Frank Sample
01-12-2009
Personal Profile
Foundation Chapter
Management Chapter
Insights Discovery 3.5
Frank Sample
Page 2
Personal Details
Frank Sample
franksample@insightsbenelux.com
Insights Benelux
Date Completed
7-1-2009
Date Printed
12-3-2009
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: insights@insights.com
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 3
Contents
Introduction
4
Overview
Personal Style
Interacting with Others
Decision Making
5
5
5
6
Key Strengths & Weaknesses
Strengths
Possible Weaknesses
7
7
8
Value to the Team
9
Communication
Effective Communications
Barriers to Effective Communication
10
10
11
Possible Blind Spots
12
Opposite Type
Communication with Frank's Opposite Type
13
14
Suggestions for Development
15
Management
Creating the Ideal Environment
Managing Frank
Motivating Frank
16
16
17
18
Management Style
19
The Insights Wheel
20
Insights Colour Dynamics
21
Jungian Preferences
22
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 4
Introduction
This Insights Discovery profile is based on Frank Sample’s responses to the Insights
Preference Evaluator which was completed on 7-1-2009.
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.
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 5
Overview
These statements provide a broad understanding of Frank’s work style. Use this section to
gain a better understanding of his approaches to his activities, relationships and decisions.
Personal Style
Although generally accepting of others and their views Frank holds deep convictions that may
be apparent, but may not be familiar to others. Socially adept, even-tempered and tireless in his
efforts to bring about peace and well-being, he tends to hold the perfect relationship as the
ideal. He exhibits personal warmth, insight, originality and a broad organisational ability. He
may sometimes present information in a way that may be misunderstood, his creative and
organised stance often being a step ahead of the group. He tries to live each moment as a
satisfying personal experience.
He readily sees the solution in crisis situations and will quietly rally support for his point of
view. He has a tendency to play down the rules, particularly if they appear to oppose his
values. He usually has a theory that will explain everything. He may not necessarily prefer
innovative solutions over established ones but is adept at seeing situations from an unusual
perspective. Although sometimes viewed as rather unemotional, he is in touch with an internal
energy that can border on the passionate. He should be encouraged to provide input that may
offer unexpected insights into resolving pressing problems.
He welcomes support, encouragement and social interaction, especially during stressful
encounters when he may need to consciously divert his energy to more practical tasks to show
positive results. He is a realist who sees things as they are and is prepared to accept them as
such. Frank is patient, flexible and usually easy to get along with, having little personal desire
to dominate and control others. Because he tends to live for the present moment, he does not
sense the need to prepare or plan more than is necessary. He is a good listener, with an ability
to talk well when appropriate.
He is warm and gracious and believes in a philosophy of “live and let live”. He needs work that
makes use of his strongly creative drive. He prefers to be seen as rather sociable and may relish
the occasional spotlight. Psychology, counselling and educational interests may hold great
appeal to him as part of his business role. He is convinced of his own abilities and is constantly
seeking environments where people will appreciate him.
He is just as concerned with the process as with the outcome. If his efforts are not recognised,
or approval is withheld, he may feel deflated as his feeling of worth can depend on how others
regard him. He relies on what he can hear, see and know from first hand experience. He tends
to live for today with a “you only go around once” philosophy. He needs to be appreciated for
himself and his service, and he can be highly sensitive to indifference or criticism of the
support he offers or provides.
Interacting with Others
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© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 6
In day-to-day matters Frank is flexible, tolerant and adaptable. Relationships are extremely
important in his life and he may feel that psychological wellbeing depends on the inclusion of
others. Placing a high value on his harmonious relationships, it is not surprising that people
turn to Frank for encouragement, nurture and support. He is generous, giving help and
assistance to others without expecting any in return. Friendly and effusive, he displays his
emotions flamboyantly and is always open to being with people.
Epitomising common sense and friendliness, he can be gently persuasive and a major asset to
most positions where customer service is involved. Compassion, caring, warmth and contented
relationships are important to him. He may learn to develop many differing aspects of his
personality in an effort to win others' approval. He values harmonious human contacts and
works well in jobs dealing with people. Generating unique ideas as to how to resolve problems,
he will hold to his opinions very strongly and may not always be prepared to share them with
others.
He prefers a stimulating life of co-operation and harmony. He constantly focuses on what is
good in others, so he tends to downplay others' faults, forgiving them for minor slights or
hurtful behaviour. Frank is competent at extracting information by asking relevant,
non-threatening questions. He may become rather over-emotional when stressed. He may
become possessive of people in whom he has invested a lot of his emotional energy.
Decision Making
Preferring a harmonious outcome, Frank will go to great lengths to ensure the preservation of
relationships. He may be thinking of so many things that his decisions may on occasions
appear to be ill-considered. Frank will usually encourage democratic or even consensus
decisions, as opposed to having them imposed autocratically. In his attempts to please others he
may make promises he cannot fulfil. He makes decisions relying on his personal experiences to
see him through.
Frank will respect alternative views and although he may not agree with them, they will be
considered. He believes it may benefit him to seek feedback on a strategy rather than
immediately moving to implement the process. Although he may sometimes opt for the simple
and quicker solution at times, his mind is urging greater caution. He may be aware of
judgements that rely heavily on logical analysis, but he largely ignores these factors in making
decisions. Despite supporting the leader and the cause, he strives to ensure the attainment of his
own value-driven objectives.
He will tend to be concerned with the effect that the decision making process, and its result,
will have on others. He is likely to decide in favour of the solution that brings the highest level
of approval from others. He always feels that a solution will evolve once he has all the facts in
place. His combined sensing and intuitive gifts give him the ability to question shallow
decisions although he will not necessarily come forth to do so. He recognises judgements that
rely heavily on logical analysis, but then may ignore this in making his decisions.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 7
Key Strengths & Weaknesses
Strengths
This section identifies the key strengths which Frank brings to the organisation. Frank 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.
Frank’s key strengths:
Can “go with the flow”, particularly where people are concerned.
Seeks variety in both tasks and relationships.
Looks for the good in others.
Gracious, charming, empathetic and considerate.
Happy to serve and help others.
Friendly and sociable.
Gives and receives trust.
Sees the positive in every situation.
Willing and accommodating.
Has an outgoing nature and builds relationships quickly.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 8
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. Frank's responses to the Evaluator have suggested
these areas as possible weaknesses.
Frank’s possible weaknesses:
Fails to recognise the finer nuances.
May take criticism of his work personally.
Masks his true feelings to avoid unpleasantness.
Finds it stressful to shoulder the world's problems.
May open his mouth and fall in.
Over-tolerant of others' inability to perform.
May see the world through “rose-tinted glasses”.
De-motivated by routine tasks.
May unwillingly sacrifice his own needs for others.
Ignores objective evidence which does not support his original perception.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 9
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
Frank brings, and make the most important items on the list available to other team members.
As a team member, Frank:
Enjoys an empathic approach to others.
Makes great effort to build and maintain relationships with others.
Likes and is liked by most others.
Provides stimulation and resourcefulness.
Maintains a steady and calm aura.
Can organise the social calendar.
Provides humour and companionship.
Mediates to bring harmony from conflict.
Is a calming presence in conflict resolution.
Bolsters and promotes team spirit.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 10
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 Frank.
Identify the most important statements and make them available to colleagues.
Strategies for communicating with Frank:
Agree exactly what needs to be done.
Be prepared to discuss a wide range of topics.
Offer praise and appreciation when due.
Mirror his normally calm and even-tempered nature.
Provide lots of opportunities for team contact.
Talk about him and areas he finds stimulating.
Allow time for fun and socialising.
Listen for the essence of what is being said.
Be prepared to negotiate solutions slowly, calmly and quietly.
Show concern for his opinions and be willing to discuss personal matters.
Take a low key, friendly approach.
Avoid detailed reports, focus on people issues.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 11
Communication
Barriers to Effective Communication
Certain strategies will be less effective when communicating with Frank. 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 Frank, DO NOT:
Be cold, aloof or adopt an autocratic approach.
Appear slow, sluggish or too formal.
Judge, criticise or embarrass him in public.
Assume passivity is tacit acceptance.
Expect him to respond favourably if you dictate to him on policy or procedures.
Dampen his enthusiastic energy with negative inputs.
Be addicted to rules and procedures.
Forget to balance interaction with time for reflection.
Dream with him - unless you can spare the time!
Forget to recognise him personally in a job well done.
Expect to maintain his interest if you only focus on the task.
Criticise, condemn or suppress his enthusiasm.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 12
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.
Frank’s possible Blind Spots:
Frank prefers not to confront issues. This may prevent matters from moving to a satisfactory
conclusion. He hesitates to criticise others and has a hard time saying no to requests for
assistance. Continuously focusing on his current experiences, he tends not to look beyond the
moment and may miss the broader view. By applying some objectivity and even scepticism to
his analysis, he might become a better judge of others. 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.
People can see that he doesn't always take a rational or objective view of the world. He could
learn how to more consistently keep focused on track and on time bounded objectives. He may
need to develop more assertiveness and would benefit from learning how to offer honest
criticism of others when necessary. He can sometimes be impractical and may neglect routine
details that need attention. He could do better to become more assertive about his own needs
and fully consider the implications of interactions with others.
In certain matters Frank may not appear to be very decisive. He should realise that on
occasions confrontation can clear the air. Because of his vulnerability in his relationships with
others, Frank may be rather easily manipulated by some.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 13
Opposite Type
The description in this section is based on Frank'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:
Frank’s opposite Insights type is the Reformer, Jung’s “Thinking” type.
Reformers are creative and abstract thinkers. They have a competitive drive for results, which
is balanced by a restraining need for everything to be perfect for them. They have difficulty
maintaining a positive, non-judgmental approach, which can make their performance erratic.
They tend to be indecisive, and can become upset when found to be wrong. Reformers will
tend to canvass support for their ideas long after a different decision has been made and
accepted by others.
Frank may see Reformers as reserved and cold. Reformers may become authoritarian when
their hard work is not recognised. Often blunt, Frank may see their egocentricity as
overbearing. Reformers often rely on intimidation and the threat of retribution as a way of
seeing it is their justice that is done. Lacking poise, they may appear to be unconcerned with
the needs of others. Reformers will not readily take the blame for a project that goes off the
rails.
Reformers have a sense of precision and can pay attention to detail. Prone to display their
anger, they have strong opinions and may become upset if others simply do not follow their
lead. Frank will often see the Reformer as both aloof and argumentative.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 14
Opposite Type
Communication with Frank's Opposite Type
Written specifically for Frank, this section suggests some strategies he could use for effective
interaction with someone who is his opposite type on the Insights Wheel.
Frank Sample: How you can meet the needs of your Opposite Type:
Let him decide on the way forward.
Recognise his “remoteness” is not directed against you.
Be practical and logical.
Seek his opinions and ideas before imposing yours.
Ask what he thinks, not how he feels.
Take responsibility for your own actions and errors.
Frank Sample: When dealing with your opposite type DO NOT:
Become emotional or excitable.
Expect an immediate positive reaction.
Underestimate his abilities to decide for himself.
Be unrealistic or stray on to abstractions.
Show less than full commitment to his project.
Approach him with foregone conclusions.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 15
Suggestions for Development
Insights Discovery does not offer direct measures of skill, intelligence, education or training.
However, listed below are some suggestions for Frank’s development. Identify the most
important areas which have not yet been addressed. These can then be incorporated into a
personal development plan.
Frank may benefit from:
Understanding that he can learn from people who do not share his views.
Refusing to be fobbed off with vague answers.
Saying “no” when too much is expected of him.
Working alone in a concentrated mode for extended periods.
Responding to logic even if someone is likely to get hurt in the process.
Looking for inconsistencies and weaknesses in others' arguments.
Practising spotting the “Achilles Heel” in other peoples' arguments and bringing it to
their notice.
Monitoring the in/out process flow of the department or office he works in.
Distancing and formalising certain relationships.
Maintaining a greater balance between his feeling and his objectivity.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 16
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 Frank’s ideal environment and
his current one and to identify any possible frustrations.
Frank’s Ideal Environment is one in which:
Relationships are informal and there is opportunity for social contact with colleagues.
There is space for plenty of holiday/leisure time.
Information is openly and freely available and exchanged.
Family and outside interests can be discussed, and mementoes displayed prominently.
There are opportunities to socialise with colleagues in and out of work.
There is an atmosphere free from the constraints “high-brow” meetings impose.
The workplace allows continuous personal contact and exchange of views.
The emphasis is on informality rather than rules.
The emphasis is on informality and tapping in to inner creativity.
There is ample opportunity for social contact with colleagues.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 17
Management
Managing Frank
This section identifies some of the most important strategies in managing Frank. Some of these
needs can be met by Frank 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.
Frank needs:
Support for his style by providing back-up.
A manager who values his feelings.
Help to resolve conflict or to handle disciplinary matters.
Plenty of verbal “strokes” and praise.
Experience of working with peer groups to develop perspective and balance.
To maintain focus and direction.
Time to think and reflect.
A workplace offering privacy but not exclusion.
Regular opportunities to interact with other well respected and valued colleagues.
Some help in resolving conflict and discipline issues.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 18
Management
Motivating Frank
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 Frank. With his agreement, build the most important ones into
his Performance Management System and Key Result Areas for maximum motivation.
Frank is motivated by:
Contributing to the success of others.
Investment in equipment for his exclusive use that encourages his sense of worth.
Special task “teams” to interact with.
Those he feels are in need of his support.
Regular holidays and time off to pursue other interests.
Being made to feel “one of us”.
Events that represent success for others.
A “key” role within a successful team.
Freedom from constraints and supervision.
The prospect of working for the common good.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 19
Management Style
There are many different approaches to management, most of which have different situational
applications. This section identifies Frank’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, Frank may tend to:
Be highly trusting of his team.
Surprise others with his accurate predictions of reactions to decisions.
Overvalue some of his personal relationships.
Not adhere rigidly to time deadlines or restrictions.
Support a friendly, participative environment.
Show great pride in, and demand recognition for, his team.
Lose sight of the needs of the business whilst focusing on relationships.
Generate recurring crises through failing to comprehensively plan and organise
resources.
Allow team members with a stronger personality to “rule the roost”.
Find it difficult to deal with disciplinary matters within his team.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 20
The Insights Wheel
Frank Sample
7-1-2009
BLUE
RED
R E F O RM E R
E
S
B
O
R
V
E
16
R
1
D
101
116
I
R
15
36
21
14
3
35
22
34
56
156
113
41
133
23
141
55
104
42
54
33
32
12
124
43
144
153
13
53
44
52
45
51
132
4
24
25
5
145
152
46
50
112
125
49
48
105
148
26
30
27
6
11
GREEN
129
128
29
28
7
10
T
M
O
T
I
V
A
T
O
R
47
149
31
S
U
P
P
O
R
C
T
O
R
121
136
C
O
O
R
D
I
N
A
T
O
R
E
2
E
108
109
R
9
8
HE L PER
I
N
S
P
I
R
E
R
YELLOW
Conscious Wheel Position
128: Creative Inspiring Helper (Classic)
Personal (Less Conscious) Wheel Position
129: Creative Supporting Helper (Classic)
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© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 21
Insights Colour Dynamics
Frank Sample
7-1-2009
Persona
(Conscious)
6
BLUE
GREEN
YELLOW
Preference
Flow
RED
100
Persona
(Less Conscious)
6
BLUE
GREEN
YELLOW
RED
1.44
24%
3.64
61%
2.08
35%
3.36
56%
50
3
0
3
50
0
100
3.92
65%
2.64
44%
4.56
76%
2.36
39%
(Conscious)
0
28.1%
(Less Conscious)
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© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
Frank Sample
Page 22
Jungian Preferences
Frank Sample
7-1-2009
Attitude/Orientation:
100
0
100
Introversion (I)
Extraversion (E)
Rational (Judging) Functions:
100
0
100
Thinking (T)
Feeling (F)
Irrational (Perceiving) Functions:
100
0
Sensing (S)
100
Intuition (N)
(Conscious)
(Less Conscious)
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© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com