BenAlcock - 141 Creative Directing Reformer (Accommodating)

Ben Alcock

01 March 2016

Foundation Chapter

Ben Alcock

© The Insights Group Ltd, 1992-2016. All rights reserved. Page 2

Personal Details

Ben AlcockFuture [email protected]

Servest

Telephone:

Date Completed: 01 March 2016

Date Printed: 09 March 2016

Referral Code: ContinuousConversation16

Ben Alcock

© The Insights Group Ltd, 1992-2016. All rights reserved. Page 3Insights Discovery and Insights Learning Systems were originated by Andi and Andy Lothian. Insights, Insights Discovery and the Insights Wheel are registered trademarks of The Insights Group Ltd.

ContentsIntroduction............................................................................................................... 4

Overview .................................................................................................................. 5Personal Style ................................................................................................................................ 5

Interacting with Others ................................................................................................................... 5

Decision Making ............................................................................................................................. 6

Key Strengths & Weaknesses.................................................................................. 7Strengths ........................................................................................................................................ 7

Possible Weaknesses .................................................................................................................... 8

Value to the Team .................................................................................................... 9

Effective Communications...................................................................................... 10

Barriers to Effective Communication ...................................................................... 11

Possible Blind Spots............................................................................................... 12

Opposite Type ........................................................................................................ 13

Suggestions for Development ................................................................................ 15

The Insights Discovery® 72 Type Wheel ............................................................... 16

The Insights Discovery® Colour Dynamics ............................................................ 17

Ben Alcock


IntroductionThis Insights Discovery profile is based on Ben Alcock’s responses to the Insights PreferenceEvaluator which was completed on 01 March 2016.

The origins of personality theory can be traced back to the fifth century BC, when Hippocratesidentified four distinct energies exhibited by different people. The Insights System is built aroundthe model of personality first identified by the Swiss psychologist Carl Gustav Jung. This modelwas 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 inunderstanding personality and has been the subject of study for thousands of researchers to thepresent day.

Using Jung's typology, this Insights Discovery profile offers a framework for self-understandingand development. Research suggests that a good understanding of self, both strengths andweaknesses, enables individuals to develop effective strategies for interaction and can help themto better respond to the demands of their environment.

Generated from several hundred thousand permutations of statements, this profile is unique. Itreports statements which your Evaluator responses indicate may apply to you. Modify or deleteany statement which does not apply, but only after checking with colleagues or friends to identifywhether 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 takeaction. Share the important aspects with friends and colleagues. Ask for feedback from them onareas which seem particularly relevant for you and develop an action plan for growth personallyand interpersonally.

Ben Alcock


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

Personal Style

Ben likes to develop models for improving the way to solve difficult problems. His need to detachhimself from his emotions allows him to retain objectivity when assisting others in times of stress.He is quick to spot opportunities and see how they can be turned to his advantage. He is keen topick out logical inconsistencies. Ben likes to make things happen and drive everything aroundhim.

Learning is a life-long process for him and he is in favour of anything which will increase hismental capability. Ben believes in doing everything the right way and his preoccupation withperfection makes him sensitive to errors or unfairness. He is often more interested in “real things”than intangibles, such as abstract ideas and theories. Regarded by others as the ultimate realist,Ben is seen to enjoy a practical ability combined with quick intelligence. As he lives by a ratherstrict set of rules he may expect others to do so as well.

His desire to develop his new ideas includes the ability to install the necessary procedures tosupport them. Ben is a highly practical person whose agile mind and skills combine well togenerate fast results. He aims to live by his rules and believes that everyone else should do too!He is not impressed with authority as such but can conform to rules if he sees them as useful tohis greater purpose. He works to see ideas and systems translated into realities.

Ben is independent by nature, but he is prepared to labour tirelessly for a team mission hecommits to. He likes to make sure that he knows what is going on and tries to make sure thateveryone is pulling their weight. Ben is optimistic and positive, living mainly in the here and now.He is a natural manager and finds himself in command through his ability to plan and keep bothlong and short-term objectives clearly in mind. He is persevering, with a singleness of purposethat he devotes to long term achievement of the mind. He is an ideal academic who continuallyseeks knowledge for its own sake.

He should learn to delegate more to improve the completion of his tasks and should haveassistance in ensuring that follow up is maintained. He relates to, remembers and builds onpositive experiences. He is a good initiator of new projects, though he may fail to persevere withthe details. Developing, fostering, improving and honing his skills is likely to be a life's work forhim. Ben is seen by others as pragmatic, dependable and able to get things done.

Interacting with Others

Ben can be a diplomatic negotiator, prepared to try unconventional approaches. He is usuallyable to persuade other people to give their input. He might confess to being puzzled by others'perception of him as rigid and intractable. This perception may result from his tendency toexpress his independent views rather directly. He is not a “party animal” and often prefers hisown company. He does not take criticism personally, and is often surprised to discover thatothers may be hurt or offended by the constructive criticism he can offer. Although his emotional

Ben Alcock


and social life may not seem as important to him as other aspects of life, he tends to seekconsistent and stable relationships.

He needs to make a special effort to remain open to the ideas and views of others, and avoidshutting other people down. He tends to mistrust people who he thinks are ignoring reality. Hemay have an aversion to having his time and energy constantly put at the disposal of others. Helikes to be out and about doing things in the world but he needs to take care to look ahead to theconsequences of his present actions. He has a tight group of close companions to whom heenjoys relating thoughts and ideas.

He could learn to express his appreciation of other people regularly and may find it useful tolisten more and appreciate how others really feel. Ben is not slow to help people come togetherto negotiate solutions if a project needs this. He may see his objectives and goals so clearly thathe fails to take other views and possibilities into account. He usually remains sceptical, decisiveand determined in the face of difficult opposition. Ben is alert to changing situations and will actquickly to get results, giving direction or instructions to others as he thinks is necessary.

Decision Making

Ben can usually get to the heart of any situation and implement an effective solution. He willpursue all possible avenues of a solution to any problem that captures his interest. Heunderstands the need for unbiased, critical judgement. In practising active and long-rangethinking and planning, he is logical, analytical, objectively critical and prefers to be convinced byreason. He is outgoing, versatile and quick-witted, and may have an endless supply of solutionsto whatever challenge he finds himself in.

Politically aware, Ben is normally comfortable with his decisions even in the face of possibleconflict with others in more senior positions. He enjoys deciding what ought to be done and cangive the necessary instructions to ensure that it is done. Although gifted in both sensing andintuition, he may well rather base plans and decisions on established procedures than listen tohis inner voice. He applies analysis and objectivity to discover the underlying principles, relyingon clear thinking in making decisions. He values truth above all else and is primarily convincedby logical reasoning.

He seeks realistic and satisfying solutions to challenges. Impatient with what he may see asinefficiency and incompetence, he can take tough decisions when the situation calls for it. Hemay occasionally be slow at coming to a decision, or try to have a decision reversed, as he has aneed to analyse all the available alternatives. “Do it now” is his motto. He is a good problemsolver because he can absorb necessary factual information and find logical and sensiblesolutions quickly.

Personal Notes

Ben Alcock


Key Strengths & WeaknessesStrengthsThis section identifies the key strengths which Ben brings to the organisation. Ben has abilities,skills and attributes in other areas, but the statements below are likely to be some of thefundamental gifts he has to offer.

Ben’s key strengths:

● Accuracy.

● Bold and energetic.

● Effective implementer, will readily accept responsibility.

● Gets the job done and done right.

● A strong work ethic.

● Able to deal with complex problems.

● A far sighted planner.

● Values truth and high ideals.

● Industrious and decisive.

● Has a well developed sense of urgency.

Personal Notes

Ben Alcock


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

Ben’s possible weaknesses:

● At times dismissive of other people's ideas and feelings.

● Avoids showing his true feelings.

● Fears loss of face in any situation.

● May ride rough-shod over others' feelings.

● Exhibits impatience with disorganised individuals.

● Inflexible, stubborn, blunt and impersonal.

● Sometimes seen as argumentative and difficult to approach.

● Over-reliance on the tried and tested.

● Sometimes perceived as arrogant and inflexible.

● Sometimes overprotective of his own ideas.

Personal Notes

Ben Alcock


Value to the TeamEach person brings a unique set of gifts, attributes and expectations to the environment in whichthey operate. Add to this list any other experiences, skills or other attributes which Ben brings,and make the most important items on the list available to other team members.

As a team member, Ben:

● Acts as the “conscience” of the group.

● Contributes vigorously and energetically.

● Is always ready to offer service to colleagues.

● Can focus equally upon “task” and “process”.

● Encourages independent thinking.

● Keeps his shoulder to the wheel.

● Can make action plans to reduce risk.

● Challenges existing methods if he feels they are inadequate.

● Brings direction and realism to every project.

● Likes being in the thick of the action.

Personal Notes

Ben Alcock


CommunicationEffective CommunicationsCommunication can only be effective if it is received and understood by the recipient. For eachperson certain communication strategies are more effective than others. This section identifiessome of the key strategies which will lead to effective communication with Ben. Identify the mostimportant statements and make them available to colleagues.

Strategies for communicating with Ben:

● Agree with him wherever possible.

● Match his pace in presenting to him.

● Respect his values and principles.

● Deal in probabilities not possibilities.

● Let him know he is in control.

● Acknowledge your understanding of his ideals and values, although they may be different.

● Stick to business at all times.

● Respect his knowledge of the job.

● Respond positively to his thoughts.

● Agree stretching goals and targets.

● Act in an adult and mature way.

● Be practical and logical.

Personal Notes

Ben Alcock


CommunicationBarriers to Effective CommunicationCertain strategies will be less effective when communicating with Ben. Some of the things to beavoided are listed below. This information can be used to develop powerful, effective andmutually acceptable communication strategies.

When communicating with Ben, DO NOT:

● Try to hoodwink or mislead.

● Use “what if” or “buts”.

● Confuse the conversation with irrelevant details.

● Be unrealistic or stray on to abstractions.

● Keep him in the dark or he will do likewise.

● Digress or wander off at a tangent.

● Waste his time with irrelevancies.

● Be flippant, inconsistent, fanciful or ostentatious.

● Try to build a relationship too quickly.

● Try to control the conversation.

● Try to pin the blame on him.

● Come unprepared and disorganised.

Personal Notes

Ben Alcock


Possible Blind SpotsOur perceptions of self may be different to the perceptions others have of us. We project who weare onto the outside world through our “persona” and are not always aware of the effect our lessconscious behaviours have on others. These less conscious behaviours are termed “BlindSpots”. Highlight the important statements in this section of which you are unaware and test themfor validity by asking for feedback from friends or colleagues.

Ben’s possible Blind Spots:

Making many assessments privately, Ben keeps the most important issues to himself, leavingothers ignorant of what is going on. He has a “let's do it and not talk about it” approach to work,which others may find difficult to handle. His desire to continually explore new avenues mayresult in him regularly re-examining his conclusions.

Because of his self-containment, he has difficulty sharing his reactions, feelings and concernswith others; it seems unnecessary for him to do so. His desire for correctness tends to perfection.Because of his ability to focus on one thing at a time for long periods, he may appear ratherstubborn and plodding. His thinking rationale may be so acutely honed that he will overlook whatothers tend to care about. He needs to work toward becoming more articulate andaction-oriented.

When under extreme pressure, Ben may choose to withdraw, but only to prepare for the nextbattle within his own fortress. Attempting to be more flexible and open-minded will help preventBen from becoming too rigid. Giving in on small items decreases the likelihood of him being seenas too stubborn and controlling. An adoption of a simple lifestyle may be perceived by others asa somewhat miserly choice! He sometimes has difficulty in absorbing other peoples' points ofview.

Personal Notes

Ben Alcock


Opposite TypeThe description in this section is based on Ben's opposite type on the Insights Wheel. Often, wehave most difficulty understanding and interacting with those whose preferences are different toour own. Recognising these characteristics can help in developing strategies for personal growthand enhanced interpersonal effectiveness.

Recognising your Opposite Type:

Ben’s opposite Insights type is the Helper, Jung’s “Feeling” type.

Helpers are warm, understanding and sociable individuals who strive for positive relationshipswith people both at work and home. They are usually sensitive to others and work well in a teamsituation. However, Ben may observe that the Helper takes criticism personally and finds itdifficult to become authoritative or objective with others when necessary. Helpers sometimeshave difficulty in making key decisions without consultation.

Ben will notice that people are far more important to the Helper than the accomplishment oftasks. The Helper’s nature tends to be personable, which may mean that Ben sees them as fickleor soft. Helpers can be stressed in fast moving, impersonal situations which change withoutwarning. Helpers display their emotions and usually have limitless patience for those who aredependent on them. They will usually ignore judgements that rely heavily on logical analysis -often the judgement preferred by Ben.

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 supportothers without expecting much in return. Ben may see the Helper idealising others and adoptinga romantic version of people and their potential.

Personal Notes

Ben Alcock


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

Ben Alcock: How you can meet the needs of your Opposite Type:

● Allow time for fun and socialising.

● Maintain a consistent, personal relationship with him.

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

● Keep conversations light and bright.

● Offer praise and appreciation when due.

● Be prepared to discuss a wide range of topics.

Ben Alcock: When dealing with your opposite type DO NOT:

● Prolong disciplinary or instructional meetings.

● Show disregard for his feelings by your words or actions.

● Fail to meet informally to discuss progress.

● Be dismissive of his feelings and emotions.

● Ignore his creative and intuitive thinking.

● Allow exchanges to become confrontational.

Personal Notes

Ben Alcock


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

Ben may benefit from:

● Appearing more sensitive to others feelings.

● Becoming more generous, warm and caring.

● Ensuring his keen desire to criticise is positive and not negative.

● Meeting more people at least half way.

● Encouragement to take himself less seriously.

● Making a special effort to show appreciation and to acknowledge others contributions.

● Really listening to the views of others.

● Reducing his high profile stance.

● Knowing it is OK to relax and laugh at himself.

● Allowing people to do their own thing.

Personal Notes

Ben Alcock


The Insights Discovery® 72 Type Wheel

Conscious Wheel Position141: Creative Directing Reformer (Accommodating)

Less Conscious Wheel Position116: Creative Observing Reformer (Focused)

Ben Alcock


The Insights Discovery® Colour Dynamics

Persona (Conscious) Preference Flow Persona (Less Conscious)

6

3

0

BLUE GREEN YELLOW RED

3.84 3.88 1.28 4.7664% 65% 21% 79%

100

50

0

50

100

34.4%

6

3

0

BLUE GREEN YELLOW RED

4.72 1.24 2.16 2.1279% 21% 36% 35%

Conscious

Less Conscious

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BenAlcock - 141 Creative Directing Reformer (Accommodating)