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Jeff Dover 7/10/2012 Personal Profile Management Chapter Health Net, Inc. Insights Discovery 3.1 Jeff Dover Page 2 Personal Details Jeff Dover email@example.com Health Net Date Completed 7/10/2012 Date Printed 7/16/2012 Insights Learning and Development Ltd. Jack Martin Way, Claverhouse Business Park, Dundee,DD4 9FF, Scotland Telephone: +44(0)1382 908050 Fax: +44(0)1382 908051 E-mail: firstname.lastname@example.org ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 3 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 Jeff’s Opposite Type 15 Suggestions for Development 16 Management 17 Creating the Ideal Environment 17 Managing Jeff 18 Motivating Jeff 19 Management Style 20 The Insights Wheel 21 Insights Colour Dynamics 22 ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 4 Introduction This Insights Discovery profile is based on Jeff Dover’s responses to the Insights Preference Evaluator which was completed on 7/10/2012. 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. 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. ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 5 Overview These statements provide a broad understanding of Jeff’s work style. Use this section to gain a better understanding of his approaches to his activities, relationships and decisions. Personal Style Jeff is an adaptable realist, relying on what he sees, hears and knows for himself. He tends to trust his intuitive insights into the meanings and inter-relationships of things. His desire for privacy sometimes generates a vague feeling in others that there is an unlived life that may be passing him by. He focuses on truth, accuracy and productivity, but this can be seen by others as a rather one-sided commitment to his work. Unless someone else can put his ideas into practice, they may be lost. He is often successful in improving efficiency and reducing time wasting in others. He may need assistance in tapping into his creativity and to bring projects to completion. Jeff is seen by many people as being independent and self-contained. Jeff is a pragmatic individual who can be as tough as the situation warrants. He likes to make rules based on his own standards and to apply those rules to everyday life. His quest for knowledge can become very theoretical. He is responsible and faithful to his commitments and obligations. He has a drive for tangible accomplishment and correctness with a leaning towards perfection. As he values his integrity, he can be determined to the point of being stubborn about issues that are important to him. He likes to make sure that he knows what is going on and tries to make sure that everyone is pullingtheir weight. Jeff’s logical, analytical approach combined with his intuitive gifts allows him to maintain his focus on tasks and ideas rather than on the personal. He assumes that everyone else should share his desire for advancement and may be disappointed when others appear to lack his strength of character. Jeff is independent and creative, owning strong internal feelings, high principles and deep personal integrity. Although objective, he may be more interested in finding creative solutions to problems than in seeing those solutions become reality. 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. His perception of the world is a conceptual and abstract one, but one with endless possibilities. He has the ability to complete most things he undertakes. Logical, critical and ingenious, Jeff 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. He is keen to pick out logical inconsistencies. ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 6 Interacting with Others Jeff applies objective analysis to most things, including people. Sometimes his introverted analytical preferences may prevent him from expressing outwardly what is really going on inside his head. 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 tends to withdraw when stressed. He is not particularly discouraged by indifference or criticism. 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 also be rather uncomfortable in “touchy-feely” situations. He may see his objectives and goals so clearly that he fails to take other views and possibilities into account. He will find it beneficial to consciously seek out others’ views. He has a tight group of close companions to whom he enjoys relating thoughts and ideas. He becomes frustrated if he is side-tracked by others’ needs. He dislikes being told what to do or how to do it and may irritate others by insisting on doing a thing his way. Jeff 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 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. Possessing determination and perseverance, Jeff has a high regard for his own competence and values others with similar high standards. He should remember to more frequently consider other people’s ideas and feelings, and not to become too rigid and inflexible. Decision Making Jeff can usually get to the heart of any situation and implement an effective solution. He can be creative and imaginative. He will be swayed by guarantees and case histories. He sees himself as realistic, practical and matter-of-fact, although others may not always see the practicality of some of his decisions. He may be more interested in the challenge of searching for the solution than seeing the solution put to practical use. Jeff is self-reliant and is not frightened to take “the path of maximum resistance” in his efforts to produce the best results. He may have so many ideas on the go that he has difficulty in making up his mind on the best course of action. Jeff’s manyaccomplishments are achieved mainly through determination and perseverance in reaching or exceeding his high standards. Equally comfortable thinking things through or talking them out, Jeff balances these two processes well. He will pursue all possible avenues of a solution to any problem that captures his interest. Every project presents itself as a mental challenge and he reflects on every stage of decision making. He may at times make others feel defensive due to his incisive, critical and often persistent questioning. He is impressed byreason and logic and prefers to focus his thinking on the underlying principles. Politically aware, Jeff is normally comfortable with his decisions even in the face of possible conflict with others in more senior positions. Jeff is willing to admit the truth ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 7 about people or things that are important to him, is very alert to problems, and seeks to find solutions himself. Personal Notes www.insights.com ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 8 Key Strengths & Weaknesses Strengths This section identifies the key strengths which Jeff brings to the organisation. Jeff 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. Jeff’s key strengths: Quickly gets to the root of a problem. Gets the job done and done right. Self reliant. Concise and incisive in communication. A far sighted planner. Accepts responsibility. Analysis. Disciplined and precise. Keeps control in a crisis. Knows the importance of detail within the process. Personal Notes ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 9 Key Strengths & Weaknesses Possible Weaknesses Jung said “wisdom accepts that all things have two sides”. It has also been said that a weakness is simply an overused strength. Jeff’s responses to the Evaluator have suggested these areas as possible weaknesses. Jeff’s possible weaknesses: Could appear too unemotional or uninvolved. Tendency not to act until all the facts are available. Can be too self critical. Could appear to be too demanding of exact standards. Usually puts facts before feelings. May not actively listen to (or hear) others’ pointsof view. May step on the toes of others to achieve objectives. His perfectionism can be seen to be “nit picking” when not valued. May go off in his own direction if challenged. Exhibits impatience with disorganised individuals. Personal Notes ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 10 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 Jeff brings, and make the most important items on the list available to other team members. As a team member, Jeff: Can make action plans to reduce risk. Encourages down to earth realism. Will often be able to supply vital background details. Provides a fund of factual information, data and statistics. Keeps his shoulder to the wheel. Ensures a common-sense, practical approach. Encourages independent thinking. Makes the best uses of available resources. Maintains team’s focus on objectives. Will encourage the team to think through all the possibilities. Personal Notes ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 11 Communication Effective Communications Communication 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 Jeff. Identify the most important statements and make them available to colleagues. Strategies for communicating with Jeff: Take responsibility for your own actions and errors. Be thoroughly prepared. Take things one step at a time. Use humour in moderation. Acknowledge your understanding of his ideals and values, although they may be different. Allow time for him to think of the consequences. Ensure that your strong assertions are correct! Be patient if he starts hair-splitting. Recognise his intellectual effort and commitment. Keep him informed of all the details. Ensure that he understands the rules. Respond positively to his thoughts. Personal Notes ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 12 Communication Barriers to Effective Communication Certain strategies will be less effective when communicating with Jeff. 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 Jeff, DO NOT: Be misled by his apparent reticence into thinking that he doesn’t care. Assume that hesitation implies a lack of knowledge. Tell him what to do or how to do it. Challenge his values or principles. Try to play on his emotions. Invade his privacy. Argue emotionally around his specialist areas. Waffle. Digress or wander off at a tangent. Waste his time with irrelevancies. Break promises. Give instructions without reasons. Personal Notes ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 13 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. Jeff’s possible Blind Spots: Jeff may unconsciously seek material dominance, social standing and status. Since he is a natural critic, he tends not to demonstrate his appreciation of the positive attributes or contributions of those around him. Endowed with the gift of articulation, he is likely to feel that he is competent in most areas. 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 sets himself a lifestyle of discipline, structure, schedule and order, and leads best when he learns to keep his tendency to become frustrated and impatient with others in check. He may not wish to hear the objections of others because, to him, his own position usually seems unquestionable. He should try to slow down the pace when interacting with others on a time bounded project. He may not appreciate how loud he can appear to some others. He could learn to protect himself against closed-mindedness by waiting a few seconds more before speaking, giving others the chance to offer input. He is something of a perfectionist, and can be hypersensitive to criticism of his work. He needs to look beyond the current moment and his pressing interest in the practical world and consider ways of completing tasks with less pressure. He can appear arrogant and suddenlynit-picking ifhis performance is not recognised by a superior he values. As he doesn’t naturally ask “what if”, he often misses possible meanings, implications and connections. As a logical and impersonal analyst, he doesn’t always consider the impact of his decisions on others. Personal Notes ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 14 Opposite Type The description in this section is based on Jeff’sopposite 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: Jeff’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, Jeff 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. Jeff 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 Jeff 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 Jeff. 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. Jeff may see the Helper idealising others and adopting a romantic version of people and their potential. Personal Notes ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 15 Opposite Type Communication with Jeff’s Opposite Type Written specifically for Jeff, this section suggests some strategies he could use for effective interaction with someone who is his opposite type on the Insights Wheel. Jeff Dover: How you can meet the needs of your Opposite Type: Accept that “reflecting time” is essential to enhance his performance. Be spontaneous and harmonious. Remember that he may not be revealing his real underlying concerns. Deal with him in an honest and sincere way. Match and mirror his communication style and slowerpace. Avoid unnecessary distractions - keep to the point. Jeff Dover: When dealing with your opposite type DO NOT: Be hard, directive or impersonal. Demand an instant reaction. Smother his efforts to explore alternatives. Question or challenge his personal values. Leave him out of the picture. Adopt an intransigent, judgmental stance. Personal Notes ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 16 Suggestions for Development Insights Discovery does not offer direct measures of skill, intelligence, education or training. However, listed below are some suggestions for Jeff’s development. Identify the most important areas which have not yet been addressed. These can then be incorporated into a personal development plan. Jeff may benefit from: Sharing responsibilities or processes. Asking others whether his logic is appreciated. Making daily activities as varied as possible. Setting deadlines - then sticking to them. Identifying when extensive detail is not needed. Engaging excitedly in general discussion. Being more open about how he is feeling. Being more prepared to acknowledge his mistake. Thinking aloud and on his feet. Refusing to think about or re-visit a previous decision. Personal Notes ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 17 Management Creating the Ideal Environment People 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 Jeff’s ideal environment and his current one and to identify any possible frustrations. Jeff’s Ideal Environment is one in which: Clear rules and procedures exist. There is space for graphs, charts and other sourcesof reference. Information and data are well organised. He can indulge in gathering all the information hewants. Numerical or technical data abounds. He is able to constantly develop and extend his skills. Opportunities for personal and professional development are plentiful. Everything is well ordered and all key reference material is within reach. Things are formal but relaxed. His natural creativity is given room to flourish. Personal Notes ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 18 Management Managing Jeff This section identifies some of the most important strategies in managing Jeff. Some of these needs can be met by Jeff 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. Jeff needs: Assignment to projects where logical thinking is required. To work with people similar to himself. Occasional visits to clients or exposure to “the sharp end”. To be convinced by reason, not emotion. To control the pace and deadlines. A manager who appreciates his need for thinking time. Management support for any quality control elementto his job. To be fully informed. To be gently drawn into the team’s social mainstream. Occasional exposure to less structured projects todevelop his openness to unconventional solutions. Personal Notes ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 19 Management Motivating Jeff It 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 Jeff. With his agreement, build the most important ones into his Performance Management System and Key Result Areas for maximummotivation. Jeff is motivated by: “Systems” related tasks. Quiet, tenacious endeavour which is rewarded in a low key way. Being given every opportunity to “get on with it”. Critical, analytical and logical dialogue. Being asked to find more efficient ways for the team to work. Being allowed to do “detective” work. Responsibility, within well defined areas. Confirmation that he is making a unique contribution. Gathering and analysing technical information. Merit based reward systems. Personal Notes ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 20 Management Style There are many different approaches to management, most of which have different situational applications. This section identifies Jeff’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, Jeff may tend to: Appear unruffled despite the enormity of the task. Seek to challenge what he perceives as illogical. Keep quiet until he is able to provide a frameworkfor his thoughts. Set extremely high performance standards for self and others. Become stubborn when challenged. Overlook the need to encourage others. Drive for results at all costs. Neglect praise when praise is due. Be good at spotting problems in advance. Prefer organising ideas and information rather thanpeople. Personal Notes ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com Insights Discovery 3.1 Jeff Dover Page 21 The Insights Wheel Jeff Dover 7/10/2012 BLUUE REFORMER REED E 16 1 DI RV 116 101 RE SE 15 2 CT B O O 136 36 21 121 R 14 35 22 3 34 5641 23 113 55156 1442 104 C 133 54 43 124 O M R 13 153 144 4 OT D 33 53 44 24 I I V A 32 52 45 25 T T 12 152 145 5 O R 132 51 46 125 R 50 47 112 1494948148 105 31 26 30 27 11 6 U 129 29 28 128 R P 10 7 R O PI RTE 109 108 NS R 9 8 I GREEEEN HE L PE YEELLLOWW Conscious Wheel Position 156: Creative Observing Reformer (Accommodating) Personal (Less Conscious) Wheel Position 101: Creative Directing Reformer (Focused) www.insights.com Insights Discovery 3.1 Jeff Dover Page 22 Insights Colour Dynamics Jeff Dover 7/10/2012 Persona Preference Persona (Conscious) Flow (Less Conscious) BLUE GREEN YELLOW RED BLUE GREEN YELLOW RED 6 100 6 50 3 0 3 50 0 100 0 5.12 2.64 3.92 3.32 2.08 2.68 0.88 3.36 66.7% 85% 44% 65% 55% 35% 45% 15% 56% (Conscious) (Less Conscious) www.insights.com ' Copyright 1992-2012 Andrew Lothian, Insights, Dun dee, Scotland. All rights reserved. www.insights.com
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