Insight Profile

John Burrell

12/05/2013

Personal Profile

Foundation ChapterManagement Chapter

People Results Ltd

Insights Discovery 3.5 John Burrell Page 2

© Copyright 1992-2013 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.peopleresults.co.uk

Personal Details

John Burrell

mechanical technician

[email protected]

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]



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



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.



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



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.



Personal Notes



Key Strengths & Weaknesses

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

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

the fundamental gifts he has to offer.

John’s key strengths:

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



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



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



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



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



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



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



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



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



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



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



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



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



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 Colour Dynamics


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)



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)

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