John Bradford
17/01/2011
Personal Profile
Foundation Chapter
Management Chapter
Effective Selling Chapter
Personal Achievement Chapter
Interview Chapter
Insights Discovery 3.5
John Bradford
Page 2
Personal Details
John Bradford
jb@thecolourworks.com
The Colour Works
Date Completed
17/01/2011
Date Printed
17/01/2011
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 1992-2011 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
John Bradford
Page 3
Contents
Introduction
5
Overview
Personal Style
Interacting with Others
Decision Making
6
6
7
7
Key Strengths & Weaknesses
Strengths
Possible Weaknesses
9
9
10
Value to the Team
11
Communication
Effective Communications
Barriers to Effective Communication
12
12
13
Possible Blind Spots
14
Opposite Type
Communication with John's Opposite Type
15
16
Suggestions for Development
17
Management
Creating the Ideal Environment
Managing John
Motivating John
18
18
19
20
Management Style
21
Effective Selling Chapter
22
Selling Style Overview
23
Before The Sale Begins
24
Identifying Needs
25
Proposing
26
Handling Buying Resistance
27
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Insights Discovery 3.5
John Bradford
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Gaining Commitment
28
Follow-up and Follow Through
29
Sales Preference Indicators
30
Personal Achievement Chapter
31
Living on Purpose
32
Time and Life Management
33
Personal Creativity
34
Lifelong Learning
35
Learning Styles
36
Interview Questions
37
The Insights Wheel
38
Insights Colour Dynamics
39
Jungian Preferences
40
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Insights Discovery 3.5
John Bradford
Page 5
Introduction
This Insights Discovery profile is based on John Bradford’s responses to the Insights
Preference Evaluator which was completed on 17/01/2011.
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.
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Insights Discovery 3.5
John Bradford
Page 6
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 Style
John is interested in seeing possibilities beyond what is currently known, accepted or obvious.
He tends to enjoy the company of like-minded people and may be somewhat less interested in
his opposite types, perceiving them as drab, rather predictable and conventional. He may
appear rather vain about his achievements, convinced of his own competence and superiority.
As he is always drawn to the excitement of new challenges and possibilities, it is important that
he develops a more critical judgement, otherwise he may waste time and energy in spreading
himself too thinly. John is adaptable, easy-going, warm, friendly and generous.
He has an urge for lifelong learning and can shake off depression by simply finding projects
that fascinate him. He possesses a natural gift for presentation. He is motivated more by the
big picture and goals than by regulations and procedures, and is content with established
structures only if he can abandon them when they don't serve the intended purpose. As he tends
to operate impulsively, he is adaptable and responsive to immediate challenges and problems.
His interest lies in seeing possibilities beyond what is already present and known, by using his
insight, ingenuity and intellect. Lively and entertaining, and with infectious energy, he needs
change and variety in order to be at his best.
John is a good people manager because he has the ability to see what may lie ahead and then
communicate his vision to others. He will lose interest quickly and lack the self-discipline
necessary to complete what he has started unless the project can continue to excite his vision.
Details and the deeper interpersonal skills are not his strong points as he is mainly interested in
seeing the possibilities beyond the present. John is an ingenious and original problem solver.
Fatigue and pressure from over-commitment may trigger stressful reactions in him. Often his
enthusiasm and drive makes him overwork.
He prefers to deal with a variety of situations, people and events, all at the same time. John can
combine social expertise within his normally assertive behaviour. John wants to sample the
best that life can offer. He has a sense of adventure and likes to keep his spirits and
expectations high. Life is an exciting drama waiting to unfold for him. John is extremely
perceptive about the attitudes of others, aiming to understand rather than judge events.
His social gatherings are frequent and worth attending, particularly when they mark important
events. Routine work and administration is of little interest to him, though unexplored and
unexpected elements of a job often aren't considered work at all. Writing important facts or
steps down on paper helps him keep from getting side-tracked, but he may lack the discipline
necessary to do this well. He prefers to improvise on the spot and get started right away,
instead of preparing and planning ahead. John is interested both in possibilities beyond what is
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Insights Discovery 3.5
John Bradford
Page 7
already obvious and in the ways that these possibilities might affect others.
Interacting with Others
John is both charming and popular, constantly enthusing through his gift of ready articulation.
He can take issue with both colleagues and superiors but is unlikely to bear a grudge for long.
Usually exciting for most of those involved, his activities do tend to leave some others
exhausted by the process. He has a tendency to blame other people for difficulties he
encounters and may sometimes dismiss others' opinions as of relatively little or no value. When
John is in charge of a project he offers the team long-term vision and the ability to inspire and
communicate that vision to others.
He encourages freedom and independence and is good at getting things done through other
people when he slows down and takes the time to delegate. A creative thinker, John is
generally warm, enthusiastic and confident of his own abilities. He makes stimulating
company with his witty and interesting conversational style. John remains open and perceptive
to the attitudes and views of others, often seeking to understand others rather than to judge
them. He may sometimes present himself as an “expert”, fully knowledgeable on a subject and
eager to educate others about it. This can sometimes prove embarrassing when challenged by a
more qualified expert. He may become rebellious or sulk if people try to railroad him or
interfere in his plans.
Shifting attention inward for long periods may produce anxiety for him as he prefers to look
outward towards others for his emotional security. John can display quick humour and
optimism. He can be charming and stimulating company and will often enthuse with others to
become involved in his projects through his infectious personality. He prefers creating a busy
and exciting world around him. Errors made by others may upset him and cause him to react
loudly and vociferously. Seen as adaptable, he has the ability to adapt to various work roles and
to compliment the characteristics of the current work group.
Decision Making
With his enthusiasm and spontaneity, John brings a refreshing approach to decision making. He
may lack sustained focus on the problem in hand. Trying to focus more on the facts, not just on
the people, can be helpful in his decision making. He can be creative and imaginative. Always
restless, he would rather ignore or put off dealing with troublesome details, by preferring to
move on to something new or unusual.
He may find it difficult to make decisions based purely on objective considerations. Constantly
generating ideas, he sometimes has trouble focusing on just one thing at a time and can find
difficulty in making consistent and lasting decisions. Work that uses his ideas to improve or
start a project suits him, but once these ideas get off the ground he prefers someone else to
carry on with the details. He is stimulated by difficulties and is most ingenious in solving them.
Decisions made on the basis of logic alone are not highly valued by him.
His occasional failure to face up to disagreeable facts can mean that problems are sometimes
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Insights Discovery 3.5
John Bradford
Page 8
ignored rather than solutions sought. Others may see his decisions as unrealistic in certain
circumstances. He may unconsciously manipulate the process to get his own way. John's many
accomplishments are achieved mainly through determination and perseverance in reaching or
exceeding his high standards. John finds problems stimulating and is ingenious in tackling
complex situations. He is driven to think up many alternatives for a project or system due to his
ability to constantly see the big picture.
Personal Notes
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Insights Discovery 3.5
John Bradford
Page 9
Key Strengths & Weaknesses
Strengths
This 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:
Sees innovation as a necessity.
Inspiring, inventive and ingenious.
Can make impossible dreams possible.
Provides involvement and participation in direction.
Change agent.
Seeks variety in both tasks and relationships.
Constantly strives towards self improvement.
Sees the positive in every situation.
Will join different organisations to further his cause.
Challenges convention.
Personal Notes
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Insights Discovery 3.5
John Bradford
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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. John's responses to the Evaluator have suggested
these areas as possible weaknesses.
John’s possible weaknesses:
May jump, seemingly randomly, from task to task.
Finds it difficult to say “no” if relationships are being threatened.
May ignore others who contribute in a less energetic style.
Can be rather patronising or somewhat superior.
May be prone to embellishing the truth.
Vocally defends his faults when challenged.
Tasks can be left undone if something more interesting comes along.
De-motivated by routine tasks.
Vocally judgmental and critical.
May not dot all the “i”s and cross all the “t”s.
Personal Notes
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Insights Discovery 3.5
John Bradford
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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:
Ensures there is never a dull moment where he is involved!
Makes full use of every initiative.
Brings a fresh outlook.
Has an ability to predict accurate outcomes.
Maintains forward momentum.
Can become a persuasive, inspirational leader.
Promotes ideas to, with and through others.
Has foresight and farsight.
Uses his highly-developed relationship skills.
Adds excitement (and unpredictability) to the team through intuition.
Personal Notes
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Insights Discovery 3.5
John Bradford
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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 John.
Identify the most important statements and make them available to colleagues.
Strategies for communicating with John:
Be aware of his becoming defensive by watching his body gestures.
Be clear on completion details.
Be enthusiastic and positive.
Allow scope for negotiation.
Provide information that stimulates conversation.
Use powerful and emotive adjectives.
Be bright, be brief and be gone.
“Temper” his optimism with realism.
Do not obstruct opportunities for his development.
Mirror his fast paced style.
Provide incentives and encouragement.
Respect his “global” view.
Personal Notes
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Insights Discovery 3.5
John Bradford
Page 13
Communication
Barriers to Effective Communication
Certain 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:
Isolate him or disregard his involvement.
Fail to recognise his best personal achievements.
Let him monopolise the conversation.
Fail to allow enough time to talk with him.
Restrict or restrain his natural exuberance.
Criticise, condemn or suppress his enthusiasm.
Engage in laboriously long meetings.
Restrict his ability to take action.
Speak too slowly or hesitantly.
Leave him out of the picture.
Create a hostile environment devoid of feelings.
Question or challenge his personal values.
Personal Notes
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Insights Discovery 3.5
John Bradford
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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 may unconsciously seek material dominance, social standing and status. He is honest and
fair but can be seen as rather blunt and tactless in his ready criticism of others. While he can be
charming, funny and entertaining, occasionally he gives the impression of insincerity. He may
not wish to hear the objections of others because, to him, his own position usually seems
unquestionable. Tending to take on too much at one time he can find himself overloaded and
unable to keep his commitments.
He may appear to some as snobbish, giving the impression that he is intellectually superior to
those he believes are below” himself. John has a strong active conscience and may not be
prepared to even consider others' values and opinions, particularly if they are not prepared to
follow his lead. He may have difficulty accepting what others have to say if it varies from his
own certainties. John is often very forward and intense and may not re-adjust this intensity to
meet the more moderate needs of some situations. Often after he has enjoyed an initial
experience, if necessary backup to attain the anticipated outcome is not forthcoming, he blocks
the experience from his mind and moves on.
John's tendency to become distracted from finishing the tasks he starts sometimes may make
him appear indifferent or disinterested to some. He expects to win and is very assertive in
attaining outcomes despite how narrow his view may sometimes appear. He can sometimes
make mistakes by making decisions before receiving all the information.
Personal Notes
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Insights Discovery 3.5
John Bradford
Page 15
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 Coordinator, Jung’s “Introverted Sensing” type.
The Coordinator is a careful, cautious, conventional person who is diplomatic and sincere.
Coordinators tend to be very loyal, precise and disciplined with high standards and
expectations of self. Coordinators may appear to lack self-confidence and prefer to operate in a
structured and ordered manner, focusing on established guidelines rather than future
possibilities.
John will often observe the Coordinator procrastinating on a decision until all of the facts and
details are available. John may also see the Coordinator as a critical and ideological thinker
who will be quiet and reserved around strangers. Coordinators do not like stress or chaos and
tend to be rather private, requiring support and reassurance. They prefer to build close
relationships with small groups of people and like to retain the familiar and predictable. The
Coordinator becomes stubborn if pressured, particularly by John!
Coordinators are concerned with what is “right” and, to John, appear slow in decision making.
They prefer a steady-paced environment with little interpersonal aggression and they tend to
distrust outgoing people. They are motivated by schedule and order and are among the most
private of the Insights types. John sees the Coordinator as ever concerned with efficiency,
becoming stressed when others do not stick to tightly laid down schedules and plans.
Personal Notes
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John Bradford
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Opposite Type
Communication with John's Opposite Type
Written 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 Bradford: How you can meet the needs of your Opposite Type:
Provide an environment which allows him to express his thoughts.
Seek confirmation of willingness to undertake new tasks.
Deal with him in an honest and sincere way.
Provide regular support and feedback - show interest.
Remember to ask for his opinions of other systems and projects.
Let him organise his thoughts.
John Bradford: When dealing with your opposite type DO NOT:
Show impatience with, or annoyance of, his calm exterior.
Expect him to be a visionary.
Substitute rhetoric for accuracy.
Assume that hesitation implies a lack of knowledge.
Talk about subjects for which there is no practical application.
Be too loud and hearty.
Personal Notes
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Insights Discovery 3.5
John Bradford
Page 17
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:
Working alone in a concentrated mode for extended periods.
Realising that some others are not as quick as he is.
Constructing orderly situations which then go exactly as planned.
Being less vocal at group meetings.
Analysing procedures to identify overlaps and possible conflict.
Withholding his opinions.
Experiencing from the past and focusing on the present.
Recognising that success is a cloak he dons to cover other aspects of his whole
personality.
Greater realism, keeping to the point and avoiding constant changes.
Questioning people about their assumptions.
Personal Notes
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Insights Discovery 3.5
John Bradford
Page 18
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 John’s ideal environment and his
current one and to identify any possible frustrations.
John’s Ideal Environment is one in which:
“Brainstorming” sessions are a regular event.
He can use his social skills to the full.
Constant progress is seen in the development of projects.
Detail and routine tasks are carried out by someone else.
Rules and regulations have not yet been invented!
New products and strategies can be implemented regularly.
Regular feedback and encouragement is given.
Certificates of achievement and quality awards can be seen.
He is free to be himself.
Activities, variety and change are constantly taking place.
Personal Notes
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Insights Discovery 3.5
John Bradford
Page 19
Management
Managing John
This 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:
Space to become the top performer.
Support in completing tasks he starts.
To be aware of his frenetic work pace and recognise the effect this may have on others.
To maintain focus and direction.
Constant and active engagement.
To be brought down to earth every now and again.
Time to think and reflect.
Regular complements on dress, appearance and style.
Freedom from controls, supervision and details.
To stop “doing” and take time out to just “be”.
Personal Notes
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Insights Discovery 3.5
John Bradford
Page 20
Management
Motivating John
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 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:
Taking risks and “smelling the danger”.
Those whose imagination is even greater than his own.
Tasks which predominantly involve the group.
Participation in lively arguments, debate and discussions.
Seeing the results of his efforts.
Having large mountains to climb.
Change, variety and new projects.
Team activities to lighten the gloom.
Personal appreciation and public recognition for a job well done.
Status, influence and prestige.
Personal Notes
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Insights Discovery 3.5
John Bradford
Page 21
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:
Have difficulty separating being liked as a manager from being liked for oneself.
Be inconsistent in delegation.
Light “false fires” to divert attention.
Give team members plenty of freedom.
See drawbacks simply as challenges to overcome.
“Explode” if publicly embarrassed on a personal/status matter.
Motivate others through his creativity and imagination.
Seek to boost team performance through exceptional personal input.
Fail to listen actively to the views and opinions of others.
Support a friendly, participative environment.
Personal Notes
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Insights Discovery 3.5
John Bradford
Page 22
Effective Selling Chapter
Effective selling has three main requirements:
First, the salesperson must understand him or herself, and how to build on strengths and
develop any areas of weakness, aware of how different customers perceive him or her.
Secondly, the salesperson must understand others - particularly customers - who are different.
Customers will often have opposing needs, expectations, desires and motivations than those of
the salesperson. These distinctions need to be appreciated and respected.
Thirdly, the salesperson must learn to adapt his or her behaviour to relate to, connect
effectively with, and influence, the customer.
This chapter is designed to support the development of each of these requirements at each
stage of the sales process.
The model below illustrates the conceptual overview of each of these different stages and the
corresponding sections explored in this chapter.
Use the Effective Selling Chapter to develop strategies for improved customer relationships,
greater self-understanding and more & greater sales.
6. Follow-up & Follow-Through
5. Gaining Commitment
4. Dealing with Buying Resistance
3. Proposing The Solution
2. Identifying Needs
1. Before The Sale Begins
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Selling Style Overview
These statements provide a broad understanding of John's selling style. Use this section to
gain a better understanding of his approaches to his customer relationships.
John has the knack to get people to act on his advice. Customers find him somewhat
challenging, yet essentially sympathetic. John is warm-hearted, popular and sociable, with a
large number of friends and business acquaintances. He may believe that he can talk his way
round any customer. Unconventional in his sales approach, John enjoys motivating customers
to buy above what is accepted as the norm. He enjoys, and takes the chance, to talk to potential
customers about his expertise.
John is at his best when talking with customers, and thrives on recognition and positive
responses from customers, particularly those that support his ideas. He has a complex,
adaptable and creative mind, which can produce unconventional solutions to a customers'
needs. He is at his best when he is involved in discussion with others. Much of his satisfaction
comes from positive feedback from his customers. He enjoys sales relationships in which he
can contribute to the growth and development of his customer. John has a remarkable ability to
get both colleagues and customers to follow his lead.
He trusts his own instincts about his sales relationships and their true meaning, regardless of
accepted or alternative opinions. He prefers to talk things through with his customers, rather
than acting on, or giving, instructions. He is externally directed and is skilled in identifying the
wants and motivations of his customers and prospects.
Personal Notes
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Insights Discovery 3.5
John Bradford
Page 24
Before The Sale Begins
The sale begins long before the formal sales process starts and continues long after it ends.
Here are some of the key ideas that John needs to be aware of in the initial stages when
planning and approaching the customer.
John's key strengths before the sale begins:
Thinks quickly in adapting to changing situations.
Often uses innovative approaches to find out about the customer and the market.
Displays high levels of energy in identifying and following up new prospects.
Adapts to unusual customer situations and problems.
Generates quality leads by spending time with others.
Has a high closure rate in securing appointments.
Before the sale begins John could:
Allocate time and effort to developing his product knowledge.
Do more research into the customer, the market and the competition.
Keep accurate, honest activity records.
Reflect on call objectives, and put them in writing.
Assess any risk openly and honestly.
Be less inclined to overstate customer potential.
Personal Notes
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Insights Discovery 3.5
John Bradford
Page 25
Identifying Needs
In identifying needs, the goal is to find out what the customer's real problems are. Here is an
overview and some advice relating to how John may identify customer needs.
John's key strengths in identifying sales needs:
Readily senses the customer's deeper emotional needs.
Keeps his mind on the task at hand.
Warms readily to customers who share his open personality and style.
Generates a fast pace for the interaction.
Employs a relaxed, conversational questioning style.
Looks for the good and the opportunities in the people and events his customer
describes.
When identifying needs John could:
Make sure he covers more of the details there and then, rather than deferring.
Avoid assumptions.
Reflect on notes taken.
Tell less and learn more!
Be less eager to offer immediate "fix-it" solutions.
Concentrate more on following established, tested procedures.
Personal Notes
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Insights Discovery 3.5
John Bradford
Page 26
Proposing
Having identified the customer's needs, the proposing phase should close the gap between their
needs and the current situation. Here are some of the keys for John to develop a powerful and
effective proposing style.
John's key strengths in proposing:
Is fluent and reassuring in articulating customer's goals.
Owns an imaginative and dynamic style.
Readily paints word pictures that illustrate the potential.
Makes confident presentations that can generate positive outcomes.
Generates confidence through his enthusiasm.
Brings brightness and "theatre" to the process.
When proposing John could:
Use processes that relate strictly to the customer's interests.
Consider immediate needs in tandem with future possibilities.
Check for the customer's appreciation of the process at regular intervals.
Match the pace and variety of his presentation to meet customer needs.
Be careful not to over-elaborate just to win the order.
Check the appropriateness of exuding too much enthusiasm.
Personal Notes
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Insights Discovery 3.5
John Bradford
Page 27
Handling Buying Resistance
If the customer relationship has been built effectively, buying resistance should be low.
However, this section suggests strategies for John to deal effectively with buying resistance.
John's key strengths in dealing with buying resistance:
Responds to resistance in a positive manner.
Answers questions creatively and with authority.
Maintains a charming disposition throughout.
Appeals to logical and emotional motives when responding to the customer.
Avoids rebuttals by using his strong people skills.
Readily turns objections into reasons to buy.
When dealing with buying resistance John could:
Seek first to understand before trying to be understood.
Take sufficient time to clarify doubts fully.
Come prepared with adequate information to support his arguments.
Rely less on emotion and more on logic.
Pause and reflect before moving to handle the objection.
Listen for, and get to the root of, implied or hidden objections.
Personal Notes
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Insights Discovery 3.5
John Bradford
Page 28
Gaining Commitment
The close should be the natural progression of the sale, not the conflict at the end! When your
customer trusts you, is clear about what they are buying and needs what you have to sell, you
are ready to propose commitment. Here are the strengths and suggestions for development in
John's closing style.
John's key strengths in gaining commitment to the sale:
Uses his imagination to find ways to close the sale.
Brings comfort and clarity to the decision-making process.
Can use both authority and involvement to lead his customer through the process.
Times closing opportunities to perfection.
Is enthusiastic and persistent in closing.
Persuades and motivates towards sale completion.
When gaining commitment John could:
Give practical as well as emotional reasons to buy.
Reduce his tendency to switch from task to task.
Take a deep breath and pause before responding to customer questions, particularly
when he knows the answer to the question.
Remember to recap on customer needs before offering a "best-fit".
Ask more questions.
Avoid appearing insincere and superficial by being overly enthusiastic.
Personal Notes
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© Copyright 1992-2011 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
John Bradford
Page 29
Follow-up and Follow Through
It is your job, having built a relationship with your customer, to continue that relationship and
to be of service to your customer beyond the initial sale. Here are some ideas which John can
use to support, inform and follow-up with the customer.
John's key strengths in sales follow-up and follow through:
Networks to further his business.
Likes to combine business with pleasure.
Develops a broad networking base of contacts.
Builds a large and effective network within his customer base.
Maintains a focus on future wants throughout the support phase.
Enjoys regular face-to-face customer updates where possible.
When following-up and following through John could:
Curb a desire to "hit and run" with repeat business or servicing commitments.
Always ensure that he delivers on what he promises.
Set dates for customer reviews as soon as the sale has been closed.
Remember that inviting customers to social events does not generally constitute an
effective review.
Check his customers' levels of satisfaction more regularly.
Ensure that he has received the payment before spending the bonus cheque!
Personal Notes
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© Copyright 1992-2011 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
John Bradford
Page 30
Sales Preference Indicators
Before The Sale Begins
Researching
3.2
Building Trust
5.4
Clear Objectives
3.6
Getting Appointments
8.6
Identifying Needs
Listening
1.6
Questioning
2.7
Encouraging
6.4
Creating Opportunities
8.5
Focused & Relevant
3.7
Enthusiastic Presentation
9.4
Shows Understanding of Needs
4.7
Organisation & Accuracy
2.0
Proposing
Dealing With Buying Resistance
Direct Handling of Objections
5.0
Persuasion
8.5
Clarifying Details
3.3
Meeting Concerns
4.2
Gaining Commitment
Closing
7.7
Flexibility
5.8
Minimising Risks
1.5
Meeting Clients' Needs
3.1
Follow-up And Follow Through
Maintains Contact
3.3
Account Planning
3.6
Relationship Maintenance
6.2
Developing the Account
7.8
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© Copyright 1992-2011 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
John Bradford
Page 31
Personal Achievement Chapter
At its best, life is a rewarding journey of personal exploration and growth.
This chapter is designed to focus on several highly important aspects of personal development.
Using the guidance suggested in these pages can lead to exciting changes and can have a
profound impact on success.
The sections will help John define his life's purpose, set his goals and organize his time and life
to achieve them. It offers suggestions on how he can tap into his natural creativity, and
unleash further creative potential from deeper aspects of his personality, to overcome any
obstacle.
Finally, it gives powerful suggestions for John to understand and enhance his preferred
learning styles.
When applied, the ideas contained in this profile can provide insights and support to life’s
journey of development.
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© Copyright 1992-2011 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
John Bradford
Page 32
Living on Purpose
Having a sense of purpose and worthy goals are important to building a strong foundation for
a successful life. Here are some of the things John should be aware of in setting goals and
defining his purpose.
Living on purpose
John's goals tend to include the whole family, not just the individual. To him, the whole is
greater than the sum of the parts! In focused mode he may be inclined to overlook the need to
train or develop others. He should practise sharing tasks with others which will allow him more
time to be even more productive. He has the ability to garner the support of others around the
common cause. He does not always see the need to plan intensively. He should not forget that,
once attached, a rudder provides both direction and stability. The goals he will set or accept for
himself will sometimes stretch him beyond that which he feels capable of attaining.
He has broad vision and the ability to focus on specific goals, but may maintain focus only as
long as the goal is a challenging one. Constant consciousness of his commitment to the team
often results in unnecessary pressures. Delegating more of his tasks, wherever possible, could
enhance his chances of greater success. He is likely to dismiss troublesome interactions as
insignificant. He should seek the deeper reasons behind a difficult working relationship. He is
tireless in pursuing what interests him, but may find it hard to do the more routine tasks. He
expects the best from life, and gives the best to living.
Despite realising the importance of goals, they often remain in his head. Committing them to
paper will improve his focus, clarity and awareness. Whilst persistent in pursuing his goals, he
is easily diverted by bigger challenges that he will perceive to be more exciting. Focusing on
the "what, who and the when" is easier to him than the "how". This ensures that achieving
goals is never quite as easy as it may first appear.
Personal Notes
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Insights Discovery 3.5
John Bradford
Page 33
Time and Life Management
Benjamin Franklin said "Dost thou love life? Then do not squander time, for that is the stuff
life is made of". This section contains some strategies that John can use to become more
effective in the area of time and life management. Choose the most significant ones and apply
them every day for high levels of effectiveness.
In managing his time, John,
Suggested Action For Development
Likes to take action himself - so has
difficulty delegating.
Learn to trust others, even if they
can't do it as well.
Over-commits on projects without
agreeing time scales.
Ask or agree time scales and
completion dates at the outset.
Can be highly resourceful with people
issues.
Adequate time should be reserved for
personal issues and reflection.
Thrives on involvement in a variety of
interests, and can switch from task to
task.
Thrives on considering the next "big
project".
Finish a task and tidy up before
moving to the next.
Can lack motivation if he feels isolated.
Maintain regular contact with
colleagues.
Ask - "What is the fatal flaw?".
Personal Notes
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Insights Discovery 3.5
John Bradford
Page 34
Personal Creativity
Creativity has been defined as seeing the same thing as someone else but thinking something
different. Different people have different creative strengths. This section identifies some of
John's creative characteristics and how he can build on them.
In his creativity, John,
May embellish the facts for effect.
Suggested Action For Development
Has ideas that are sometimes seen as
rather "off-the-wall".
Remember some people do not
believe the spoken word, particularly
when it's exaggerated!
Use this talent, but sharing perhaps
with less frequency.
Likes the encouragement of others to
remain confident and productive.
Use criticism to build on, not destroy
the idea.
Usually acts on his ideas as they enter
his head.
Write things down to capture and
analyse thoughts.
Offers inspirational ideas with direction
and flair.
Be aware others may require more
evidence to be convinced.
Will try wild and novel ideas.
Consider how they will fit in practical
terms.
Personal Notes
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© Copyright 1992-2011 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
John Bradford
Page 35
Lifelong Learning
Continual learning is a key part of personal development and growth. This section identifies
several ideas John can use to learn more effectively. Use these statements to map out a
learning strategy and to create the environment for optimum personal growth.
John's preferred learning style is supported when he:
Uses strong, visual presentations.
Is able to communicate his instant thoughts.
Applying his natural "Ready, Fire, Aim" approach and seeing it valued.
Can consider options from a number of different sources.
Shares experiences with like-minded people.
Can take a leading role in competitive activities.
John can stretch in learning by:
Thinking before acting. Listening before commenting.
Setting aside time to study the problem in depth.
Using some time for quiet reflection on problems.
Using more objective assessment techniques.
Paying attention to details beneath the big picture.
Carrying out more detailed research and investigation.
Personal Notes
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© Copyright 1992-2011 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
John Bradford
Page 36
Learning Styles
John Bradford
17/01/2011
Focused Thinking
Detached
Analysis
Practical
Action
Systematic
Processing
Intuitive
Experimentation
Considered
Reflection
Interactive
Participation
Flexible Involvement
Focused Thinking
Practical Action
Intuitive Experimentation
Interactive Participation
Flexible Involvement
Considered Reflection
Systematic Processing
Detached Analysis
Less Comfortable
Comfortable
Preferred
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© Copyright 1992-2011 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
John Bradford
Page 37
Interview Questions
This section lists several questions which can be used in interviewing John Bradford. The
questions can be used as they appear here, or can be adapted to suit the interviewer's own
style or needs. The questions are raised by considering issues John may be less comfortable
with - those development areas in which he may have fewer strengths. Some or all of these
topics should be used along with other questions which may be job specific. Using them will
help establish the level of John's self-awareness and personal growth.
Interview Questions:
Certain situations require a serious approach. How do you recognise these?
When was the last time you had a deadline to complete a task? What was the result?
How do you ensure your objectives are understood by others?
How do you organise your life away from work?
Exactly how much did you earn?
What percentage of time do you take to consider your approach before acting?
Describe some of the benefits of analysing what you do with your time.
What merits can you see in keeping your opinions to yourself?
How do you persuade someone who may not share your particular view?
What are the benefits of preparing well in advance for a meeting.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2011 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
John Bradford
Page 38
The Insights Wheel
John Bradford
17/01/2011
BLUE
RED
R E F ORM E R
E
S
B
O
R
V
E
16
R
1
D
116
101
I
R
2
15
36
21
136
3
35
22
34
56
156
113
41
133
23
141
55
104
42
54
33
32
12
124
43
153
13
144
53
44
52
45
152
4
24
25
5
145
51
132
46
50
112
125
49
105
148
48
26
30
27
6
11
129
128
29
28
7
10
O
R
GREEN
T
M
O
T
I
V
A
T
O
R
47
149
31
S
U
P
P
C
T
O
R
121
14
C
O
O
R
D
I
N
A
T
O
R
E
E
109
R
108
9
8
HE L PER
I
N
S
P
I
R
E
R
YELLOW
Conscious Wheel Position
25: Inspiring Motivator (Classic)
Personal (Less Conscious) Wheel Position
24: Directing Motivator (Classic)
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© Copyright 1992-2011 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
John Bradford
Page 39
Insights Colour Dynamics
John Bradford
17/01/2011
Persona
(Conscious)
6
BLUE
GREEN
YELLOW
Preference
Flow
RED
100
Persona
(Less Conscious)
6
BLUE
GREEN
YELLOW
RED
0.16
3%
2.44
41%
4.80
80%
5.04
84%
50
3
0
3
50
0
100
1.20
20%
0.96
16%
5.84
97%
3.56
59%
(Conscious)
0
-7.6%
(Less Conscious)
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© Copyright 1992-2011 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.5
John Bradford
Page 40
Jungian Preferences
John Bradford
17/01/2011
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 1992-2011 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com