Fraser Calderwood - Insights

PERSONAL REPORT

Fraser Calderwood(Borders Sport and Leisure)

November 2014

Matrix25 Newton PlaceGlasgowG3 7PY

Tel: 0141 332 9739

www.matrixuk.com

http://www.matrixuk.com

Fraser Calderwood24/11/2014

Personal ProfileFoundation Chapter

Insights Discovery 3.5 Fraser Calderwood Page 2

© Copyright 1992-2014 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comhttp://www.insightsworld.com/

Personal Details

Fraser CalderwoodArea [email protected]

Borders Sport & Leisure Trust

Gytes L.C., Peebles Sports Centre and Peebles SwimPeeblesTweedaleScotlandEH45 8GL

01721 723688

Date Completed 24/11/2014

Date Printed 25/11/2014

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]

http://www.insights.com

http://www.insightsworld.com/

mailto:[email protected]

mailto:[email protected]



ContentsIntroduction 4

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

Key Strengths & Weaknesses 8Strengths 8Possible Weaknesses 9

Value to the Team 10

Communication 11Effective Communications 11Barriers to Effective Communication 12

Possible Blind Spots 13

Opposite Type 14Communication with Fraser's Opposite Type 15

Suggestions for Development 16

The Insights Wheel 17

Insights Colour Dynamics 18

Jungian Preferences 19





IntroductionThis Insights Discovery profile is based on Fraser Calderwood’s responses to the Insights Preference Evaluator which was completed on 24/11/2014.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.





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

Personal StyleFraser has a gift for seeing the important facts of a situation. He sometimes feels less than adequate when he thinks of the effort of living up to his own high standards of perfection. He can be a veritable storehouse of information on the things he knows well and understands. He displays little emotional response to situations which others may perceive as crises, and is usually seen to deal with them in a calm and cool way. He values the development of his intellectual awareness and the opportunity to learn, improve and grow.

Independent, logical and determined, he may work well with computers if this involves research or analysis. He approaches people and events as a dispassionate observer, with the objective of arriving at the most comprehensive truth. Material wealth may interest him only for the independence it buys and for the additional opportunity it provides for his own private study. He tries to use logical principles to make sense of the ideas that constantly arise in his mind. He can be a great “designer” of systems, which he prefers to leave to others to build.

Until untried ideas and theories have been tested and personally experienced, he will tend not to trust them. Fraser's ability to focus on task suggests that he is a good problem solver. He functions by the rule book and if procedures are changed, he may conclude he is being taken advantage of. He is keen to pick out logical inconsistencies. Fraser is hardworking, righteous, fiercely independent and convinced that moral good must win above all else. He is convinced that a successful life needs to be tough and that satisfaction must be earned and re-earned.

His desire for privacy sometimes generates a vague feeling in others that there is an unlived life that may be passing him by. Fraser is independent by nature, but he is prepared to labour tirelessly for a team mission he commits to. He likes to make sure that he knows what is going on and tries to make sure that everyone is pulling their weight. His quest for knowledge can become very theoretical. He focuses on truth, accuracy and productivity, but this can be seen by others as a rather one-sided commitment to his work.

Logical, critical and ingenious, Fraser can see the consequences of the application of





new ideas and has the perseverance to see pilot projects translated into reality. He expects authority to establish clear guidelines, so that he knows exactly what is expected and can relate to clearly designated lines of responsibility. As he values his integrity, he can be determined to the point of being stubborn about issues that are important to him. He is not impressed with authority as such but can conform to rules if he sees them as useful to his greater purpose. He is not usually aware that he is denying himself pleasure; he is so preoccupied with what he “should” and “must” do that he rarely steps back to ask himself what he really wants in life.

Interacting with OthersFraser needs minimal supervision and will work hard in a system that gives him independence. He may become evasive or reactive if overwhelmed by the constraints and demands of others. He may need to work at taking the feelings of others into account and to learn to express his appreciation of others more readily. He may have an aversion to having his time and energy constantly put at the disposal of others. With his original mind, fine insight and vision, Fraser is seen as an independent and natural thinker. He may feel under strain if he is unclear about what is expected of him or if duties at work are subject to change at short notice.

He can be somewhat inconsiderate towards both himself and others, and tends to drive others almost as hard as he drives himself. He has a tight group of close companions to whom he enjoys relating thoughts and ideas. He may lack an understanding of how his behaviour affects others and can be critical and blunt in giving recommendations for improvement. Fraser applies objective analysis to most things, including people. Fraser will tend to talk openly only about subjects he knows well and which allow him to share his great breadth of information.

He should remember to more frequently consider other people's ideas and feelings, and not to become too rigid and inflexible. He can be stubborn and argumentative. He is usually prepared to accept the views and opinions of others only at a technical competency level. Possessing determination and perseverance, Fraser has a high regard for his own competence and values others with similar high standards. Misinterpretation of his forthright communication style as rigid makes others somewhat reluctant to present alternatives to him for fear of rejection.

Decision MakingEqually comfortable thinking things through or talking them out, Fraser balances these two processes well. He has the ability to use both reflection and consultation in reaching conclusions. He may be more interested in the challenge of searching for the solution than seeing the solution put to practical use. Fraser 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 understands the need for unbiased, critical judgement.

He will be swayed by guarantees and case histories. He may lack patience with others who are less focused on the job in hand. He prefers tasks or projects which allow flexibility of scheduling. Although gifted in both sensing and intuition, he may well rather base plans and decisions on established procedures than listen to his inner voice. Every project presents itself as a mental challenge and he reflects on every stage of decision making.

Problems and difficulties are simply challenges which exist to stimulate innovative responses from him. He views life as an intellectual challenge and needs to think things through before deciding. Fraser thinks in extremely complex ways and seeks to organise concepts and ideas rather than people. He is a good problem solver because he can absorb necessary factual information and find logical and sensible solutions quickly. He may have so many ideas on the go that he has difficulty in making up his mind on the best course of action.

Personal Notes





Key Strengths & WeaknessesStrengthsThis section identifies the key strengths which Fraser brings to the organisation. Fraser 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.

Fraser’s key strengths:

Keeps control in a crisis.

Pragmatic and tough.

He is well informed, especially on more technical information.

Diplomatic when the situation calls for it.

Knows the importance of detail within the process.

Concise and incisive in communication.

Rapid reasoning.

Sets high standards for himself and others.

Able to see the larger picture.

Fair mindedness in implementing systems.

Personal Notes





Key Strengths & WeaknessesPossible WeaknessesJung said “wisdom accepts that all things have two sides”. It has also been said that a weakness is simply an overused strength. Fraser's responses to the Evaluator have suggested these areas as possible weaknesses.

Fraser’s possible weaknesses:

Tends to clam up if not encouraged to express himself.

Could appear to be too demanding of exact standards.

May be slow to make a decision through desire for further alternatives.

May not actively listen to (or hear) others' points of view.

Can experience difficulty with less logical and analytical colleagues.

Can get bogged down with tradition and the status quo.

Tends to undervalue the differences in people.

Tends to lose himself in detail.

Sometimes ignores others' feelings.

Sensitive to criticism of his work.

Personal Notes





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

As a team member, Fraser:

Ensures objective decision making.

Ensures that the team uses correct methods.

Directs the team's efforts towards important issues.

Always looks for ways to improve his and the team's, performance.

Will not allow others' failings to prevent the team's success overall.

Brings drive and focus to the issues.

Will often be able to supply vital background details.

Quickly determines the important factors when problems arise.

Seeks and provides attention to detail.

May lose the battle, but rarely concedes defeat.

Personal Notes





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

Strategies for communicating with Fraser:

Be clear and straightforward.

Ask for his advice.

Ask what he thinks, not how he feels.

Keep him informed of all the details.

Act in an adult and mature way.

Respect his personal experience.

Agree with him wherever possible.

Ensure that your statements are accurate and factual.

Organise your thoughts before communicating.

Go prepared to get straight down to business.

Give him advance notice and time to prepare.

Accept that “reflecting time” is essential to enhance his performance.

Personal Notes





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

Show disagreement with or disrespect for his principles.

Pretend that you know more than you do.

Exaggerate.

Assume that he is disagreeing with you because he questions you thoroughly.

Criticise his ideas or take issues with them.

Force him to take a positive stance on an issue without time for thought.

Withhold vital information.

Be illogical or obscure.

Try to manipulate him towards your viewpoint.

Call on him when uninvited.

Touch his body or his belongings.

Try to hoodwink or mislead.

Personal Notes





Possible Blind SpotsOur 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.

Fraser’s possible Blind Spots:

When he doesn't see the logic in others' feelings, Fraser can appear argumentative and difficult to approach, and may not seek or accept common-sense advice. He runs the risk of deciding too quickly and should first stop and listen to the views of others before barging ahead. He is seen to perform better when he reins in his boldness, energy and enjoyment of being in control to a level where other people take priority. 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. He may need to learn how to contain his disappointment in the performance of others by having more realistic people expectations.

He is something of a perfectionist, and can be hypersensitive to criticism of his work. Slowing down to consider the ramifications of his actions on others will make him more effective. 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. What he perceives as his own flamboyant behaviour can sometimes be seen by others as crudeness and may alienate the very people he is trying to impress. As a forthright, results oriented individual, he will challenge authority, take risks, overstep boundaries and act without reference.

He can appear arrogant and suddenly nit-picking if his performance is not recognised by a superior he values. Interested in solving problems quickly and as effortlessly as is practical, he tends to jump directly into the next situation and not follow through on the less exciting aspects of current projects. He dislikes disorganisation, tardiness, sloppiness or inappropriate behaviour in both self and others and can sometimes generate an intensity inappropriate to the situation.

Personal Notes





Opposite TypeThe description in this section is based on Fraser'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:

Fraser’s opposite Insights type is the Helper, Jung’s “Feeling” type.Helpers are warm, understanding and sociable individuals who strive for positive relationships with people both at work and home. They are usually sensitive to others and work well in a team situation. However, Fraser may observe that the Helper takes criticism personally and finds it difficult to become authoritative or objective with others when necessary. Helpers sometimes have difficulty in making key decisions without consultation.Fraser will notice that people are far more important to the Helper than the accomplishment of tasks. The Helper’s nature tends to be personable, which may mean that Fraser sees them as fickle or soft. Helpers can be stressed in fast moving, impersonal situations which change without warning. Helpers display their emotions and usually have limitless patience for those who are dependent on them. They will usually ignore judgements that rely heavily on logical analysis - often the judgement preferred by Fraser.Helpers will tend to avoid telling someone an unpleasant truth or tell it in an affirmative way. Helpers are accommodating and occasionally self-effacing and are always content to support others without expecting much in return. Fraser may see the Helper idealising others and adopting a romantic version of people and their potential.

Personal Notes





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

Fraser Calderwood: How you can meet the needs of your Opposite Type:

Provide lots of opportunities for team contact.

Give him advance notice and time to prepare.

Accept that “reflecting time” is essential to enhance his performance.

Match and mirror his communication style and slower pace.

Be prepared to negotiate solutions slowly, calmly and quietly.

Don't be too serious, dull or severe.

Fraser Calderwood: When dealing with your opposite type DO NOT:

Become too impersonal.

Exert unnecessary pressure.

Fail to respect his need for occasional isolation.

Get bogged down in procedure.

Be cold, aloof or adopt an autocratic approach.

Forget to be aware and tolerant of his views.

Personal Notes





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

Fraser may benefit from:

Being more open about how he is feeling.

Asking others whether his logic is appreciated.

Evaluating his job to ensure it remains appropriate and fulfilling.

Reading motivational books and listening to motivational tapes.

Modifying his sometimes harsh voice tone to more appropriate levels.

Engaging excitedly in general discussion.

Gently asking some quieter people to express their point of view.

Expressing himself more clearly and forcibly at times.

Being seen as more attentive, warm, generous, playful and appreciative.

Encouragement to take himself less seriously.

Personal Notes





The Insights WheelFraser Calderwood

24/11/2014

R E F ORME R

H E L P ER

MOTIVATOR

COORDINATOR

D I REC

TO

R

SU

PP

ORT ER

OB

SE

RVE R

I NSPIR

ER

REDREDREDREDREDREDREDRED

YELLOWYELLOWYELLOWYELLOWYELLOWYELLOWYELLOWYELLOWGREENGREENGREENGREENGREENGREENGREENGREEN

BLUEBLUEBLUEBLUEBLUEBLUEBLUEBLUE RED

YELLOWGREEN

BLUE1

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 Position156: Creative Observing Reformer (Accommodating)

Personal (Less Conscious) Wheel Position101: Creative Directing Reformer (Focused)





Insights Colour DynamicsFraser Calderwood

24/11/2014

0

3

6

Persona(Conscious)

BLUE

5.00 83%

GREEN

1.16 19%

YELLOW

4.44 74%

RED

4.40 73%

0

3

6

Persona(Less Conscious)

BLUE

1.56 26%

GREEN

1.60 27%

YELLOW

1.00 17%

RED

4.84 81%

100

0

100

50

50

PreferenceFlow

66.7%

(Conscious) (Less Conscious)





Jungian PreferencesFraser Calderwood

24/11/2014

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)



Fraser Calderwood - Insights

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