John Burrell
12/05/2013
Personal Profile
Foundation ChapterManagement Chapter
People Results Ltd
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Personal Details
John Burrell
mechanical technician
MU3/Jun 11
52 north end, hutton rudby
yarm
north yorkshire
United Kingdom
ts150dg
07881540000
Date Completed 12/05/2013
Date Printed 13/05/2013
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]
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© Copyright 1992-2013 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.peopleresults.co.uk
Contents
Introduction 4
Overview 5
Personal Style 5
Interacting with Others 5
Decision Making 6
Key Strengths & Weaknesses 8
Strengths 8
Possible Weaknesses 9
Value to the Team 10
Communication 11
Effective Communications 11
Barriers to Effective Communication 12
Possible Blind Spots 13
Opposite Type 14
Communication with John's Opposite Type 15
Suggestions for Development 16
Management 17
Creating the Ideal Environment 17
Managing John 18
Motivating John 19
Management Style 20
The Insights Wheel 21
Insights Colour Dynamics 22
Jungian Preferences 23
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© Copyright 1992-2013 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.peopleresults.co.uk
Introduction
This Insights Discovery profile is based on John Burrell’s responses to the Insights Preference
Evaluator which was completed on 12/05/2013.
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.
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© Copyright 1992-2013 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.peopleresults.co.uk
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 StyleBecause he lives by principles and rules, John is very consistent and dependable. Logical,
analytical and objective, John is unlikely to be impressed or convinced by anything other than
reasoning based on solid, concrete facts. He is aware that he may become the back-office
expert in his role. John is painstakingly accurate and methodical, with great powers of
concentration. He is concerned with schedule and system and appears to some to be a very
private person.
He has scant interest in theories or speculation for their own sake. John is dependable and
responsible, with a high sense of duty. Whatever he is doing he will accomplish with
orderliness and reliability. Although disinterested in purely scholastic pursuits, knowledge is
important for its immediate usefulness to him. With an understanding of how mechanical
things work, he may well be skilled at using tools and working with his hands.
John has a gift for seeing the important facts of a situation. John gains great pleasure from
improving upon existing techniques with the objective of maximising efficiency and cost
effectiveness. He is strongly motivated to get things right, especially factually, and to be most
effective he should be allowed to operate in a private environment. Cautious, conventional,
diplomatic and sincere, John is a precise and disciplined person with high standards and
expectations of himself. He tries to use logical principles to make sense of the ideas that
constantly arise in his mind.
John is thorough, systematic and hard-working, and very careful that rules and precedents are
honoured. It is not unusual for him to stay late at work, or to do additional unpaid work to get
the job right. John systematically sets about achieving his scheduled goals on time in an
efficient and effective manner. John conveys great precision and economy of effort in both
thought and language. Correctness, analysis and logic are all-important to him.
Despite his matter-of-factness, he will sometimes experience a private reaction to something he
senses is wrong and if he articulates this, it can come as a surprise to those around him. He may
sometimes take over the work of others rather than leave important tasks undone, or done
poorly. He is seen as practical, trustworthy and dedicated to preserving traditional values.
Being allowed to gather a wider range of information to anticipate the future implications of
his decisions increases his effectiveness in most situations. He tends to believe that work is the
greater good and that play has to be earned. He values his free time, which is used to
“recharge” his batteries. He likes structure and systematic processes.
Interacting with OthersDespite being somewhat quiet, perhaps even self-effacing, John will converse at length on
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subjects that he knows well enough to enable him to display his wealth of information. John is
driven by a sense of responsibility, which he accepts willingly and expects others to do
likewise. By demanding conformity to his customary way of doing things, he could discourage
more creative or innovative approaches. He may be highly critical of carelessness or lack of
discipline in others. John prefers a quiet environment and tends to gravitate towards workmates
like himself.
He will be prepared to remain apart from active participation in new teams. He prefers to
integrate slowly into even the most non-threatening situation. He generally prefers dealing with
figures, procedures and systems rather than handling people's emotions. He may occasionally
appear to lack self-confidence, which can be remedied by regular reassurance from people he
trusts. Sometimes his introverted analytical preferences may prevent him from expressing
outwardly what is really going on inside his head. He tends to distrust strangers and will
constantly worry about those who are close to him.
Fundamentally preferring privacy, he can mask this desire when the occasion demands without
changing his essentially introverted inner nature. However, he will need time alone later to
compensate. In a conflict, he typically appears calm, unruffled, efficient and pragmatic. He has
a rather impersonal style and may wrongly assume others wish to be treated in the same
impersonal manner. He is likely to prefer the dialogue which is going on in his head with his
internal critic to participation in “meaningless” social chit-chat with others. He tends to
mistrust people who he thinks are ignoring reality.
Decision MakingJohn's practical nature and acceptance of established procedures ensures he is dependable and
consistent. Using past experiences to help him solve current problems and get things done is
one of his strong points. He views life as an intellectual challenge and needs to think things
through before deciding. He is logical, objective and analytical with great reasoning power.
Valuing logical and impersonal analysis highly, he is organised and systematic in his approach
to following tasks through and getting them done.
He inevitably double-checks decisions imposed from outside, and excels at maintenance and
quality control. With unshakeable, well-thought-out plans, he is difficult to distract or
discourage once he has embarked on what he believes to be the correct course. Tending to be
sceptical of new ideas if he doesn't see their practical application, he prefers to take time to
consider the overall objective. He prefers to focus inwards and is more inclined to “wait and
see” than to declare his hand readily. He may at times make others feel defensive due to his
incisive, critical and often persistent questioning.
Making decisions comes logically to him, although his need for detachment results in
colleagues viewing him as rather distant. John's decisions are usually consistent, practical and
appropriate. He is not usually prepared to commit to high risk decisions. He usually delays
decision making until all the facts and details are available. With his moderate, affable stance,
John is considerate, patient and willing to go along with those he considers friends.
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Personal Notes
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© Copyright 1992-2013 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.peopleresults.co.uk
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:
Accuracy.
His word is his bond.
Trustworthiness.
Usually weighs up all relevant factors before reaching decisions.
Strong and consistent principles.
Tends to be practical and systematic.
Sets high personal standards of performance.
Good powers of concentration.
Consistency in standards.
Responsibility.
Personal Notes
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© Copyright 1992-2013 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.peopleresults.co.uk
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:
Tendency not to act until all the facts are available.
Sometimes unwilling to express even important ideas or insights.
Seen as a private individual, who prefers his own company.
Tends to lose himself in detail.
His focus on steady efficiency may cause frustration in others.
Has difficulty in sharing concerns and reservations except with close and trusted peers.
Can experience difficulty with less logical and analytical colleagues.
His search for accuracy could jeopardise deadlines.
May be slow or unwilling to express his true feelings.
His perfectionism can be seen to be “nit picking” when not valued.
Personal Notes
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© Copyright 1992-2013 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.peopleresults.co.uk
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:
Capitalises on and makes efficient use of the available resources.
Ensures a common-sense, practical approach.
May provide team numeracy, literacy or technical structure.
Will see a project through to conclusion.
Adapts in performing his role and responsibilities.
Encourages a calm environment.
Often questions facts and rebuts false assumptions.
Helps ensure consistency in team output.
Ensures the focus is realistic.
Ensures decisions are made logically.
Personal Notes
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© Copyright 1992-2013 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.peopleresults.co.uk
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:
Be modest and polite.
Take time to discuss all the details.
Put important messages in writing for clarity.
Ensure you have a logical reason for any changes.
Back up your assertions with reasons and data.
Use “should” rather than “must”.
Talk quietly.
Encourage him to consider flexibility and change.
Ensure that your statements are accurate and factual.
Expect him to come back later for clarification.
Appreciate his ability to amass a wide range of information.
Be precise and detailed.
Personal Notes
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© Copyright 1992-2013 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.peopleresults.co.uk
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:
Stray from the agenda.
Try to persuade him to act against deeply held principles.
Do not assume that his lack of response means tacit agreement with what is proposed.
Give instructions without reasons.
Expect rapid acceptance of new ideas.
Be oversensitive to his critical nature.
Focus on personal relationships.
Get too close or touch him.
Criticise his need for solitude.
Assume that outward calm reflects inner feelings.
Discuss peripheral matters unrelated to the task in hand.
Substitute rhetoric for accuracy.
Personal Notes
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© Copyright 1992-2013 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.peopleresults.co.uk
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 has difficulty shrugging off problems and getting on with life. He is something
of a perfectionist, and can be hypersensitive to criticism of his work. He may be slower at
producing results than some others as gathering data is often the most stimulating part of the
job for him. As he is constantly on the alert for new sensory information and prefers to keep his
options open, he appears rather indecisive to some people. His ability to continually consider
and reconsider decisions made occasionally generates a feeling of remorse at what might have
been. He needs to let go of any experience that clouds his present well-being.
He becomes more effective with other people when he directs his keen powers of observation
towards being more sensitive and considerate to the people around him. Particularly
dependable if things are going his way, he will resent being told what to do or how to do things
better. When under stress at work, he may need to curb a tendency to become secretive or even
rebellious in order to meet the demands of the moment. He could do better to become more
assertive about his own needs and fully consider the implications of interactions with others.
Because of his well developed tolerance of himself and other people, John may appear
detached and disinterested.
Tending to shy away from making quick decisions, he has little understanding of the
difficulties this preference creates for fast-paced people. He values established institutions and
tends to enjoy an active and co-operative membership in committees and organisations. He is
not always sure he is participating for the right reason. Sometimes envious of others whose
drive and enthusiasm seems greater than his own, John should worry less about what others
might think of him.
Personal Notes
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© Copyright 1992-2013 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.peopleresults.co.uk
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 Motivator, Jung’s “Extraverted Intuitive” type.
Motivators have the ability to equally value results and people. They dislike detailed work but
can do it to achieve a specific short-term objective. They enjoy assignments that they believe
makes them look good. John may often see them, however, as too optimistic about what they
and other people can produce. Motivators may be difficult to manage. They are not natural
administrators.
John may perceive the Motivator as indiscreet and sometimes hasty. Motivators need a variety
of activities and the opportunity of working in an environment with other people. They may
become workaholics if not aware of their limits. Motivators often seek material dominance,
social standing and status. They detest routine, detail and close supervision and can be devious
or even chameleon-like when something or someone gets in their way.
John will often sense a large ego in the Motivator and may wonder why the Motivator would
much rather engage in brief, intellectual banter than conclude some task or spend some quiet
time on their own. The Motivator may not remain totally committed to a schedule or project if
a better or more exciting challenge appears. They can often neglect important preparations that
they consider unnecessary.
Personal Notes
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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 Burrell: How you can meet the needs of your Opposite Type:
Share in and promote his ideas and visions.
Respect his “global” view.
Support his need for new ideas, material and challenges.
Talk tangibly and with enthusiasm.
Respect his values and ambition.
Check that he is with you as he may be easily distracted from listening attentively.
John Burrell: When dealing with your opposite type DO NOT:
Forget to recognise him personally in a job well done.
Prevent him moving on to other challenges.
Be dull, dour or redundant.
Fail to recognise his best personal achievements.
Forget to offer praise and recognition when it is due.
Talk slowly, mumble or whisper.
Personal Notes
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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:
Acting first and considering second.
Delegating more to others.
Taking a risk by becoming more outspoken.
Recognising the need for heightened urgency in some projects.
Expressing himself more clearly and forcibly at times.
Setting goals that will stretch him.
Thinking aloud and on his feet.
Knowing it is OK to relax and laugh at himself.
Taking an active part in the process of change.
Less structure.
Personal Notes
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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:
His highly developed analytical skills are fully utilised.
He has plenty of personal space.
He can communicate selectively with those who are close to him.
There is respect for his orderly and tidy processes.
Principles and standards are respected.
There is technological support.
Everyone has a chance to express their views without being pressured.
There are precise methods and systems.
There is peace and quiet to do the job.
He continuously contributes to organisational improvement.
Personal Notes
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© Copyright 1992-2013 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.peopleresults.co.uk
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:
A manager who appreciates his need for thinking time.
Personal and professional development to be supported and encouraged.
To be given detail-intensive projects.
Respect for his personal space.
Clear statements of requirements and expectations.
Access to sources of reference material relevant to the task.
To be convinced by reason, not emotion.
To have issues discussed with logic, not emotion.
A manager who communicates clearly and precisely, yet allows him room to manoeuvre.
Help with developing his public speaking skills.
Personal Notes
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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:
Quiet, tenacious endeavour which is rewarded in a low key way.
Being given projects with more flexible schedules.
Being given the opportunity to display his deep technical knowledge.
Recognition of his previous experience.
Not having to change activities at short notice.
“Reality” rather than abstract theories.
Having access to data and verifiable evidence.
Low-key celebrations.
Being able to “put it in writing”.
Opportunities to enjoy the moment.
Personal Notes
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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:
Get involved in the detail.
Be uncomfortable amongst clutter or chaos.
Prefer working with a small team.
Delegate only simple, straightforward tasks which fail to challenge others.
Be good at creating and monitoring project plans.
Overlook the need to encourage others.
Focus more on the task and less on the people.
Lose sight of the needs of the business whilst focusing on relationships.
Come up with ideas which save everybody time and effort.
Be a good technical teacher.
Personal Notes
Insights Discovery 3.5 John Burrell Page 21
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The Insights Wheel
John Burrell12/05/2013
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
33: Observing Coordinator (Classic)
Personal (Less Conscious) Wheel Position
32: Supporting Coordinator (Classic)
Insights Discovery 3.5 John Burrell Page 22
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Insights Colour Dynamics
John Burrell12/05/2013
0
3
6
Persona(Conscious)
BLUE
4.76 79%
GREEN
4.04 67%
YELLOW
2.72 45%
RED
1.32 22%
0
3
6
Persona(Less Conscious)
BLUE
3.28 55%
GREEN
4.68 78%
YELLOW
1.24 21%
RED
1.96 33%
100
0
100
50
50
PreferenceFlow
15.1%
(Conscious) (Less Conscious)
Insights Discovery 3.5 John Burrell Page 23
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Jungian Preferences
John Burrell12/05/2013
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)