Tom Greder - 55 Reforming Observer (Accommodating) - 23.06.2012

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<ul><li><p>Tom Greder23.06.2012</p><p>Personal ProfileFoundation Chapter</p><p>Management Chapter</p><p>Insights Schweiz</p></li><li><p>Insights Discovery 3.5 Tom Greder Page 2</p><p> Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.insightsworld.ch</p><p>Personal Details</p><p>Tom Gredertom@tomoskar.com</p><p>Tomoskar</p><p>Date Completed 23.06.2012</p><p>Date Printed 25.06.2012</p><p>Insights Learning and Development Ltd.Jack Martin Way, Claverhouse Business Park, Dundee, DD4 9FF, Scotland</p><p>Telephone: +44(0)1382 908050Fax: +44(0)1382 908051</p><p>E-mail: insights@insights.com</p></li><li><p>Insights Discovery 3.5 Tom Greder Page 3</p><p> Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.insightsworld.ch</p><p>ContentsIntroduction 4</p><p>Overview 5Personal Style 5Interacting with Others 6Decision Making 6</p><p>Key Strengths &amp; Weaknesses 8Strengths 8Possible Weaknesses 9</p><p>Value to the Team 10</p><p>Communication 11Effective Communications 11Barriers to Effective Communication 12</p><p>Possible Blind Spots 13</p><p>Opposite Type 14Communication with Tom Greder's Opposite Type 15</p><p>Suggestions for Development 16</p><p>Management 17Creating the Ideal Environment 17Managing Tom Greder 18Motivating Tom Greder 19</p><p>Management Style 20</p><p>The Insights Wheel 21</p><p>Insights Colour Dynamics 22</p><p>Jungian Preferences 23</p></li><li><p>Insights Discovery 3.5 Tom Greder Page 4</p><p> Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.insightsworld.ch</p><p>IntroductionThis Insights Discovery profile is based on Tom Greders responses to the Insights Preference Evaluator which was completed on 23.06.2012.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. Jungs 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.</p></li><li><p>Insights Discovery 3.5 Tom Greder Page 5</p><p> Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.insightsworld.ch</p><p>OverviewThese statements provide a broad understanding of Tom Greders work style. Use this section to gain a better understanding of his approaches to his activities, relationships and decisions.</p><p>Personal StyleTom Greder is a curious and keen student of all that is going on around him. 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. Serious, conscientious and loyal, Tom Greder is a dedicated worker. He will seek an environment in which he can be quietly productive. His strong sense of personal values may make him reserved around strangers whose values he feels may conflict with his own.</p><p>He prefers to be left to work quietly on his own, which is when he achieves his best work. He is aesthetically appreciative and values quality. He often sees when colours match or blend and may have a highly developed taste for art, music and food. Once committed to an idea or project, Tom Greder has enormous resolve to carry it through and would like others to share his determination. He likes to make rules based on his own standards and to apply those rules to everyday life. He is highly independent and can live and work quite contentedly in modest surroundings.</p><p>He is self-contained, intellectual and fair. He values the development of his intellectual awareness and the opportunity to learn, improve and grow. Tom Greder has an ever-present internal critic who judges everything he thinks and does. Tom Greder gains great pleasure from improving upon existing techniques with the objective of maximising efficiency and cost effectiveness. Tom Greder is careful and orderly in his attention to facts and details. He is thorough and conscientious in fulfilling all his responsibilities.</p><p>Although disinterested in purely scholastic pursuits, knowledge is important for its immediate usefulness to him. Enjoying theoretical, complex and global concepts, Tom Greder is a strategic thinker who can clearly see the benefits and flaws of most situations. His interest lies in seeing possibilities beyond what is already present and known, by using his insight, ingenuity and intellect. 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. He is quiet, reserved and distant, with a thoughtful appearance.</p><p>He can be a great designer of systems, which he prefers to leave to others to build. His need to detach himself from his emotions allows him to retain objectivity when assisting others in times of stress. He is good at organising and bringing ideas into the plan. He is</p></li><li><p>Insights Discovery 3.5 Tom Greder Page 6</p><p> Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.insightsworld.ch</p><p>usually neat, tidy and orderly, both at work and at home. He has a creative mind which can be used to bring forward thinking and originality to processes and projects.</p><p>Interacting with OthersTom Greder is a private, reserved person who does not share his thoughts with his colleagues unless absolutely essential. Tom Greder is competent at extracting information by asking relevant, non-threatening questions. He uses his thinking to analyse the world, not to control it, but his reliance on thinking makes him appear impersonal and critical. He will often do without something rather than reach out to others to get it. He may seek to reduce his personal needs rather than be dependent on other people. He prefers positions of low visibility, with limited participation in the group or team.</p><p>Despite being somewhat quiet, perhaps even self-effacing, Tom Greder will converse at length on subjects that he knows well enough to enable him to display his wealth of information. His interests do not help in social encounters, where he is often perceived as distancing himself from social contact. 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 may mistrust authority and hierarchy and will choose to remain neutral rather than be drawn into supporting lost underdog causes. In a conflict, he typically appears calm, unruffled, efficient and pragmatic.</p><p>If his work constantly requires him to be warm and outgoing with others, he finds this draining after a while and may need to take some private time out before regrouping. 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 may have an aversion to having his time and energy constantly put at the disposal of others. Tom Greder applies objective analysis to most things, including people. Tom Greder 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.</p><p>Decision MakingTom Greder can usually get to the heart of any situation and implement an effective solution. Every project presents itself as a mental challenge and he reflects on every stage of decision making. Tom Greder thinks in extremely complex ways and seeks to organise concepts and ideas rather than people. What may seem like instinctive action exhibited by Tom Greder is the result of long observation and thought which enables him to be alert to all the likely consequences of the decision. He tends to make sound future decisions only after deeper reflection.</p><p>He tends to be influenced by the idea, rather than the people behind the idea. He is not usually prepared to commit to high risk decisions. He may at times make others feel</p></li><li><p>Insights Discovery 3.5 Tom Greder Page 7</p><p> Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.insightsworld.ch</p><p>defensive due to his incisive, critical and often persistent questioning. With a love of problem solving, he can be very perceptive and has a highly developed capacity for inner reflection. His quiet demeanour often allows him to get agreement to his alternative solutions.</p><p>Tom Greder's quizzical and probing nature may create solutions which open up fresh processes. He views life as an intellectual challenge and needs to think things through before deciding. Making decisions comes logically to him, although his need for detachment results in colleagues viewing him as rather distant. He may lack patience with others who are less focused on the job in hand. He may occasionally be slow at coming to a decision, or try to have a decision reversed, as he has a need to analyse all the available alternatives.</p><p>Personal Notes</p></li><li><p>Insights Discovery 3.5 Tom Greder Page 8</p><p> Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.insightsworld.ch</p><p>Key Strengths &amp; WeaknessesStrengthsThis section identifies the key strengths which Tom Greder brings to the organisation. Tom Greder 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.</p><p>Tom Greders key strengths:</p><p>Encourages structure and order.</p><p>Pragmatic, rational thinker.</p><p>An orderly approach to the task.</p><p>Thorough and painstaking.</p><p>Will work late to get the job done.</p><p>Analysis.</p><p>Objectivity.</p><p>He is well informed, especially on more technical information.</p><p>Realistic and systematic.</p><p>Good powers of concentration.</p><p>Personal Notes</p></li><li><p>Insights Discovery 3.5 Tom Greder Page 9</p><p> Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.insightsworld.ch</p><p>Key Strengths &amp; WeaknessesPossible WeaknessesJung said wisdom accepts that all things have two sides. It has also been said that a weakness is simply an overused strength. Tom Greder's responses to the Evaluator have suggested these areas as possible weaknesses.</p><p>Tom Greders possible weaknesses:</p><p>Avoids showing his true feelings.</p><p>May be seen as too critical and sceptical.</p><p>May be slow or unwilling to express his true feelings.</p><p>Needs encouragement to share deeper feelings.</p><p>Occasionally becomes too focused, risking tunnel vision.</p><p>Usually puts facts before feelings.</p><p>Others may find him cold and distant.</p><p>May get frustrated with other peoples' ways.</p><p>May go off in his own direction if challenged.</p><p>Has difficulty with unstructured tasks.</p><p>Personal Notes</p></li><li><p>Insights Discovery 3.5 Tom Greder Page 10</p><p> Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.insightsworld.ch</p><p>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 Tom Greder brings, and make the most important items on the list available to other team members.</p><p>As a team member, Tom Greder:</p><p>Can adhere to high standards.</p><p>Creates commitment within team.</p><p>Encourages a strong work ethic.</p><p>Helps avoid mistakes.</p><p>Ensures that the team uses correct methods.</p><p>Directs the team's efforts towards important issues.</p><p>Encourages the team to honour its commitments.</p><p>Ensures the focus is realistic.</p><p>Encourages down to earth realism.</p><p>Ensures a common-sense, practical approach.</p><p>Personal Notes</p></li><li><p>Insights Discovery 3.5 Tom Greder Page 11</p><p> Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.insightsworld.ch</p><p>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 Tom Greder. Identify the most important statements and make them available to colleagues.</p><p>Strategies for communicating with Tom Greder:</p><p>Remember his quiet demeanour and ask for his views.</p><p>Organise your thoughts before communicating.</p><p>Let him organise his thoughts.</p><p>Accept that reflecting time is essential to enhance his performance.</p><p>Listen to his opinions.</p><p>Consider reconvening the meeting after he has had a chance to think about the issues.Use humour in moderation.</p><p>Be well structured and organised.</p><p>Expect him to come back later for clarification.</p><p>Be punctual.</p><p>Be clear and straightforward.</p><p>Avoid precipitating rare but spontaneous outbursts of emotion.</p><p>Personal Notes</p></li><li><p>Insights Discovery 3.5 Tom Greder Page 12</p><p> Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.insightsworld.ch</p><p>CommunicationBarriers to Effective CommunicationCertain strategies will be less effective when communicating with Tom Greder. Some of the things to be avoided are listed below. This information can be used to develop powerful, effective and mutually acceptable communication strategies.</p><p>When communicating with Tom Greder, DO NOT:</p><p>Show impatience with, or annoyance of, his calm exterior.</p><p>Allow him to be too theoretical.</p><p>Invade his personal space.</p><p>Assume that hesitation implies a lack of knowledge.</p><p>Be vague about facts and statistics.</p><p>Spend too much time talking; he is more impressed by your actions.</p><p>Jump to the next subject until he is ready.</p><p>Discuss peripheral matters unrelated to the task in hand.</p><p>Touch his body or his belongings.</p><p>Waffle.</p><p>Argue emotionally around his specialist areas.</p><p>Speak too quickly.</p><p>Personal Notes</p></li><li><p>Insights Discovery 3.5 Tom Greder Page 13</p><p> Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comwww.insightsworld.ch</p><p>Poss...</p></li></ul>

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