stephen green insights profile

Stephen Green09/10/2016

Personal Profile

Foundation ChapterManagement Chapter

Insights Discovery 3.5 Stephen Green

© Copyright 1992-2016 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comhttp://www.insightsworld.com/

Personal Details

Stephen GreenGovernance [email protected]

South Tyneside NHS Foundation Trust

Salisbury House, 22 Broughton RoadSOUTH SHIELDSTyne And WearUnited KingdomNE33 2RN

01914222421

Date Completed 09/10/2016

Date Printed 10/10/2016

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 4

Overview 5Personal Style 5Interacting with Others 5Decision Making 6

Key Strengths & Weaknesses 7Strengths 7Possible Weaknesses 8

Value to the Team 9

Communication 10Effective Communications 10Barriers to Effective Communication 11

Possible Blind Spots 12

Opposite Type 13Communication with Stephen's Opposite Type 14

Suggestions for Development 15

Management 16Creating the Ideal Environment 16Managing Stephen 17Motivating Stephen 18

Management Style 19

The Insights Wheel 20

Insights Colour Dynamics 21

Jungian Preferences 22



Introduction

This Insights Discovery profile is based on Stephen Green’s responses to the Insights Preference Evaluator which was completed on 09/10/2016.

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 Stephen’s work style. Use this section to gain a better understanding of his approaches to his activities, relationships and decisions.

Personal StyleStephen radiates goodwill and enthusiasm. He is optimistic about life in general and human potential in particular. He may ignore or deny anything that threatens the harmony he seeks. At his best in jobs which deal with people and situations that require co-operative working, he dislikes impersonal tasks and work demanding factual accuracy, unless he can be free to include the people factor. He tends to be fiercely loyal to his friends, prepared to sacrifice his own wants for the needs of the other person. He is proficient at alleviating the concerns of others.

He is at his best in work that involves people and task, where co-operation can be achieved through goodwill. He welcomes support, encouragement and social interaction, especially during stressful encounters when he may need to consciously divert his energy to more practical tasks to show positive results. He will be hurt if people ignore him and likes to be remembered and appreciated for the services he continually seeks to offer to others. He enjoys socialising, but likes to plan his entertaining for maximum effect. 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 pays scant attention to negative, pessimistic or divisive situations or conclusions. Optimistic in outlook, he is rather impulsive in decision making. Able to cope with a number of projects at once, Stephen gets a lot of enjoyment from the social aspects of work. Stephen is a good companion and fun to be with. Stephen can be very effective in using his concern for others to ensure involvement.

Due to his sociable, friendly and warm-hearted demeanour, he is best employed in providing practical service to others. Theoretical work holds little interest for him and he needs to feel he is doing something rather than just thinking about it. Stephen is optimistic and positive, living mainly in the here and now. Because he tends to live for the present moment, he does not sense the need to prepare or plan more than is necessary. He tends to live for today with a “you only go around once” philosophy.

He may become pessimistic and gloomy when he is thwarted or fails to see ways to make the important changes in his life. Stephen seeks greater fulfilment in his life through the offering of help and service to others. Stephen is warm, open, realistic and radiates optimism. Underlying his characteristic tolerance is a natural curiosity. He finds the diversity of the world immensely appealing. He needs to be appreciated for himself and his service, and he can be highly sensitive to indifference or criticism of the support he offers or provides.

Interacting with Others



Stephen is very co-operative and articulate, communicating sympathy, concern and a willingness to become involved. He may become possessive of people in whom he has invested a lot of his emotional energy. Even-tempered and tolerant, Stephen constantly tries to be the diplomat. He excels in promoting harmony around him. He enjoys relating to others, especially on known subjects and existing situations. He constantly seeks opportunities to talk things through with others.

He is socially interactive, while preferring to view the world realistically and tangibly. Looking for perfection in a relationship can result in his sensing a vague dissatisfaction with the reality of the way things are. Stephen's feelings play a prominent role in his life and he manages to inject a friendly element into any work he is assigned to or involved in. Outgoing, friendly, challenging and sympathetic, Stephen radiates warmth and fellowship. He is a particularly good communicator and uses his gift of verbal expression often and effectively.

He prefers to be active and working with like minded people. He is rather indifferent to authority, preferring a flattened structure where everyone is equally capable of advancing. He has a natural ability to switch his behaviour between feelings that are shared and those that are private in an effort to relate. As a result of his natural desire to please, he can be seen as overly concerned with others' needs. By working hard on his relationships with other people, Stephen tends to be seen as popular, gracious and eager to please.

Decision MakingStephen will usually encourage democratic or even consensus decisions, as opposed to having them imposed autocratically. He may value opinions over facts in considering a possible course of action. A tendency to take rejection and conflict personally may lead to his not taking early notice of the opinions of key members of the team. He tends to make choices around his own personal feelings which may be as important to him as more objective data. He may choose to change his decisions if it turns out that someone may be adversely affected by them.

He views talking through ideas with people to promote decision making as an effective strategy of itself. If everyone can be involved in a project, he will ensure that they are. Stephen is willing to admit the truth about people or things that are important to him, is very alert to problems, and seeks to find solutions himself. He is likely to decide in favour of the solution that brings the highest level of approval from others. Although others' opinions will sway him, he can readily disassociate himself from a previously held opinion if a significant disagreement occurs with a third party whose view he values.

When a situation demands forceful tactics, he can take the action necessary but will seldom go to extremes to obtain retribution or reward. He is flexible in modifying conclusions already reached, so long as no one is compromised by the changes. He is prepared to make decisions through group consensus. He recognises judgements that rely heavily on logical analysis, but then may ignore this in making his decisions. His slogan might be “Act now pay later” and his perceptions of life are based on the impact his decisions have on those around him.

Personal Notes



Key Strengths & Weaknesses

StrengthsThis section identifies the key strengths which Stephen brings to the organisation. Stephen 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.

Stephen’s key strengths:

Sees the positive in every situation.

Innovative counsellor.

Will try anything at least once.

Can be bubbly, effusive and spontaneous.

Articulate and active in communication.

Easy going and fun approach to most things.

Enjoys spending time around other people - and helping them feel good.

Appreciative of others' contributions.

Fluent and reassuring.

Can “go with the flow”, particularly where people are concerned.

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. Stephen's responses to the Evaluator have suggested these areas as possible weaknesses.

Stephen’s possible weaknesses:

Generally speaking, he is speaking generally!

Fails to recognise the finer nuances.

Rather self promoting and talkative.

Vocally defends his faults when challenged.

May appear too smooth to some people.

May exaggerate the significance of the event.

Tasks can be left undone if something more interesting comes along.

Does not enjoy working or being alone for long periods.

Procrastinates when required to confront others.

May see the world through “rose-tinted glasses”.

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 Stephen brings, and make the most important items on the list available to other team members.

As a team member, Stephen:

Brings harmony to conflicting factions.

Bonds by remembering birthdays and special events.

Is the life and soul of the group - often “centre stage”.

Is loyal and conscientious and will work hard to produce results.

Is always willing to lend a hand where team activities are involved.

Is a forthright advocate for the team.

Makes friends quickly and easily.

Co-ordinates group activity and maintains healthy, effective relationships.

Provides stimulation and resourcefulness.

Takes on and shares ideas.

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 Stephen. Identify the most important statements and make them available to colleagues.

Strategies for communicating with Stephen:

Show concern for his opinions and be willing to discuss personal matters.

Keep conversation light and buoyant, avoiding too much formality.

Generate inspiration by recalling past successes.

Be prepared to discuss a wide range of topics.

Adapt to sudden changes in direction.

Indulge in speculation and offer opinions readily.

Recognise his achievements and enhance his self worth.

Adopt a low key, positive approach.

Provide opportunities for socialising.

Share in and promote his ideas and visions.

Ask how he feels about the things he does.

Avoid detailed reports, focus on people issues.

Personal Notes



Communication

Barriers to Effective CommunicationCertain strategies will be less effective when communicating with Stephen. 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 Stephen, DO NOT:

Forget to offer praise and recognition when it is due.

Involve him in formal, lengthy or tedious meetings.

Judge, criticise or embarrass him in public.

Forget to recognise him personally in a job well done.

Overload him with irrelevant information.

Act aggressively or reject his ideas without explanation.

Use destructive criticism or create unnecessary conflict.

Show disregard for his feelings by your words or actions.

Isolate him from regular contact with others.

Be dismissive of his feelings and emotions.

Over-delegate “key” responsibilities, deadlines and general tasks.

Expect him to respond favourably if you dictate to him on policy or procedures.

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.

Stephen’s possible Blind Spots:

Stephen enjoys democratic and participative relations and promoting ideas to and with other people. He may find it difficult to work alone. He should realise that on occasions confrontation can clear the air. He finds it hard to face conflict and will be tempted to run away from or ignore problems rather than seek the tough solutions. Taking the time to pay closer attention to what is actually going on in the world around him and listening carefully to both the input and reactions of others will help him. Endowed with the gift of articulation, he is likely to feel that he is competent in most areas.

He could sometimes slow down and pay closer attention to the finer details of his projects. He may jump to conclusions or make incorrect assumptions and decisions too quickly, without gathering all the important facts. Trying to be less sensitive would enable Stephen to hear the often helpful information that is contained in constructive criticism. He may need to learn how to contain his disappointment in the performance of others by having more realistic people expectations. He tends to ignore his problems instead of finding rational solutions for them and needs to try to keep his eyes and mind open as well as his heart.

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. Because Stephen places such a strong priority on experiencing new things, he sometimes allows his other responsibilities to suffer from lack of attention. He should allow more distance between self and colleagues in interactions. He needs to be aware that not everyone likes to be touched.

Personal Notes



Opposite Type

The description in this section is based on Stephen'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:

Stephen’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. Stephen 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 Stephen 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. Stephen 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 Stephen would wish.

Personal Notes



Opposite Type

Communication with Stephen's Opposite TypeWritten specifically for Stephen, this section suggests some strategies he could use for effective interaction with someone who is his opposite type on the Insights Wheel.

Stephen Green: How you can meet the needs of your Opposite Type:

Provide evidence to appeal to his senses.

Take your time getting to know him if you want critical feedback.

Focus on the task at hand.

Use written communications whenever appropriate.

Stick to business at all times.

Let him organise his thoughts.

Stephen Green: When dealing with your opposite type DO NOT:

Question his motives or competence.

Break promises.

Be boastful.

Be unrealistic or stray on to abstractions.

Try to control the conversation.

Cut him off before he has finished.

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 Stephen’s development. Identify the most important areas which have not yet been addressed. These can then be incorporated into a personal development plan.

Stephen may benefit from:

Listening more than he talks.

A more structured approach to living.

Questioning people about their assumptions.

Curbing his tendency to exaggerate.

Reducing the level of activities in his life.

Sticking to the agenda, raising social issues afterwards.

Analysing procedures to identify overlaps and possible conflict.

More emphasis on perfection in his approach to life.

Writing lengthy and comprehensive reports.

Making sure he has the time to meet his agreed commitments.

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 Stephen’s ideal environment and his current one and to identify any possible frustrations.

Stephen’s Ideal Environment is one in which:

There is time for play during work hours, and social bonding outside of work.

There is little distinction between work and play.

There is an open plan workplace layout.

He is free to be himself.

He is able to constantly develop and extend his skills.

Rules on time keeping and dress code are generally more relaxed.

He can question the rules and the traditional ways of doing things.

“Brainstorming” sessions are a regular event.

Bright, motivational, inspirational posters and prints abound.

The emphasis is on informality and tapping in to inner creativity.

Personal Notes



Management

Managing StephenThis section identifies some of the most important strategies in managing Stephen. Some of these needs can be met by Stephen 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.

Stephen needs:

Freedom from controls, supervision and details.

Involvement in all the team activities.

A “walkabout” manager whose presence is obvious.

To be able to come and go as he pleases.

To understand the need for time-management disciplines.

The opportunity of networking during his working day.

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

To be more precise when delegating.

Organised elements of work which include attention to the details.

Support in completing tasks he starts.

Personal Notes



Management

Motivating StephenIt 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 Stephen. With his agreement, build the most important ones into his Performance Management System and Key Result Areas for maximum motivation.

Stephen is motivated by:

Congratulations for his exceptional efforts.

Freedom from constraints and supervision.

Being made to feel “one of us”.

Authority to match his responsibilities.

Status symbols that represent success.

Opportunities to enjoy the moment.

Tasks which predominantly involve the group.

Acceptance, with co-operation that meets his ideal.

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

Participation in lively arguments, debate and discussions.

Personal Notes



Management Style

There are many different approaches to management, most of which have different situational applications. This section identifies Stephen’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, Stephen may tend to:

Be inconsistent in delegation.

Show great pride in, and demand recognition for, his team.

Encourage staff development at all levels.

Welcome free expression within the team.

Become distracted by peripheral events, losing sight of the key objectives and outcomes.

Be too trusting of his people.

Prompt people who naturally work at a slower pace.

Work to promote harmony within the work group.

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

Find it difficult to prioritise tasks.

Personal Notes



The Insights WheelStephen Green

09/10/2016

R E F ORME R

H E L P E R

MOTIVATOR

COORDINATOR

DI

RE

CT

OR

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 Position47: Helping Inspirer (Accommodating)

Personal (Less Conscious) Wheel Position7: Helping Inspirer (Focused)



Insights Colour DynamicsStephen Green

09/10/2016

0

3

6

Persona(Conscious)

BLUE

2.16 36%

GREEN

3.80 63%

YELLOW

5.16 86%

RED

3.40 57%

0

3

6

Persona(Less Conscious)

BLUE

0.84 14%

GREEN

2.60 43%

YELLOW

3.84 64%

RED

2.20 37%

100

0

100

50

50

PreferenceFlow

53.2%

(Conscious) (Less Conscious)



Jungian PreferencesStephen Green

09/10/2016

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)

stephen green insights profile

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