john bradford insights profile

John Bradford

12/05/2010

Personal Profile

Foundation ChapterManagement Chapter

Effective Selling ChapterPersonal Achievement Chapter

Interview Chapter

Insights Discovery 3.5 John Bradford

© Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comhttp://www.insightsworld.com/

Personal Details

John Bradford

Associate

[email protected]

The Colour Works

23 Branksome Hill Road

Bournemouth

Dorset

Date Completed 12/05/2010

Date Printed 09/08/2010

Insights Learning and Development Ltd.Jack Martin Way, Claverhouse Business Park, Dundee, DD4 9FF, Scotland

Telephone: +44(0)1382 908050Fax: +44(0)1382 908051

E-mail: [email protected]



Contents

Introduction 5

Overview 6

Personal Style 6

Interacting with Others 7

Decision Making 7

Key Strengths & Weaknesses 9

Strengths 9

Possible Weaknesses 10

Value to the Team 11

Communication 12

Effective Communications 12

Barriers to Effective Communication 13

Possible Blind Spots 14

Opposite Type 15

Communication with John's Opposite Type 16

Suggestions for Development 17

Management 18

Creating the Ideal Environment 18

Managing John 19

Motivating John 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



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



Introduction

This Insights Discovery profile is based on John Bradford’s responses to the Insights

Preference Evaluator which was completed on 12/05/2010.

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.



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 StyleJohn generally achieves a balance between concern for the people being managed and

accomplishment of the task, a combination which makes him appreciated as a colleague.

Fatigue and pressure from over-commitment may trigger stressful reactions in him. Often his

enthusiasm and drive makes him overwork. His social gatherings are frequent and worth

attending, particularly when they mark important events. He is motivated by approval and

reacts unfavourably to indifference or rejection from others. John is energetic, enthusiastic,

responsible, conscientious and persuasive.

John has a real zest for living and enjoys company. John tends to know intuitively what

structure and organisation is necessary to harness ideas and people to achieve long-range goals.

John radiates goodwill and enthusiasm. He is optimistic about life in general and human

potential in particular. His aim is to fit all the pieces of the jigsaw together into a complete

picture, but for John the jigsaw keeps expanding with the discovery of every new piece. John is

adaptable, easy-going, warm, friendly and generous.

He may lose interest and move on to the next thing, once a job becomes routine or dull. He

appears to thrive on a wide variety of tasks focusing on a motivating or promoting role. Only

when a strongly held value is at risk will he willingly attend to important facts and details.

Lively and entertaining, and with infectious energy, he needs change and variety in order to be

at his best. He prefers to improvise on the spot and get started right away, instead of preparing

and planning ahead.

He focuses attention on achieving success and acquiring status symbols as evidence of that

success. He is bored by facts, details and repetitive activities, especially those not relevant to

his current areas of interest. He values the gifts of inspiration and intuition above almost

everything else in all that he does. His ability to do detailed work extends only to that work

which is necessary to achieve a specific objective - that ability is there however, particularly if

the goal is clearly defined. He can get bored and restless with his projects once the major

challenge has been solved, and he may well need to engage others to see things through to

completion.

He can benefit from learning and applying time management and personal organisation skills,

rather than just giving the impression of having mastered the system. When he becomes

charged with a mission to fulfil, once that possibility is recognised, he needs to consider the

details and possible options before proceeding. He is used to doing several things at once, but

others may view some of this as superficial activity. John is extremely perceptive about the

attitudes of others, aiming to understand rather than judge events. He may find it hard to



prepare as thoroughly as he should.

Interacting with OthersJohn has a remarkable ability to get people to follow his lead. Usually exciting for most of

those involved, his activities do tend to leave some others exhausted by the process. John

remains open and perceptive to the attitudes and views of others, often seeking to understand

others rather than to judge them. He is noted for his innate ability to inspire and encourage

others around him and exhibits excellent interpersonal skills. He constantly seeks opportunities

to talk things through with others.

Energetic, gregarious and sociable, his intuition heightens his insight, vision, curiosity and

desire for new ideas. He encourages freedom and independence and is good at getting things

done through other people when he slows down and takes the time to delegate. 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. Although he may fail to recognise

the symptoms, he can become rather uncomfortable if separated from his family or group for

long periods of time. He normally reads people well, continually looking for the good in both

the situation and in others.

Shifting attention inward for long periods may produce anxiety for him as he prefers to look

outward towards others for his emotional security. Very much a positive team player, he

enjoys the support of most people, although he may become too optimistic about what others

will produce and is let down occasionally as a consequence. Errors made by others may upset

him and cause him to react loudly and vociferously. He usually finds working with another

person, even on a less interesting phase of a project, preferable to working by himself. John

exudes charismatic charm and a natural ability to communicate well.

Decision MakingJohn expresses what he thinks are strong, decisive opinions in the hope that unresolved issues

and conflicts can be concluded quickly. Optimistic, spontaneous, creative and confident, he has

an original mind and a strong sense of the possible. He is constantly full of enthusiasm for

new ideas. He may be perceived by others as a somewhat impulsive decision maker. He is

happiest in a role which allows him to exercise his ingenuity to tackle one project after

another. John's natural curiosity for new ideas will bring new and fresh ways of thinking to the

group.

A born entrepreneur, he is alert to all the possibilities and is fascinated by new ideas. He shows

strong initiative and operates through creative impulses. John's many accomplishments are

achieved mainly through determination and perseverance in reaching or exceeding his high

standards. Work that uses his ideas to improve or start a project suits him, but once these ideas

get off the ground he prefers someone else to carry on with the details. He may find it difficult

to make decisions based purely on objective considerations. With his enthusiasm and

spontaneity, John brings a refreshing approach to decision making.



He prefers to make decisions based on “gut feel” rather than on exhaustive and repetitive

analysis. To carry out his innovative ideas, John relies on his impulsive energy. He is a keen

initiator who finds most problems stimulating. In his attempts to please others he may make

promises he cannot fulfil. Open-minded, curious and insightful, John has excellent long-range

vision. Occasionally a non-conformist, John is good at seeing new ways of doing things.

Personal Notes



Key Strengths & Weaknesses

StrengthsThis 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:

Displays high levels of energy.

Will join different organisations to further his cause.

A natural go-getter with great enthusiasm for life.

Creative and future orientated visionary.

Able to see the larger picture.

Highly resourceful around people.

His glass is usually half full.

Original inventive thinker.

High profile and visibility.

Constantly seeking his new mountain to climb.

Personal Notes



Key Strengths & Weaknesses

Possible WeaknessesJung 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:

Will experience difficulty in concentrating on one thing for long periods.

Finds it difficult to say “no” if relationships are being threatened.

Loses interest when the initial challenge has gone.

May take criticism of his work personally.

May appear superficial or glib.

Fails to recognise the finer nuances.

Avoids and is easily bored by detail.

Finds it difficult to concentrate on a single topic for long periods.

His need for variety may leave some tasks incomplete.

Not always attracted to what is practical.

Personal Notes



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:

Sees the “big picture”.

Provides charismatic leadership.

Has an awareness of the people issues in the world around him.

Initiates and self-starts the projects.

Ensures there is never a dull moment where he is involved!

Has strong personal and interpersonal skills.

Can generate fast results by prioritising well and taking action.

Brings boundless energy to any situation.

Brings a fresh outlook.

Communicates clearly and effectively.

Personal Notes



Communication

Effective CommunicationsCommunication 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.

Keep returning to the realities.

Adapt to sudden changes in direction.

Respect his “global” view.

Be prepared to share problems openly.

Be aware of his social interests.

Share his passion for new challenges.

Be alert, alive and brief.

Use a partnering style when in contact with him.

Encourage his creative intuition.

Be tolerant of his need to switch topics without notice.

Acknowledge his flashes of creative brilliance.

Personal Notes



Communication

Barriers to Effective CommunicationCertain 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:

Overload him with facts, details and paperwork.

Approach him in a bombastic or autocratic manner.

Impose a “can't be done” or defeatist attitude on him.

Involve him in formal, lengthy or tedious meetings.

Be vague or imprecise.

Be surprised if he breaks the rules.

Dampen his enthusiastic energy with negative inputs.

Burden him with your problems.

Be vague or leave things open to interpretation.

Ignore his creative and intuitive thinking.

Isolate him or disregard his involvement.

Assume that because you have “told it like it is”, this will make the slightest difference

to the way that he does things.

Personal Notes



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 tends to enjoy the admiration of others and may almost unknowingly seek personal

power. He could learn to protect himself against closed-mindedness by waiting a few seconds

more before speaking, giving others the chance to offer input. He tends to be seen by others as

dictatorial and can be aggressive in arguing his position. In his enthusiasm to make changes,

John may not be fully aware of others' opposing views. Fast, energetic, dynamic and creative,

his motto could be “If at first you don't succeed, drop it and try something else!”, which can

lead to unfinished tasks.

He may jump to conclusions without gathering all the necessary information or taking the time

to really understand the situation. He has a hard time separating his “persona” from the reality

of who he is deep down, and may be unaware of, or ignore stress signals until stopped in his

tracks by a severe emotional experience. Slowing down to consider the ramifications of his

actions on others will make him more effective. John may unconsciously seek material

dominance, social standing and status. As an extraverted, future oriented person, he may fear

failure above all else.

He would do better if he sought the advice of more practical people to find out how workable

and useful his ideas are. Tending to take on too much at one time he can find himself

overloaded and unable to keep his commitments. His natural quickness and pressure to

anticipate what is coming means he occasionally assumes wrongly that he knows what a

person is going to say, and is tempted to jump in to finish their sentences.

Personal Notes



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 Coordinator, Jung’s “Introverted Sensing” type.

The Coordinator is a careful, cautious, conventional person who is diplomatic and sincere.

Coordinators tend to be very loyal, precise and disciplined with high standards and

expectations of self. Coordinators may appear to lack self-confidence and prefer to operate in a

structured and ordered manner, focusing on established guidelines rather than future

possibilities.

John will often observe the Coordinator procrastinating on a decision until all of the facts and

details are available. John may also see the Coordinator as a critical and ideological thinker

who will be quiet and reserved around strangers. Coordinators do not like stress or chaos and

tend to be rather private, requiring support and reassurance. They prefer to build close

relationships with small groups of people and like to retain the familiar and predictable. The

Coordinator becomes stubborn if pressured, particularly by John!

Coordinators are concerned with what is “right” and, to John, appear slow in decision making.

They prefer a steady-paced environment with little interpersonal aggression and they tend to

distrust outgoing people. They are motivated by schedule and order and are among the most

private of the Insights types. John sees the Coordinator as ever concerned with efficiency,

becoming stressed when others do not stick to tightly laid down schedules and plans.

Personal Notes



Opposite Type

Communication with John's Opposite TypeWritten 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 Bradford: How you can meet the needs of your Opposite Type:

If you must criticise, do it slowly, constructively and honestly.

Discuss and agree upon the deadlines.

Take time to discuss all the details.

Match and mirror his communication style and slower pace.

Respect his personal competencies.

Recognise his solid efforts and acknowledge his input.

John Bradford: When dealing with your opposite type DO NOT:

Be vague or rush him.

Ignore his authority for the sake of it.

Create a hostile environment devoid of feelings.

Use his quiet demeanour to seek to dominate or control.

Go to a meeting with him without adequate facts and figures.

Fail to be attentive to his suggestions.

Personal Notes



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:

Analysing procedures to identify overlaps and possible conflict.

Taking life more seriously.

Experiencing from the past and focusing on the present.

Writing lengthy and comprehensive reports.

Taking over fewer new projects.

Doing a detailed analysis of how he spends his time.

Organising situations so they proceed exactly as he predicts and plans.

Trying to finish one thing completely before moving to the next.

Becoming less outspoken and empathetic.

Accepting rather than rejecting negative feedback.

Personal Notes



Management

Creating the Ideal EnvironmentPeople 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:

He can set the pace.

He can turn a vision into reality.

Decisions can be made quickly.

He is free to be himself.

There are like-minded colleagues to provide invention, enthusiasm and fun.

There is ample opportunity to express ideas.

Detail and routine tasks are carried out by someone else.

The game is never over.

There is a wide variety of differing tasks and challenges, with teams fully supported.

The daily “battle” can be fought on a large “field” with few boundaries.

Personal Notes



Management

Managing JohnThis 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:

Take the time to smell a few more roses.

To fully understand the corporate mission.

Consistent recognition of his achievements.

Varied work, which will incorporate his creativity and allow his free expression of ideas.

Worthy and talented competition.

Practical follow-through and a support structure to handle the completion of projects.

Regular reinforcement of goals, activities and timeframes.

Freedom from controls, supervision and details.

Compliments and admiration for work accomplishments.

Some social prestige within the role.

Personal Notes



Management

Motivating JohnIt 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:

Team activities to lighten the gloom.

Public recognition.

New principles and imaginative concepts.

Working towards targets, goals and objectives.

People who express flair, talent and creativity.

Tasks which predominantly involve the group.

Knowing he has the approval of others.

Financial incentives, with bells and whistles!

The availability of support staff to assist with some of the “paperwork”.

“Pioneering” opportunities with little limitation.

Personal Notes



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:

Fail to listen actively to the views and opinions of others.

Provide “life force” and energy to the team.

Appear somewhat shallow at times.

Lead the team with his energy, enthusiasm and personal charisma.

Offer tangible rewards for extra effort.

Give team members plenty of freedom.

Seek to boost team performance through exceptional personal input.

Motivate best when working towards a bonus or prize.

Choose “favourites” in his team and offer them individual inducements to achieve

objectives.

Prompt people who naturally work at a slower pace.

Personal Notes



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.

1. Before The Sale Begins

2. Identifying Needs

3. Proposing The Solution

4. Dealing with Buying Resistance

5. Gaining Commitment

6. Follow-up & Follow-Through



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.

Inventive and gregarious, John's intuitive vision constantly results in new sales ideas. When

prospecting with someone with whom he connects, John will often enjoy talking about his

personal experiences. In most cases this will be an effective strategy in building the sales

relationship, but he must also be careful to listen intently. John can be quick witted and

positive. His bubbly personality helps to build good customer relationships. John is

warm-hearted, popular and sociable, with a large number of friends and business

acquaintances. He may believe that he can talk his way round any customer. He encourages

independence in others.

He is a "networking" expert and likes to develop a large bank of varied prospects. Motivated

by the needs of his customers, he provides real and practical assistance through direct action

and co-operation. More reserved customers may feel impressed, though perhaps exhausted, by

his sales presentation. He usually makes a great effort to go the extra mile in the service of his

customers. John displays high energy in most sales activities, using his persuasiveness and

creativity to secure customer commitment.

John is a verbally skilled communicator who can present appealing images to people, excelling

in bringing future or intangible benefits into the present. He is externally directed and is skilled

in identifying the wants and motivations of his customers and prospects. He will reap greater

benefits in the sale if he makes a more conscious effort to be sure to obtain, and listen carefully

to, his customer's views and fully integrate them into his business proposal.

Personal Notes



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:

Balances task and people issues in account planning.

Empathises well with the customer's issues.

Uses his imagination to create high value leads and opportunities.

Sets a fast prospecting pace.

Is responsive to requests for help.

Enjoys meeting new customers and building relationships.

Before the sale begins John could:

Allocate time and effort to developing his product knowledge.

Assess any risk openly and honestly.

Reflect on call objectives, and put them in writing.

Recognise the benefits of a more carefully planned call preparation.

Prioritise his prospecting more effectively.

Do more research into the customer, the market and the competition.

Personal Notes



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:

Promptly addresses critical concerns that might preoccupy his customer.

Generates a fast pace for the interaction.

Articulates critical issues when communicating his view of customer priorities.

Adopts a direct, versatile and robust interviewing style.

Motivates his customers to extend his or her horizons.

Shows strong relating skills.

When identifying needs John could:

Ask paced and probing questions which open up the customer's earlier responses or

statements.

Probe more and assume less.

Add a truly consultative approach to his repertoire.

Remember the importance of gathering fuller details for complex processes.

Be less eager to offer immediate "fix-it" solutions.

Tell less and learn more!

Personal Notes



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.

Employs an emotive language which engages the customer's attention.

Maintains his high standards in telling it like it is.

Copes well with the unexpected.

Can display high levels of energy when proposing.

Prefers situations that are fast-paced and dynamic.

When proposing John could:

Get organised and prepare - avoid being caught later by the important detail.

Support the use of systems and procedures into the process.

Support his statements with written evidence.

Avoid a tendency to oversell the advantages.

Consider immediate needs in tandem with future possibilities.

Take care not to overwhelm with emotional enthusiasm.

Personal Notes



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:

Answers questions creatively and with authority.

Is constantly alert to customer concerns.

Responds to resistance in a positive manner.

Accepts resistance simply as a challenge that must be overcome.

Appeals to logical and emotional motives when responding to the customer.

Uses intuition to uncover the hidden blockers to the sale.

When dealing with buying resistance John could:

Interpret "negative feedback" as "constructive feedback", and avoid taking it too

personally.

Probe more to discover the customer's real fears.

Remember the importance of asking more questions and really listening to the answers.

Remember to recap on areas of agreement.

Seek first to understand before trying to be understood.

Regularly restate and confirm the customer's needs.

Personal Notes



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:

Readily deals with the unexpected.

Persuades and motivates towards sale completion.

Anticipates a positive outcome to every situation.

Helps customers to identify optimum outcomes.

Focuses on future long-term benefits.

Can use both authority and involvement to lead his customer through the process.

When gaining commitment John could:

Ask more questions.

Refrain from over-assuming during the sales process. At times, try taking smaller steps.

Understand that "risk" means different things to different people.

Be more methodical about gathering all the details.

Respect that certain customers need more time to reflect before deciding.

Minimise misunderstandings by assuming less.

Personal Notes



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:

Will take action quickly to resolve service issues.

Develops a broad networking base of contacts.

Relies on social interaction to maintain customer relationships.

Sees people and ideas as the key to success in sales support.

Enjoys the customers' company and sees many of them as friends.

Is good at creating a referral flow as a result of positive customer contact.

When following-up and following through John could:

Ask for referrals and testimonials to be provided in writing.

Discipline himself to attend regular reviews with a prepared agenda.

Double check all the paperwork before giving it to his customer.

Ensure that he has received the payment before spending the bonus cheque!

Check his customers' levels of satisfaction more regularly.

Curb a desire to "hit and run" with repeat business or servicing commitments.

Personal Notes



Sales Preference Indicators

Before The Sale Begins

Researching 3.7

Building Trust 4.4

Clear Objectives 4.5

Getting Appointments 9.0

Identifying Needs

Listening 1.4

Questioning 2.5

Encouraging 5.6

Creating Opportunities 8.9

Proposing

Focused & Relevant 4.6

Enthusiastic Presentation 8.4

Shows Understanding of Needs 3.6

Organisation & Accuracy 2.0

Dealing With Buying Resistance

Direct Handling of Objections 6.1

Persuasion 8.3

Clarifying Details 4.1

Meeting Concerns 3.6

Gaining Commitment

Closing 9.0

Flexibility 4.7

Minimising Risks 1.4

Meeting Clients' Needs 3.0

Follow-up And Follow Through

Maintains Contact 2.8

Account Planning 4.5

Relationship Maintenance 5.2

Developing the Account 8.5



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.



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 can work towards his results equally well either on his own or in a team environment. He

may lose heart if his personal goals are severely questioned by others whom he respects. His

life's purpose may not be well defined, although he has an over-riding awareness that he is

working towards something significant. Skilled at setting broad, long term objectives, he

should endeavour to break these down into smaller steps. Occasionally he will work in a

determined way for extensive periods, recognising an opportunity to excel.

Often charming and persuasive, he is able to harness the support of others in achieving his

objectives. John's self-esteem is strongly linked to his personal achievement and recognition,

so visionary goals are important for him. Sometimes distracted by his desire for popularity and

acceptance he may unconsciously set goals which gain approval rather than stretch him as an

individual. He drives towards his objectives at his own fast pace rather than follow a more

moderate one set by others. He will initiate many goals, in the knowledge that just some will

be completed.

He needs a variety of different activities to avoid repetitive tasks and the risk of losing interest

through boredom. Always open to change, John can direct team members towards turning the

vision into reality. Although he prefers his own time scales, he can focus on team deadlines

when necessary.

Personal Notes



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, Suggested Action For Development

Will often try another approach if time

is running short.

Set a deadline, with milestones, and

stick to the plan where practical.

Will gravitate towards the most exciting

or newest challenge first.

Apply energy to the most important

instead.

Thrives on considering the next "big

project".

Ask - "What is the fatal flaw?".

Has difficulty concentrating on one

topic for long periods.

Be sure to see one task through to

completion.

Is versatile, adaptable, and flexible in

the role.

Ensure he is managing time and not

vice-versa.

Plans spontaneously to good effect. Remember failing to plan is planning

to fail!Personal Notes



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

Will tackle change in any part of a

system.

Follow through to completion to be

more effective.

Likes the encouragement of others to

remain confident and productive.

Use criticism to build on, not destroy

the idea.

Can address diverse issues

simultaneously.

Allow adequate time for analytical

reflection.

Prefers a less structured approach. Stick to one thing at a time to avoid

frustrating others.

Uses lateral thinking as his mind set. Be aware that others may not always

follow his reasoning.

Generates many ideas in his head. Take time to commit ideas to paper

and evaluate their viability.Personal Notes



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:

Tries out non-traditional approaches.

Has a job description that offers learning opportunities through task and people.

Bounces ideas around and turns the best of these into action.

Finds new applications and links for existing theories.

Can seek opinions from others on their experiences.

Is more open to the impact of humour.

John can stretch in learning by:

Occasionally working on his own, uninterrupted, for a period.

Setting regular time aside for disciplined study and reading.

Setting aside time to study the problem in depth.

Preparing more for a learning session.

Paying attention to details beneath the big picture.

Disciplining himself to slow down and adopt a more considered approach.

Personal Notes



Learning Styles

John Bradford12/05/2010

Flexible Involvement

Focused Thinking

SystematicProcessing

IntuitiveExperimentation

InteractiveParticipation

PracticalAction

DetachedAnalysis

ConsideredReflection

Focused Thinking

Practical Action

Intuitive Experimentation

Interactive Participation

Flexible Involvement

Considered Reflection

Systematic Processing

Detached Analysis

Less Comfortable Comfortable Preferred



Interview Questions

This section lists several questions which can be used in interviewing John Bradford. 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:

What steps would you take to ensure your objectives/targets and commitments were

being met?

When is it appropriate to have informal and close relationships with your team

colleagues?

Describe your ideal work environment.

How do you react to a "failure"?

Do you prefer to get on with a job accepting that there may be a few hitches, or reflect

longer on alternative solutions?

What percentage of time do you take to consider your approach before acting?

What do statistics mean to you?

Exactly how much did you earn?

Do you like to complete one activity before moving on to another?

Describe the ideal way to exchange ideas at a group meeting.

Personal Notes



The Insights Wheel


R E F ORME R

H E L P E R

MOTIVATOR

COORDINATOR

DIR

EC

TO

R

SU

PP

OR

TE

R

OB

SE

RV

ER

IN

SP

IR

ER

REDREDREDREDREDREDREDRED

YELLOWYELLOWYELLOWYELLOWYELLOWYELLOWYELLOWYELLOWGREENGREENGREENGREENGREENGREENGREENGREEN

BLUEBLUEBLUEBLUEBLUEBLUEBLUEBLUE RED

YELLOWGREEN

BLUE

1

21

41

2

22

42

3

23

43

424

44

525

45

6

26

46

7

27

47

8

28

48

9

29

49

10

30

50

11

31

51

1232

52

1333

53

14

34

54

15

35

55

16

36

56

101

121

141 104

124

144

105

125

145

108

128

148

109

129

149112

132

152

113

133

153

116

136

156

Conscious Wheel Position

25: Inspiring Motivator (Classic)

Personal (Less Conscious) Wheel Position

24: Directing Motivator (Classic)



Insights Colour Dynamics


0

3

6

Persona(Conscious)

BLUE

2.48

41%

GREEN

0.20

3%

YELLOW

5.72

95%

RED

4.08

68%

0

3

6

Persona(Less Conscious)

BLUE

0.28

5%

GREEN

1.92

32%

YELLOW

3.52

59%

RED

5.80

97%

100

0

100

50

50

PreferenceFlow

8.3%

(Conscious) (Less Conscious)



Jungian Preferences


Attitude/Orientation:

Introversion (I) Extraversion (E)

100 1000

Rational (Judging) Functions:

Thinking (T) Feeling (F)

100 1000

Irrational (Perceiving) Functions:

Sensing (S) Intuition (N)

100 1000

(Conscious) (Less Conscious)

john bradford insights profile

Documents

insights discovery profile

john bradfordpage

personal style john

motivating john

insights system

john bradford page

insights preference

insights colour dynamics