task. If everyone can be involved in a project, he will ensure that they are. He may get bored quickly and tend to ignore significant detail in his desire to move on to more exciting things. Others may see his decisions as unrealistic in certain circumstances. In decision-making he may prefer to apologise for exceeding his authority rather than getting permission in the first place. He tends to make choices around his own personal feelings which may be as important to him as more objective data. His direct, sometimes erratic approach tends to work against him being totally consistent on a day to day basis. He has the ability to appear to listen to other people's viewpoints but may not necessarily be hearing or intending to action them. People occasionally see John making decisions that appear to fly in the face of logic. Trying to focus more on the facts, not just on the people, can be helpful in his decision making. He will tend to be concerned with the effect that the decision making process, and its result, will have on others.

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Insights Discovery 3.0.1

John Smith

Personal Notes

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Insights Discovery 3.0.1

John Smith

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

Imagination and possibility form the basis of his creativity. Investigative, interested and inventive. Resilient and resourceful. High ego strengths. Sees innovation as a necessity. Adaptable and adventurous. Imaginative and dynamic. Interactive and inspirational approach. Assumes both authoritative and democratic leadership. Can be bubbly, effusive and spontaneous. Personal Notes

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John Smith

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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. John's responses to the Evaluator have suggested these areas as possible weaknesses. John’s possible weaknesses:

May not dot all the “i”s and cross all the “t”s. May do what is pleasant rather than what is necessary. His outwardly directed energy can be overpowering to some. Fails to appreciate the seriousness of certain situations. Generates so many ideas that chaos often ensues. May become depressed if bored or forced to moderate tedious tasks. Rather self promoting and talkative. May not follow through to completion. His need for variety may leave some tasks incomplete. Tends to exaggeration. Personal Notes

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John Smith

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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 John brings, and make the most important items on the list available to other team members. As a team member, John:

Creates considerable activity. Works well with a variety of tasks and activities. Bolsters and promotes team spirit. Can provide high activity and variety. Knows nothing is impossible. Motivates others with contagious enthusiasm. Provides inspiration and ingenuity. Provides inspiration and perspiration. Develops high self-worth through group development and bonding. Has infectious enthusiasm and optimism. Personal Notes

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Insights Discovery 3.0.1

John Smith

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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 John. Identify the most important statements and make them available to colleagues. Strategies for communicating with John:

Add to the challenge and opportunity regularly. Be personable and give sufficient time to “peripheral” matters. Be tolerant of his need to switch topics without notice. Maintain personal content in communication. Show concern for his opinions and be willing to discuss personal matters. Provide information that stimulates conversation. Provide lots of opportunities for team contact. Recognise both him and his achievements. Generate inspiration by recalling past successes. Ask for his thoughts and ideas. Avoid unnecessary distractions - keep to the point. Don't always expect brief, specific answers. Personal Notes

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John Smith

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Communication Barriers to Effective Communication Certain strategies will be less effective when communicating with John. 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 John, DO NOT:

Challenge his perception of himself. Criticise, condemn or suppress his enthusiasm. Assume you will complete all of your agenda. Involve him in formal, lengthy or tedious meetings. Act aggressively or reject his ideas without explanation. Fail to recognise his best personal achievements. Be dismissive of his feelings and emotions. Appear slow, sluggish or too formal. Expect him to respond favourably if you dictate to him on policy or procedures. Limit his range or scope of activity. Inhibit or restrict “networking” opportunities. Talk slowly, mumble or whisper. Personal Notes

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John Smith

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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. John’s possible Blind Spots:

John sometimes places too much credibility on the opinions and feelings of those he cares for. During stressful times he can become blinded to the difficulties of the situation. To avoid making mistakes, he should digest all the information before acting. John takes even the most well-intentioned criticism personally and can respond by becoming flustered, hurt or angry. He has a short fuse and when pushed may become loud, rigid and domineering, bringing a high level of stress to the team or his peers. He needs to learn to deal more directly and honestly with conflict, trusting that his natural sensitivity to others' feelings will provide him with what needs to be done even in the most difficult situations. He should learn how to accept and deal with conflict as a necessary part of bettering his relationships with others. He values fast action and doing many things at once. When under pressure he may get the job done by cutting corners or neglecting quality. Although he can do certain detailed work he will tend to be less careful and more restless in longer term projects. While he can be charming, funny and entertaining, occasionally he gives the impression of insincerity. John's tendency to become distracted from finishing the tasks he starts sometimes may make him appear indifferent or disinterested to some. John needs to work toward making commitments to fewer projects so he completes more of the ones he begins. Tending to take on too much at one time he can find himself overloaded and unable to keep his commitments. His constant ready socialising can interfere with the job at hand and get him into trouble. Because he is rather easily distracted, he may have difficulty disciplining himself to complete the task at all costs. Personal Notes

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Insights Discovery 3.0.1

John Smith

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Opposite Type The description in this section is based on John'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:

John’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. John 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 John 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. John may find himself 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 John would wish. Personal Notes

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John Smith

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

Organise your thoughts before communicating. Remember to thank him for his time. Be modest and polite. Be precise and detailed. Consider reconvening the meeting after he has had a chance to think about the issues. Use humour in moderation. John Smith: When dealing with your opposite type DO NOT:

Prevent him from expressing his thoughts. Try to control the conversation. Get too excited or emotional. Be undisciplined about time. Say one thing and do another. Interrupt his thought processes. Personal Notes

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John Smith

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

Slowing down and thinking things through. Analysing procedures to identify overlaps and possible conflict. Monitoring the in/out process flow of the department or office he works in. Constant reminding of the need to consider alternatives and anticipate consequences. Listening more than he talks. Writing lengthy and comprehensive reports. Being less indiscreet and more formal. A plethora of rules and regulations for him to follow. Reflecting for a moment before responding. Trying to really understand and relate to quiet, thoughtful people. Personal Notes

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John Smith

Page 18

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 John’s ideal environment and his current one and to identify any possible frustrations. John’s Ideal Environment is one in which:

Relationships are informal and there is opportunity for social contact with colleagues. Regular feedback and encouragement is given. There is little distinction between work and play. Detail and routine tasks are carried out by someone else. There are opportunities to socialise with colleagues in and out of work. He does not have to sit quietly in reflection for longish periods. There is an open plan workplace layout. His inspirational vision is nurtured. He sees the impact and results of his efforts. A flexible approach is taken to the specification of hours and days worked. Personal Notes

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John Smith

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

Steady and firm overall guidance. The opportunity to think aloud. Encouragement and empathy when his visions “turn sour”! Meetings with strict agendas and timetables. To maintain focus and direction. Freedom to experiment with his own visions. To be allowed to express his emotions - how he feels is important to him. A “walkabout” manager whose presence is obvious. As little time as possible spent on the details. Constant and active engagement. Personal Notes

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John Smith

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Management Motivating John 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 John. With his agreement, build the most important ones into his Performance Management System and Key Result Areas for maximum motivation. John is motivated by:

Status symbols that represent success. A “key” role within a successful team. Tasks which necessitate “group” involvement. Challenge and competition. Status, influence and prestige. Being made to feel “one of us”. “Pioneering” opportunities with little limitation. Investment in equipment for his exclusive use that encourages his sense of worth. The chance to make a reputation for himself. Challenging and changing the “status quo”. Personal Notes

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John Smith

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

Appear superficial and rather flamboyant to some. Become distracted by peripheral events, losing sight of the key objectives and outcomes. Work to promote harmony within the work group. Create an air of bustle to help with the meeting of deadlines. Allow his team plenty of freedom to make decisions. Lose sight of the objectives of meetings, spending too much time discussing personal issues. Be seen as manipulating the process when he sells the solution to the team. Be optimistic and sometimes over-confident of the abilities of his staff to perform effectively. Encourage staff development at all levels. Take insufficient time to reflect on other options and alternatives. Personal Notes

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John Smith

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Effective Selling Chapter Effective selling has three main requirements: First, the salesperson must understand him or herself, and how to build on strengths and develop any areas of weakness, aware of how different customers perceive him or her. Secondly, the salesperson must understand others - particularly customers - who are different. Customers will often have opposing needs, expectations, desires and motivations than those of the salesperson. These distinctions need to be appreciated and respected. Thirdly, the salesperson must learn to adapt his or her behaviour to relate to, connect effectively with, and influence, the customer. This chapter is designed to support the development of each of these requirements at each stage of the sales process. The model below illustrates the conceptual overview of each of these different stages and the corresponding sections explored in this chapter. Use the Effective Selling Chapter to develop strategies for improved customer relationships, greater self-understanding and more & greater sales. This chapter works particularly well when used in conjunction with Insights Quest - an extensive modular sales development programme which explores the differing behavioural and skill requirements at each stage of the sales process.

6. Follow-up & Follow-Through 5. Gaining Commitment 4. Dealing with Buying Resistance 3. Proposing The Solution 2. Identifying Needs 1. Before The Sale Begins

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John Smith

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Selling Style Overview These statements provide a broad understanding of John's selling style. Use this section to gain a better understanding of his approaches to his customer relationships. John exhibits an infectious interest in his customer's plans. In every day dealings, customers see him as flexible, understanding and adaptable. He enjoys, and takes the chance, to talk to potential customers about his expertise. His enthusiasm causes him to talk a lot during the sale, and he must be mindful to listen more and allow his customer to express his or her views. He will actively look for new opportunities for new business, but should complete the first sale before moving on to the next. John is a popular colleague and is at ease in the company of his customers. He usually makes a great effort to go the extra mile in the service of his customers. His regular 'flashes of brilliance' may be diluted by his inability to describe the steps and process required to bring them into reality. He dislikes rigid adherence to hierarchy and structure, preferring and displaying a more relaxed selling style. Despite occasional setbacks, he usually manages to maintain a positive outlook towards his customers. He takes a flexible approach to sales problem solving. Team synergy improves as a direct result of his enthusiasm and self-evident enjoyment of his work. He prefers developing the customer relationship and has to make a special effort to follow through with later implementation. Personal Notes

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John Smith

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Before The Sale Begins The sale begins long before the formal sales process starts and continues long after it ends. Here are some of the key ideas that John needs to be aware of in the initial stages when planning and approaching the customer. John's key strengths before the sale begins:

Has a natural charm, which customers will warm to on first meeting. Often uses innovative approaches to find out about the customer and the market. Is highly resourceful when prospecting. Thinks quickly in adapting to changing situations. Uses his imagination to create high value leads and opportunities. Creates new ideas in account planning. Before the sale begins John could:

Be prepared to get to the point quickly. Prioritise his prospecting more effectively. Trust his gifts of creativity in getting a "lost" sale back on track. Maintain an orderly and organised approach to planning. Exercise disciplined account planning strategies. Research the customer, the person, and the organisation more thoroughly. Personal Notes

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John Smith

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Identifying Needs In identifying needs, the goal is to find out what the customer's real problems are. Here is an overview and some advice relating to how John may identify customer needs. John's key strengths in identifying sales needs:

Quickly tunes in to the customer's concerns. Articulates critical issues when communicating his view of customer priorities. Finds it easy to assume the role of the trusted partner. Recognises and adapts well to the customer's buying style. Looks for the good and the opportunities in the people and events his customer describes. Works to appreciate the real needs of his customers. When identifying needs John could:

Ask for regular feedback around what the customer "thinks". Use closed questions more frequently to hone in on key issues. Make sure he covers more of the details there and then, rather than deferring. Use a more structured questioning approach. Be less eager to offer immediate "fix-it" solutions. Make use of his natural creativity to uncover hidden needs and opportunities. Personal Notes

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Proposing Having identified the customer's needs, the proposing phase should close the gap between their needs and the current situation. Here are some of the keys for John to develop a powerful and effective proposing style. John's key strengths in proposing:

Brings brightness and "theatre" to the process. Sees what is possible in most situations. Produces highly creative proposals. Can display high levels of energy when proposing. Maintains his high standards in telling it like it is. Employs an emotive language which engages the customer's attention. When proposing John could:

Avoid a tendency to oversell the advantages. Check the appropriateness of exuding too much enthusiasm. Describe, rather than overstate, the benefits to the customer. Show customers a more serious side of his personality as appropriate. Check every detail of the proposition carefully. Check for the customer's appreciation of the process at regular intervals. Personal Notes

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John Smith

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Handling Buying Resistance If the customer relationship has been built effectively, buying resistance should be low. However, this section suggests strategies for John to deal effectively with buying resistance. John's key strengths in dealing with buying resistance:

Uses charm to put people at ease. Readily displays his desire to serve the customer. Negotiates in a genuinely sympathetic and understanding manner. Disarms potential aggression with his sociable and considerate manner. Ensures a harmonious and equitable environment is sustained. Is constantly alert to customer concerns. When dealing with buying resistance John could:

Be less sensitive to tougher objections. Pause and reflect before moving to handle the objection. Remember to keep his "cool" under intensive fire. Remember the importance of asking more questions and really listening to the answers. Be aware of the difference between a real objection and what may be a request for more information. Take time to ensure that the customer's objectives are completely fulfilled. Personal Notes

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John Smith

Page 28

Gaining Commitment The close should be the natural progression of the sale, not the conflict at the end! When your customer trusts you, is clear about what they are buying and needs what you have to sell, you are ready to propose commitment. Here are the strengths and suggestions for development in John's closing style. John's key strengths in gaining commitment to the sale:

Demonstrates an eagerness to achieve a speedy resolution. Wins the sale through infectious enthusiasm. Persuades others through a passion for his subject. Persuades and motivates towards sale completion. Readily deals with the unexpected. Instinctively knows the best time to suggest commitment. When gaining commitment John could:

Be aware that simply asking for the order does not put undue pressure on the customer. Summarise the benefits succinctly and modestly. Be aware that not everyone lives in or for the future. Keep the ideal outcome in view and crystal-clear at all times. Avoid creating unrealistic expectations. Pay more attention to the details. Personal Notes

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John Smith

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Follow-up and Follow Through It is your job, having built a relationship with your customer, to continue that relationship and to be of service to your customer beyond the initial sale. Here are some ideas which John can use to support, inform and follow-up with the customer. John's key strengths in sales follow-up and follow through:

Is good at creating a referral flow as a result of positive customer contact. Sees customers as friends to enjoy time with. Maintains regular contact with his customers. Can involve relevant people in the after-sales processes. Networks to further his business. Maintains a focus on future wants throughout the support phase. When following-up and following through John could:

Focus on keeping his customer informed. Avoid feeling comfortable in the supporting role. Keep the follow-up agenda and objective clearly in mind. Plan more regular visits into his diary. Rely less on repeat or referred business. Keep good notes of his current ideas for optimum development of the account. Personal Notes

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Sales Preference Indicators Before The Sale Begins Researching

3.9

Building Trust

5.9

Clear Objectives

3.6

Getting Appointments

5.9

Identifying Needs Listening

2.3

Questioning

3.6

Encouraging

7.5

Creating Opportunities

7.2

Focused & Relevant

3.8

Enthusiastic Presentation

6.7

Shows Understanding of Needs

4.9

Organisation & Accuracy

2.8

Proposing

Dealing With Buying Resistance Direct Handling of Objections

4.8

Persuasion

8.0

Clarifying Details

3.5

M eeting Concerns

5.2

Gaining Com m itm ent Closing

6.1

Flexibility

5.9

M inimising Risks

2.1

M eeting Clients' Needs

4.2

Follow -up And Follow Through M aintains Contact

4.2

Account Planning

3.6

Relationship M aintenance

6.8

Developing the Account

7.5

http://www.insightsworld.com/ Š Copyright 1992-2004 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.


Insights Discovery 3.0.1

John Smith

Page 31

Personal Achievement Chapter At its best, life is a rewarding journey of personal exploration and growth. This chapter is designed to focus on several highly important aspects of personal development. Using the guidance suggested in these pages can lead to exciting changes and can have a profound impact on success. The sections will help John define his life's purpose, set his goals and organize his time and life to achieve them. It offers suggestions on how he can tap into his natural creativity, and unleash further creative potential from deeper aspects of his personality, to overcome any obstacle. Finally, it gives powerful suggestions for John to understand and enhance his preferred learning styles. When applied, the ideas contained in this profile can provide insights and support to life’s journey of development.

http://www.insightsworld.com/ Š Copyright 1992-2004 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.


Insights Discovery 3.0.1

John Smith

Page 32

Living on Purpose Having a sense of purpose and worthy goals are important to building a strong foundation for a successful life. Here are some of the things John should be aware of in setting goals and defining his purpose. Living on purpose

John will use goal-setting as an opportunity to create new relationships as well as maintaining existing ones. John's goals are a result of his strong self-motivation and desire to succeed. Competitive and motivated by the ultimate reward, John is a stimulating leader with high expectations of himself and others. He is tireless in pursuing what interests him, but may find it hard to do the more routine tasks. He drives towards his objectives at his own fast pace rather than follow a more moderate one set by others. A keen team player, John may see his involvement in team issues as key to realising his dreams. His commitment to the overall long-term process can be enhanced by short-term gains: it helps him to establish a reward schedule. John is readily accepting of outcomes that give enjoyment to others, and rises to even greater heights when setting more personally challenging targets. He will set ambitious goals without usually considering the possibility of failure. His unbounded creativity constantly generates brilliant ideas which are not always entirely relevant to the current task. He is constantly stimulated by, and drawn to, the new possibilities he sees and has some difficulty in staying focused on established short term projects. Often charming and persuasive, he is able to harness the support of others in achieving his objectives. John places great value on personal development and growth, and on living a life of meaning and purpose. Personal Notes

http://www.insightsworld.com/ Š Copyright 1992-2004 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.


Insights Discovery 3.0.1

John Smith

Page 33

Time and Life Management Benjamin Franklin said "Dost thou love life? Then do not squander time, for that is the stuff life is made of". This section contains some strategies that John can use to become more effective in the area of time and life management. Choose the most significant ones and apply them every day for high levels of effectiveness. In managing his time, John,

Will see the positive in most situations. Seizes opportunities quickly, but may underestimate the work involved.

Suggested Action For Development

Avoid having time spent on non-productive activity. Work with others to more accurately evaluate time required at outset.

Thrives on involvement in a variety of interests, and can switch from task to task. Is happy to listen to anyone and commit to helping them.

Finish a task and tidy up before moving to the next.

Prefers to avoid detailed work.

Attention to detail early in the process may save time later on. Remember failing to plan is planning to fail!

Plans spontaneously to good effect.

Recognise that "no" can be said in a supportive way.

Personal Notes

http://www.insightsworld.com/ Š Copyright 1992-2004 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.


Insights Discovery 3.0.1

John Smith

Page 34

Personal Creativity Creativity has been defined as seeing the same thing as someone else but thinking something different. Different people have different creative strengths. This section identifies some of John's creative characteristics and how he can build on them. In his creativity, John,

Suggested Action For Development

Enjoys bouncing ideas around with colleagues.

Schedule regular group brainstorming events.

Likes to share his ideas with others. Reaches solutions based on his personal beliefs and values.

Give additional time to pre-planning the sharing. Be prepared to question those beliefs.

Wears his heart on his sleeve, when discussing options.

Consider that others may prefer less expression of emotion or feeling.

Is enthusiastic and stimulating with groups of people.

Be aware that others may find this approach overpowering and may have difficulty keeping up. Remember some people do not believe the spoken word, particularly when it's exaggerated!

May embellish the facts for effect.

Personal Notes

http://www.insightsworld.com/ Š Copyright 1992-2004 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.


Insights Discovery 3.0.1

John Smith

Page 35

Lifelong Learning Continual learning is a key part of personal development and growth. This section identifies several ideas John can use to learn more effectively. Use these statements to map out a learning strategy and to create the environment for optimum personal growth. John's preferred learning style is supported when he:

Has new experiences he can discuss with others. Has an ability to participate in situations where people matter. Is in a position where he can offer support and advice to others. Can act on impulse, trying out an 'unauthorised' approach. Has freedom to act spontaneously on a whim. Frequently changes between activities which are fun and fast paced. John can stretch in learning by:

Preparing more for a learning session. Using more time to structure his thoughts. Disciplining himself to slow down and adopt a more considered approach. Taking a little bit more time to reach conclusions. Taking stock of what's gone before. Using a range of resources to obtain supporting information. Personal Notes

http://www.insightsworld.com/ Š Copyright 1992-2004 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.


Insights Discovery 3.0.1

John Smith

Page 36

Learning Styles John Smith 19/09/2003 Focused Thinking

Detached Analysis

Practical Action

Systematic Processing

Intuitive Experimentation

Considered Reflection

Interactive Participation

Flexible Involvement

Focused Thinking Practical Action Intuitive Experimentation Interactive Participation Flexible Involvement Considered Reflection Systematic Processing Detached Analysis

Less Comfortable

Comfortable

http://www.insightsworld.com/ Š Copyright 1992-2004 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.

Preferred


Insights Discovery 3.0.1

John Smith

Page 37

Interview Questions This section lists several questions which can be used in interviewing John Smith. The questions can be used as they appear here, or can be adapted to suit the interviewer's own style or needs. The questions are raised by considering issues John may be less comfortable with - those development areas in which he may have fewer strengths. Some or all of these topics should be used along with other questions which may be job specific. Using them will help establish the level of John's self-awareness and personal growth. Interview Questions:

Under what circumstances might you formally recognise a good contribution from a team member? At what times do you feel it important to be precise, detailed and rigid when dealing with others? How many differing strategies do you consider in seeking acceptable outcomes for an important problem? How do you think past practices should affect what we do today? What do statistics mean to you? How much do you pay attention to detail before reaching a conclusion? How do you persuade someone who may not share your particular view? How do you react to a "failure"? Why is it important to be well organised and disciplined? How might you analyse procedures to identify overlaps and possible conflict? Personal Notes

http://www.insightsworld.com/ Š Copyright 1992-2004 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.


Insights Discovery 3.0.1

John Smith

Page 38

The Insights Wheel John Smith 19/09/2003

BLUE

B O

RED

R E F O RM E R

E S

R

V

E

16

R

1

D

116

101

I

36

3 22

34 156

113

56

41

23 141

55 133

104 42

54

124

43

153

13

144

4

33

24 53

44

52

45

32

25

12

152

5

145 51

132

46 50

112

149

125

49

48

105

148 26

30

27 6

11 129

128 29

28 7

10

GREEN

T

M O T I V A T O R

47

31

O R

O R

121

35

P

C T

21

136

S U P

E

2

15

14

C O O R D I N A T O R

R

E

109

R

108 9

8

HE L PE R

Conscious Wheel Position

46: Motivating Inspirer (Accommodating) Personal (Less Conscious) Wheel Position

6: Motivating Inspirer (Focused)

http://www.insightsworld.com/ Š Copyright 1992-2004 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.

I

N

S

P

I

R E R

YELLOW


Insights Discovery 3.0.1

John Smith

Page 39

Insights Colour Dynamics John Smith 19/09/2003

Persona (Conscious) BLUE

GREEN

YELLOW

Preference Flow

Persona (Less Conscious)

RED

6

100

BLUE

GREEN

YELLOW

RED

1.68 28%

1.96 33%

3.56 59%

2.72 45%

6

50

3

0

3

50

0

100 2.44 41%

3.28 55%

4.32 72%

4.04 67%

(Conscious)

0 41.9%

(Less Conscious)

http://www.insightsworld.com/ Š Copyright 1992-2004 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.


Insights Discovery 3.0.1

John Smith

Page 40

Jungian Preferences John Smith 19/09/2003

Attitude/Orientation:

100

0

100

Introversion (I)

Extraversion (E)

Rational (Judging) Functions:

100

0

100

Thinking (T)

Feeling (F)

Irrational (Perceiving) Functions:

100

0

100

Sensing (S)

Intuition (N) (Conscious)

(Less Conscious)

http://www.insightsworld.com/ Š Copyright 1992-2004 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.

Discovery Full Circle Profile  

A specimen profile from an Insights Discovery Full Circle event

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