Alison Daniels - 27 Helping Inspirer (Classic) - 11_09_2009

Alison Daniels

11/09/2009

Personal Profile

Foundation ChapterManagement Chapter

Interview Chapter

Insights Discovery 3.5 Alison Daniels

© Copyright 1992-2013 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comhttp://www.insightsworld.com/

Personal Details

Alison Daniels

National Training Manager

[email protected]

OPUK

25 Golwyg y Twr

Pontarddulais

Swansea

UK

SA4 8EA

07795111440

Date Completed 11/09/2009

Date Printed 08/10/2013

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]



Contents

Introduction 4

Overview 5

Personal Style 5

Interacting with Others 6

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 Alison's Opposite Type 15

Suggestions for Development 16

Management 17

Creating the Ideal Environment 17

Managing Alison 18

Motivating Alison 19

Management Style 20

Interview Questions 21

The Insights Wheel 22

Insights Colour Dynamics 23

Jungian Preferences 24



Introduction

This Insights Discovery profile is based on Alison Daniels’s responses to the Insights

Preference Evaluator which was completed on 11/09/2009.

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 Alison’s work style. Use this section to

gain a better understanding of her approaches to her activities, relationships and decisions.

Personal StyleSeen by others as spontaneous and charming, Alison is persuasive, loves surprises and enjoys

finding unique ways of bringing delight and unexpected pleasure to others. She may become

pessimistic and gloomy when she is thwarted or fails to see ways to make the important

changes in her life. She tends to have an interest in the new and unusual and is gifted at

expressing her feelings. Alison displays fierce loyalty to and for people who report to her. Her

home will be a haven for people to have a good time, and will have mementoes or photographs

of people having a good time!

Alison is optimistic and positive, living mainly in the here and now. Exhibiting a tendency to

become concerned and hurt if her ideas are met with indifference or criticism, she may take

conflict and rejection personally. Alison seeks greater fulfilment in her life through the offering

of help and service to others. Alison can be very effective in using her concern for others to

ensure involvement. One of Alison's strengths is an ability to let others work at their own pace

coupled with an awareness of the unique contribution each person makes.

She welcomes support, encouragement and social interaction, especially during stressful

encounters when she may need to consciously divert her energy to more practical tasks to show

positive results. Attending to others' wants is felt by her to be a satisfying, legitimate way of

expressing her own deeper needs. She is good at “reading“ people and situations and will

seldom be far wrong about the motivation or intent of another person. Despite this, she may be

hurt when a relationship goes wrong. She may benefit from taking a step back to consider the

cause and effect of her actions, and from practising becoming more tough-minded. She is

warm and gracious and believes in a philosophy of “live and let live”.

She pays scant attention to negative, pessimistic or divisive situations or conclusions. Being

tolerant of other people, Alison is seldom critical and usually willing to give people the benefit

of her trust. Able to cope with a number of projects at once, Alison gets a lot of enjoyment

from the social aspects of work. She tends to be light-hearted and sunny, and because she

constantly seeks to avoid painful experiences, she tends to steer away from personal anxieties.

Alison radiates goodwill and enthusiasm. She is optimistic about life in general and human

potential in particular.

Alison is sympathetic, empathic and affable. She flourishes in jobs where she can be of

constant service or use her talent to persuade. Although her feelings are deep they can change

quickly with her mood. With her friendly organisational skills, Alison is supportive of other

colleagues and will enthuse over most projects. At her best in jobs which deal with people and

situations that require co-operative working, she dislikes impersonal tasks and work demanding



factual accuracy, unless she can be free to include the people factor.

Interacting with OthersEven-tempered and tolerant, Alison constantly tries to be the diplomat. She excels in

promoting harmony around her. She values harmonious human contacts and works well in jobs

dealing with people. She prefers a stimulating life of co-operation and harmony. She tends to

avoid conflict rather than engage it with creative solutions. Alison is very co-operative and

articulate, communicating sympathy, concern and a willingness to become involved.

Alison probably prefers more relaxed social interaction. Do not assume this to be an indication

that she is not serious about important issues. She may assume that she can talk her way round

anybody. She is warm-hearted, popular and sociable, with a large number of friends or

acquaintances. Alison is both charming and popular, constantly enthusing through her gift of

ready articulation. She may become rather over-emotional when stressed. Her major goal is to

create and maintain good feeling and harmony among the people she relates to.

Alison is seen by others as an easy-going, talkative and practical person. Seldom at a loss in

any situation, she can be relied on to say something appropriate to put people at their ease. She

enjoys meeting like minded people, to allow her to relate her experiences at length. Aware of

the needs of those around her and sympathetic to those in trouble, Alison brings harmony into

the workplace. Alison brings harmony and goodwill to any situation in which she finds herself.

Compassion, caring, warmth and contented relationships are important to her.

Decision MakingAlison's tendency to think “out loud” enables others to follow her line of thinking. When a

situation demands forceful tactics, she can take the action necessary but will seldom go to

extremes to obtain retribution or reward. Concern for others' welfare can affect the validity of

her decisions. Trying to focus more on the facts, not just on the people, can be helpful in her

decision making. She has the ability to appear to listen to other people's viewpoints but may not

necessarily be hearing or intending to action them.

She would often rather make any decision than no decision at all. She may make decisions

without considering all the consequences of her actions. Highly technical or factual

information may appear dry and uninspiring to her and may not receive her full attention. She

is prone to jump to conclusions and may act on assumptions that may well turn out to be

wrong. She may value opinions over facts in considering a possible course of action.

In her attempts to please others she may make promises she cannot fulfil. A tendency to take

rejection and conflict personally may lead to her not taking early notice of the opinions of key

members of the team. She sees herself as realistic, practical and matter-of-fact, although others

may not always see the practicality of some of her decisions. She has an ability to see the need

of the moment and then deal with it. Her occasional failure to face up to disagreeable facts can

mean that problems are sometimes ignored rather than solutions sought.



Personal Notes



Key Strengths & Weaknesses

StrengthsThis section identifies the key strengths which Alison brings to the organisation. Alison has

abilities, skills and attributes in other areas, but the statements below are likely to be some of

the fundamental gifts she has to offer.

Alison’s key strengths:

Gracious, charming, empathetic and considerate.

Enjoys having lots of harmonious relationships.

Participative and involved team player.

Can act spontaneously.

Investigative, interested and inventive.

Willing to be involved in most activities.

High ego strengths.

Will work to ensure harmony and equity.

Knows how to enjoy the journey as well as the destination.

Highly resourceful around people.

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. Alison's responses to the Evaluator have suggested

these areas as possible weaknesses.

Alison’s possible weaknesses:

Fails to recognise the finer nuances.

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

Focusing on superficial analysis and failing to appreciate subtle underlying trends.

Becomes impatient with routine and repetition.

Tends to exaggeration.

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

May be prone to embellishing the truth.

Not always attracted to what is practical.

Can be overly sensitive or caring.

Can easily feel rejected or unhappy.

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

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

As a team member, Alison:

Makes friends quickly and easily.

Has strong personal and interpersonal skills.

Develops high self-worth through group development and bonding.

Is a constant source of inspiration and fun.

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

Influences others by her infectious enthusiasm.

Bolsters and promotes team spirit.

Enjoys an empathic approach to others.

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

Is a good general all-rounder in team relationships.

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 Alison.

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

Strategies for communicating with Alison:

Give praise and thanks for a job well done.

Always seek her willing co-operation.

Be alive and entertaining.

Adapt to sudden changes in direction.

Be clear on completion details.

Keep the conversation lively.

Provide information that stimulates conversation.

Agree exactly what needs to be done.

Recognise her relationship abilities.

Indulge in speculation and offer opinions readily.

Offer praise and appreciation when due.

Be aware of her social interests.

Personal Notes



Communication

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

Remove the opportunity for socialising.

Be dull, dour or redundant.

Delegate routine or boring tasks to her.

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

Inhibit or restrict “networking” opportunities.

Restrict or restrain her natural exuberance.

Judge, criticise or embarrass her in public.

Forget to be aware and tolerant of her views.

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

Take credit for her ideas.

Act aggressively or reject her ideas without explanation.

Take issue with her demeanour or jaunty disposition.

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.

Alison’s possible Blind Spots:

Alison has a difficult time saying no or asking for help. While appreciative of good work,

critical glances may reveal Alison's impatience with errors or poorer quality output. She should

allow more distance between self and colleagues in interactions. She needs to be aware that

not everyone likes to be touched. She values friends and may tend to filter only their positive

attributes. Taking the time to pay closer attention to what is actually going on in the world

around her and listening carefully to both the input and reactions of others will help her.

She should be careful not to leap too quickly without considering the consequences, making

sure that she completes the tasks she is responsible for before turning to more enjoyable

matters. She tends to ignore her problems instead of finding rational solutions for them and

needs to try to keep her eyes and mind open as well as her heart. Alison is so emotionally

entangled in her projects that she is very sensitive to negative criticism of her work. While she

can be charming, funny and entertaining, occasionally she gives the impression of insincerity.

She is genuinely interested in others and may seek to get on closer terms with those who

particularly interest her. She is occasionally taken advantage of and can be hurt in the process.

She needs to learn to deal more directly and honestly with conflict, trusting that her natural

sensitivity to others' feelings will provide her with what needs to be done even in the most

difficult situations. Although she can do certain detailed work she will tend to be less careful

and more restless in longer term projects. Trying to be less sensitive would enable Alison to

hear the often helpful information that is contained in constructive criticism.

Personal Notes



Opposite Type

The description in this section is based on Alison'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:

Alison’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. Alison 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 Alison 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.

Alison may find herself at odds with Observers due to their private nature and lack of

enthusiasm for social events. Introverted analysis may prevent the Observer from expressing

thoughts as readily as Alison would wish.

Personal Notes



Opposite Type

Communication with Alison's Opposite TypeWritten specifically for Alison, this section suggests some strategies she could use for effective

interaction with someone who is her opposite type on the Insights Wheel.

Alison Daniels: How you can meet the needs of your Opposite Type:

Provide evidence to appeal to her senses.

Leave personalities out of the discussion.

Use “should” rather than “must”.

Be precise and detailed.

Let her know the unique contribution she is making.

Allow her to explain the logic behind her views.

Alison Daniels: When dealing with your opposite type DO NOT:

Give instructions without reasons.

Be flippant, inconsistent, fanciful or ostentatious.

Expect rapid acceptance of changes to her accepted methods.

Take adversity light-heartedly.

Call on her when uninvited.

Be boastful.

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 Alison’s development. Identify the most

important areas which have not yet been addressed. These can then be incorporated into a

personal development plan.

Alison may benefit from:

Becoming neater, tidier, more systematic and orderly.

Reaching decisions only after weighing up all the alternatives.

A better sense of what is right and what is wrong.

Help to discover the real meaning behind the statistic.

Working alone in a concentrated mode for extended periods.

Having things well thought out in advance.

Sticking to the to-do lists she makes.

Asking searching and probing questions.

Standing back to consider all the alternatives.

Being left alone to work quietly.

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 Alison’s ideal environment and

her current one and to identify any possible frustrations.

Alison’s Ideal Environment is one in which:

Ideas can be practically applied.

She has opportunities to reinforce one-to-one relationships.

She is kept busy on a variety of tasks.

The workplace layout is designed for comfort and practicality.

The surroundings may be comfortably and classily furnished and decorated.

There are opportunities to socialise with colleagues in and out of work.

There may be noise, i.e. music or a general “buzz” of excitement.

There is space for plenty of holiday/leisure time.

Relationships are informal and there is opportunity for social contact with colleagues.

Relationships are fast and friendly.

Personal Notes



Management

Managing AlisonThis section identifies some of the most important strategies in managing Alison. Some of

these needs can be met by Alison herself and some may be met by her colleagues or

management. Go through this list to identify the most important current needs, and use it to

build a personal management plan.

Alison needs:

Experience of working with peer groups to develop perspective and balance.

Some help in resolving conflict and discipline issues.

As little time as possible spent on the details.

Freedom from controls, supervision and details.

More frequent evaluation and appraisal.

To be aware of her frenetic work pace and recognise the effect this may have on others.

Help in thinking “outside the box”, or beyond the traditional.

The opportunity of networking during her working day.

Help in delegating tasks and recognising priorities.

Regular reinforcement of goals, activities and timeframes.

Personal Notes



Management

Motivating AlisonIt 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 Alison. With her agreement, build the most important ones into

her Performance Management System and Key Result Areas for maximum motivation.

Alison is motivated by:

Status symbols that represent success.

Tasks which predominantly involve the group.

Tasks which necessitate “group” involvement.

Freedom from constraints and supervision.

Being made to feel “one of us”.

Challenging and changing the “status quo”.

The prospect of working for the common good.

Investment in equipment for her exclusive use that encourages her sense of worth.

A “key” role within a successful team.

Congratulations for her exceptional efforts.

Personal Notes



Management Style

There are many different approaches to management, most of which have different situational

applications. This section identifies Alison’s natural management approach and offers clues to

her management style, highlighting both gifts and possible hindrances that can be further

explored.

In managing others, Alison may tend to:

Be articulate, verbally expressive and animated.

Value team performance as well as individual performance.

Lose sight of the objectives of meetings, often turning them into social events.

Not adhere rigidly to time deadlines or restrictions.

Allow an individual too much freedom.

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

objectives.

Be good at initiating and developing team contacts.

Appear superficial and rather flamboyant to some.

Inspire the team with her grand visions.

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

Personal Notes



Interview Questions

This section lists several questions which can be used in interviewing Alison Daniels. 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 Alison may be less comfortable

with - those development areas in which she 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 Alison's self-awareness and personal growth.

Interview Questions:

Not everyone reacts as quickly as you - is this speed a plus or a minus?

What attracts your interest in your industry's/institutes' manuals?

How do you ensure your objectives are understood by others?

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

colleagues?

How does it affect you when you have to say "no" to someone?

Describe procedures you may have introduced and to what end. Aren't procedures just a

hindrance to getting on with the job?

Exactly how much did you earn?

Describe the most complicated matter you have dealt with and how you dealt with it?

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

How good a listener are you?

Personal Notes



The Insights Wheel

Alison Daniels11/09/2009

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

27: Helping Inspirer (Classic)

Personal (Less Conscious) Wheel Position

27: Helping Inspirer (Classic)



Insights Colour Dynamics


0

3

6

Persona(Conscious)

BLUE

1.28 21%

GREEN

4.08 68%

YELLOW

5.68 95%

RED

2.88 48%

0

3

6

Persona(Less Conscious)

BLUE

0.32 5%

GREEN

3.12 52%

YELLOW

4.72 79%

RED

1.92 32%

100

0

100

50

50

PreferenceFlow

38.1%

(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)

Alison Daniels - 27 Helping Inspirer (Classic) - 11_09_2009

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