FionaoMARTIN
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Management
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
AeC Personal Profile
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Fiona MARTIN
3/10/2015
Table of contents
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Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
Table of contents
Introduction................................................................................................................................................................................................................. 3
Presentation of the Colours........................................................................................................................................................................................ 4
Synthesis of your graphs............................................................................................................................................................................................ 5
Talents for the company............................................................................................................................................................................................. 6
Optimal environment...................................................................................................................................................................................................7
Your Values associated with the Colors..................................................................................................................................................................... 8
Your general characteristics..................................................................................................................................................................................... 10
Your Opposite...........................................................................................................................................................................................................12
Your specific characteristics..................................................................................................................................................................................... 14
Perceptions...............................................................................................................................................................................................................16
The Do's to better interact with you...........................................................................................................................................................................17
The Don'ts to better interact with you........................................................................................................................................................................18
Keys to motivating.....................................................................................................................................................................................................19
Keys to managing..................................................................................................................................................................................................... 20
Your areas for improvement..................................................................................................................................................................................... 21
Indicators.................................................................................................................................................................................................................. 22
The Interactive Management.................................................................................................................................................................................... 24
Natural Style of Management................................................................................................................................................................................... 25
Adapted Style of Management..................................................................................................................................................................................27
Your Colours.............................................................................................................................................................................................................30
Comparison Natural - Adapted Styles.......................................................................................................................................................................31
Your Styles on the AeC Wheel................................................................................................................................................................................. 32
Your Position on the Wheel...................................................................................................................................................................................... 33
The Values which moderate the Colours..................................................................................................................................................................34
Your general characteristics..................................................................................................................................................................................... 35
Your specific characteristics..................................................................................................................................................................................... 37
Your Values.............................................................................................................................................................................................................. 38
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Fiona MARTIN
3/10/2015
Introduction
The wise man is the one who has:
The strength and courage to change what he can change
The serenity to accept what he can’t change
The wisdom to make the difference between the two.
Marcus-Aurelius
This profile offers you to :
★ Accept what you can’t change by respecting your limits.
✪ Acquire the wisdom to make the difference between the two by understanding yourself better, your strengths and weaknesses and your limits
in relationship to others and your surroundings.
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Innovative, but widely accepted, it summarizes Carl JUNG’s work about the psychological types and the DISC theory associated with the
research on behaviours and colors by William MARSTON: The Color Method®.
This profile is your personal Profile among thousands. It takes into account different parts of yourself which can sometimes be in
opposition.
Introduction
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✩ Change what you can change in order to improve yourself by reducing your weaknesses.
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If you are concerned by the cryptic meaning of some sentences or words, do not hesitate to rewrite them using your own words,
which may make more sense for you.
Do not take into account elements which may seem inappropriate to you.
Please check with people close to you so that they may see a part of yourself that you may not be aware of.
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
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Fiona MARTIN
3/10/2015
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Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
Presentation of the Colours
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Fiona MARTIN
3/10/2015
Adapted Style
Natural Style
0%
Adapted Style
100
42.2
Global vision
Natural Style
57.8
46
38.2
Focus on the task
100
61.8
45
90
80
80
70
70
60
60
50
50
27
Focus on results / Demanding
30.5
41
40
30
30
20
20
10
10
Outward expression / Spontaneity /
Influence level
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Optimism / Creativity / Eccentricity
0
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%
24
70
63
62
%
43
65
61
Focus on stability born from an
affective harmony
63
100%
90%
80%
Your Adapted Style
70%
Your Natural Style
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52
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69.5
59
31
Authority / Individuality / Action
69
60
46.5
48
54
46
51
49
50.5
49.5
49
51
0%
60%
50%
40%
30%
20%
10%
54
54
29
80
31
51
Theoretical
Aesthetic
Economical
Altruistic
Individualistic
Traditional
0%
Focus on relationship / Conviviality
61
40
40
73
39
Sense of urgency /Directive level /
Level of risk taking
Focus on the relationship
55
Patience / Cooperation /
Consistency
Adaptability / Respect for rules /
Level of thought
Concentration / Methodology /
Follow-up
Predictability / Perfectionism /
Administrative Management
Focus on stability born from a
rational order
Synthesis of your graphs
90
Level of attention to details
54
0%
Theoretical
50
Economical
27
Individualistic
Altruistic
Aesthetic
50
73
38
62
72
28
Altruistic
Traditional
Individualistic
0%
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
5
Fiona MARTIN
3/10/2015
✰ Is a team player
Talents for the
company
✰ Likes social interaction
✰ Is out of the ordinary
Please check that you are using
them or you can ask yourself how
you could use them better.
✰ Looks at the bright side with a dose of spontaneity
✰ Has the ability to step back and see things objectively
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✰ Knows how to be well organized
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✰ Is able to diplomatically comply when necessary
✰ Has a reliable component
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✰ Has persistence, patience and perseverance
✰ Is respectful towards others
✰ Is open-minded
✰ Is cooperative, for the most part
✰ Encourages consensus
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
Talents for the company
This section defines the talents you
bring to the company, in a descending
order.
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Fiona MARTIN
3/10/2015
✰ Convivial work environment
Optimal environment
✰ Flexibility and mobility to perform tasks
✰ Unique choice of words favoured in expressing oneself
It describes some of these for which
your environment must allow the
expression and the fulfilment in order to
favour your success for the best.
✰ Respect of established standards
Clarify, among the following items,
those which are more concerned
with your talents and those which
are more concerned with your
needs.
✰ Not too many sudden or unplanned changes
Check
how
your
present
environment allows their expression
and fulfilment.
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
✰ Working relationships
✰ Quality and detail-oriented work
✰ Clean work space
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✰ Teamwork to perform the task
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✰ Rather consistent performance
✰ Environment favouring a rather quite and peaceful approach to change and crisis, avoiding
conflicts
✰ Contribution to changes that are driven by others
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
Optimal environment
This is a brief overview of the optimal
environment that corresponds to some
of your talents and needs, in a
descending order.
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Fiona MARTIN
3/10/2015
Your Values
associated with the
colors
In addition to the section about “Values
which moderate the colours” included
at the end of this Profile, this section
connects and summarizes the deep
and specific Motivations that compels
us to act, or Values, as well as the
specific observable behaviours that
show how we behave, or Colours.
✰ Softly shows your intellectual rigour
✰ Strengthens your sensitivity
✰ Emphasizes your moderate need for self-assertion
✰ Consolidates your altruism
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✰ Goes with your submission to peaceful ethical values
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An extroverted and friendly component (Yellow above 50) of your behaviour :
✰ Is tempered by your need for understanding and intellectual knowledge which give a
thoroughness to its expansive originality
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✰ Is made complete by your sensitive nature
It describes the consistencies and
contradictions that appear between the
two entities, either strengthening each
other, or having a moderating effect.
✰ Seeks to serve all by denying your ego which moderates it
✰ Is moderated, in its aspect which could seem self-centred, by your consideration for others
✰ Is moderated, in its aspect which could seem superficial, by your moral ethics
It provides a broader and more global
perception of your Profile.
A conciliating and harmonious component (Green above 50) of your behaviour :
✰ Manifests your objective search for facts in the pursuit of consensus
This association must then be
further refined through the scores of
your Colours and your Values.
✰ Goes with your search for beauty
✰ Makes stronger your moderate need for self-assertion
✰ Emphasizes your interest and your listening skills where others are concerned
Your Values associated with the Colors
A peaceful component (Red below 50) of your behaviour :
✰ Is linked to your search for integrity in line with it
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
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Fiona MARTIN
3/10/2015
In addition to the section about “Values
which moderate the colours” included
at the end of this Profile, this section
connects and summarizes the deep
and specific Motivations that compels
us to act, or Values, as well as the
specific observable behaviours that
show how we behave, or Colours.
It describes the consistencies and
contradictions that appear between the
two entities, either strengthening each
other, or having a moderating effect.
✰ Emphasizes your need for structured knowledge
✰ Can overshadow your fine perception which contrasts with its strict rationality
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✰ Emphasizes your need for self-withdrawal in accordance with these rules
✰ Is linked with your emotional desire to help others within a rational formalized framework
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✰ Emphasizes, in its rational conformity, your moral conformity
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It provides a broader and more global
perception of your Profile.
This association must then be
further refined through the scores of
your Colours and your Values.
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
Your Values associated with the Colors
Your Values
associated with the
colors
A normalizing, respectful of rules and procedures, component (Blue above 50) of your
behaviour :
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3/10/2015
The first general characteristics refer to
your position, among the 68 positions
of the AeC Wheel situated at the end of
your Profile.
They will be refined in the following
pages according to your answers to
the questionnaire which give rise to
your
personal
Profile
among
thousands of different profiles.
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Your primary characteristic is your outgoing and social side, along with your optimism and search for
pleasure. You also have a more introverted side based on analysis and reflection, subtlety, listening
and attention skills.
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You like to communicate for enjoyment, without rules. You are eager to be the centre of attention,
which brings you the popularity that you so greatly need, since you naturally attract affection thanks to
your joyful nature and your enthusiasm which rubs off on others. You can sometimes be emotionally
distant and be more logical by relying on facts even though you are capable of sincere empathy.
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You most often see the good side of people and situations, and you easily make friends who appreciate
your cheerfulness and your easy-going side.
Your main characteristics are your communication and inducement skills, your sociability, your energy,
your enthusiasm for communication, your uniqueness, the fact that you know how to put people at ease
in a tense situation or poke fun at someone, and the fact that you love life and make other people want
to have this same zest for living. You love pleasure, celebrations and company. You can also be distant
and cold which contrasts with your outgoing nature.
Your general characteristics
General
characteristics of
your Natural Style
You are rather the "OUTGOING" type though your position on the AeC Wheel situated at the end of
your Profile is "FACILITATING". Your primary colour is Yellow. Your secondary colour is Blue. Your
third colour is Green. This is your main asset but probably also your difficulty to deal with this
complexity. Look in the following pages the description of your Opposite according to which you are
also and paradoxically, more or less… These three colours have to be nuanced according to their
intensity in connection with the intensity of the fourth colour Red.
You find pessimistic people disconcerting. You always have an anecdote to tell them, to remind both
you and them that life is grand. Your uniqueness doesn't get bogged down in the details. You trust your
social qualities and improvisational skills. Anything that isn't lively bores you very quickly. You dislike
both routine and the status quo. You prefer innovative projects as long as they don't represent a risk
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
10
Fiona MARTIN
3/10/2015
The first general characteristics refer to
your position, among the 68 positions
of the AeC Wheel situated at the end of
your Profile.
They will be refined in the following
pages according to your answers to
the questionnaire which give rise to
your
personal
Profile
among
thousands of different profiles.
You show a strong extroverted and relationship-oriented emotional side, and you enjoy expressing this
since silence on the outside and/or the inside can scare you if it is not structured and peaceful.
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Your motivation is all the more oriented towards pleasure and freedom since it goes against conformity
and respect for rules and procedures that have been set up by someone other than yourself, especially
if they go along with your search for pleasure. However, you have the tendency to comply with your
own rules. Others envy your optimism, your spontaneity and your "off the beaten track" approach as
well as your efforts to respect a framework even if it appears too restrictive.
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Your spontaneity and your search for pleasure may lead you to be somewhat uncomfortable with an
element of reality that is rational, hard and cold. You have a tendency to avoid this element since it is
logical and calculated. You can however compromise with what seems rational or organized like the
necessity of rules and structures but maybe you don't give enough consideration to what seems
pragmatic or efficiency-oriented like the necessity of objectives and results in order to complete any
collaborative project.
You run the risk of communicating by referring to yourself and others and not sufficiently and
necessarily taking into account the situation, which may make you seem utopian.
Your highest risk of conflict is with your Opposite, the "NORMALIZING", whom you might consider to be
technocratic and a "hair-splitter" because his/her analytical rationality contrasts with your emotional
spontaneity.
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
Your general characteristics
General
characteristics of
your Natural Style
which exposes and unsettles you too much. For that, you can use your ability to step back with
objectivity.
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3/10/2015
Your Opposite
Your Opposite is described in the
masculine, as a generic term, but
represents either a woman or a man.
They are also addressed to you and
your "Shadow," as Carl Gustav Jung
called it. This is analogous to a
photographic negative. It represents
the aspects of yourself that may be
not very developped, unknown or
hidden, and that it is suggested you
become
acquainted
with
and
perhaps accept.
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His main characteristics are his rigor, his ability to step back, his seriousness, his respect for rules, his
precision with even the smallest details and his ability for clear analysis. He approaches people and
situations with diplomacy, in a rational and organized manner and needs time to do that. At the same
time and paradoxically, he can be very spontaneous, "out of the ordinary" and has an outgoing
behaviour which contrasts with his rational side. He can also be very demanding when he strives for
results, which reinforces his rational appearance despite his convivial and relationship-oriented side.
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Your Opposite knows how to use the rules, procedures and laws to express his creativity from a solid
and objective perspective. He is more at ease analyzing procedures than he is at getting the results
they generate, even if he understands that both are necessary. He has the ability to objectively step
back from a situation. This is particularly valued in times of crisis. Your enthusiasm is then highly
appreciated.
Your Opposite
The following general characteristics
refer to your opposite typology, among
the 68 positions on the AeC Wheel.
They allow you to better understand
your Opposite's qualities, but they need
to be refined according to each person.
Your Opposite, according to which you are also and paradoxically more or less, is rather the
"NORMALIZING" type though his position on the Wheel is "ORGANIZING". His primary colour is Blue.
His secondary colour is Yellow and his third colour is Red. This is also his asset but perhaps his
difficulty to deal with this complexity.
His ability to take calculated risks in a prudent and well-thought out manner is one of his best qualities.
He only makes final decisions after having gathered all the information he need, and sometimes, he
may get mired in the details. His demand for quality may be seen as being perfectionist and critical.
Then, his convivial and relationship-oriented side is able to smooth the edges.
Your Opposite appreciates a stable, clearly defined and structured environment with specific
instructions while seeking inside this one different activities simultaneously. He prefers to avoid sudden
variations in his field and, generally, avoid anything unexpected or unplanned. His penchant towards
discipline and agreement along with his attention to detail may cause him to fear chaos and innovation
as well as conflicts and abrupt changes. This is because he seeks out order and is wary of anything
that threatens it. However, he has a mischievous side which is hidden and sometimes emerges. There
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
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Fiona MARTIN
3/10/2015
is also an adventurous person within him.
Your Opposite
Your Opposite is described in the
masculine, as a generic term, but
represents either a woman or a man.
They are also addressed to you and
your "Shadow," as Carl Gustav Jung
called it. This is analogous to a
photographic negative. It represents
the aspects of yourself that may be
not very developped, unknown or
hidden, and that it is suggested you
become
acquainted
with
and
perhaps accept.
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He doesn't easily express himself and his reserve comes from flexibility, patience, prudence and being
deeply analytical. He doesn't like what appears to him to be irrational or disorganized, or emotional
expressions of the human soul. His rigor does not allow him to be carried away by emotion to the point
where he is often a harsh judge of himself and others. This strength may also be one of his
weaknesses.
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His search for perfection and his desire to rationally and meticulously explore every possible alternative
before making a "good" decision may cause him to be uncomfortable in relationships with others, the
complexity of which disorients him because they lack clear-cut rules. His lack of ease in relationships
may also be perceived as inflexible conservatism since he can be critical towards what he considers to
be emotional excesses from which he has a tendency to protect himself with excessive rationalism
when his mischievousness is hidden.
Your Opposite
The following general characteristics
refer to your opposite typology, among
the 68 positions on the AeC Wheel.
They allow you to better understand
your Opposite's qualities, but they need
to be refined according to each person.
This order is made up of logic based on facts, numbers and rules. In a certain way, he is the
gatekeeper of the laws he uses to innovate. He is the type of person that allows the human race to fly in
airplanes by focusing on the law of gravity. His uniqueness helps him in this matter.
One area in which he could improve would be to become more open to human sentiment which is not
easily found and quantified.
He runs the risk of not sufficiently and necessarily taking others into account, by using rules and
procedures to protect himself from them, which may make him appear to be technocratic.
His highest risk for conflict is you, the "OUTGOING" type, whom he might consider to be unrealistic,
even vain, due to your emotional spontaneity which contrasts with his cold, analytical rationalism.
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
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Fiona MARTIN
3/10/2015
The following characteristics help you
to qualify and refine your type. They
refer to your answers to the
questionnaire and your Profile will be
generated among thousand of others.
They mention, among other things,
the perceptions that others may
have about you. Even if these don't
always correspond to what you are,
it is nevertheless important for you
to be aware of them.
Fiona searches for coherence, stability and harmony, and she finds these in emotional feelings rather
than in a rational explanation. This makes her seem relatively peaceful. At the same time and
paradoxically, she also has an inclination for order, planning and organization. Others may also
perceive her as a person who is also relatively organized. One of Fiona's assets, and perhaps also
difficulties, is knowing how to reconcile and manage these two opposing facets of her personality.
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Fiona has an outgoing, affectionate nature and is demonstrative and enthusiastic. She is relatively open
and optimistic and has a definite skill at brightening others with her radiance. She likes to be their ray of
sunshine even more for being recognized as such. At the same time and paradoxically, she also has an
introverted, affectionate nature that is subtle, methodical and dependable, with an unhurried, discrete
and progressive maturity. She is willing to change if the new direction is meaningful and consistent with
the past. Her skill of controlling her emotions in relationships with others shows her to be a bit
diplomatic while also little self-effacing. One of Fiona's assets, and perhaps also difficulties, is knowing
how to reconcile and manage these two opposing facets of her personality.
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Fiona has a creative and abundant spontaneity that is not particularly bogged down by details, which
may make her seem relatively unique. At the same time and paradoxically, she also has a nature that
respects rules and procedures, which may make her seem relatively conventional. One of Fiona's
assets, and perhaps also difficulties, is knowing how to reconcile and manage these two opposing
facets of her personality.
Your specific characteristics
Specific
characteristics of
your Natural Style
Fiona is a good listener and can show herself to be attentive and willing to achieve consensus. She
also has a relatively cooperative, conciliatory and tolerant nature and she prefers to avoid conflicts.
Others may perceive her as someone who is relatively humanistic and placid.
Fiona has a nature that somewhat focuses on being motivating and relationship-oriented, that goes
right along with her search for pleasure. Her enthusiasm for communication may make her appear
relatively friendly. She does not really like pressure and does not aggressively seek out challenges or
efficiency, which can also make her seem to also be a relatively tender person.
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
14
Fiona MARTIN
3/10/2015
The following characteristics help you
to qualify and refine your type. They
refer to your answers to the
questionnaire and your Profile will be
generated among thousand of others.
They mention, among other things,
the perceptions that others may
have about you. Even if these don't
always correspond to what you are,
it is nevertheless important for you
to be aware of them.
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
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Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
Your specific characteristics
Specific
characteristics of
your Natural Style
Fiona has a relatively reflective nature and may step back and analyze information in a precise and
detailed way before making prudent decisions. She may also be perceived as a relatively measured
and analytical person. She doesn't have a strong tendency towards quick action supported by concrete
results, as well as for taking the risks that go along with this. Others may perceive her as relatively not
very pragmatic and driven.
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Fiona MARTIN
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Under normal circumstances, you perceive yourself as rather :
Perceptions
▲ Humanistic
▲ Altruistic
Even if the perceptions that others
may have about you don't always
correspond to what you are, it is
nevertheless important for you to be
aware of them.
In a more or less stressful situation, others may also perceive you as rather :
▲ Warm
▲ Soft
n
o
i
t
a
r
t
s
on
▲ Relaxed
▲ Facilitating
▼ Emotional
▼ Dreamy
e
l
i
f
o
r
p
m
e
D
▼ Lukewarm
This page informs you of the
potential differences between these
two perceptions.
Perceptions
It is important to understand that others
can perceive us differently and more
harshly than we perceive ourselves,
especially when we are under stress.
The more they are different from us and
get nearer to our Opposite, the more it
is possible.
▼ Irrational
▼ Vague
▼ Permissive
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training or recruitment
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16
Fiona MARTIN
3/10/2015
The Do's to better
interact with you
➚ Take the time to enjoy life
➚ Be more spontaneous than formal
This section describes what should be
done to better interact with you, in a
descending order.
We recommend that you show this
to people around you and especially
to those with whom you have
difficulties communicating.
➚ Listen to you talk about yourself
➚ Be clear, precise and logical
n
o
i
t
a
r
t
s
on
➚ Not become too familiar
e
l
i
f
o
r
p
➚ Not get swayed by emotion
➚ Simply listen to you
m
e
D
➚ Respect you
➚ Support your feelings by showing a personal interest
➚ Take the time to get your agreement
➚ Give you the time to ask questions
➚ Confirm your participation
Demonstration profile : cannot be used in
training or recruitment
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The Do's to better interact with you
The person you interact with should :
17
Fiona MARTIN
3/10/2015
The Don'ts to better
interact with you
➘ Being reserved
➘ Forgetting to praise you
This section describes what shouldn't
be done to better interact with you, in a
descending order.
We recommend that you show this
to people around you and especially
to those with whom you have
difficulties communicating.
➘ Being too formal
➘ Saying things without proving them
n
o
i
t
a
r
t
s
on
➘ Being casual
e
l
i
f
o
r
p
➘ Talking too much about his/her state of mind
➘ Forcing you to go along with his/her harsh way of seeing things
m
e
D
➘ Not giving you the time to think
➘ Making promises that he/she can't keep
➘ Showing impatience
➘ Being directive
➘ Speaking with strong intonation
Demonstration profile : cannot be used in
training or recruitment
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The Don'ts to better interact with you
The person you interact with should avoid :
18
Fiona MARTIN
3/10/2015
Fiona wishes :
Keys to motivating
People succeed better when they can
express their abilities in an environment
which gives them the potential to do so.
♥ A pleasant environment
♥ The possibility to exercise her influence
♥ Missions that satisfy her
Please check, in a descending order,
if this is the case, as this will help
you to better understand how to
succeed, but also confront the
difficulties with which you may have
to deal.
n
o
i
t
a
r
t
s
on
♥ Clear instructions
e
l
i
f
o
r
p
♥ A road map and few organizational changes
♥ Logical arguments
m
e
D
♥ The feeling of belonging to a team
♥ A cohesive environment
♥ Logical reasons for changes
♥ Tranquillity and harmony
♥ Understanding management
Keys to motivating
♥ A job which requires accuracy
♥ Evaluations that take into account more than just numbers
♥ Time to think before taking action
♥ A stable environment
♥ A clear plan that she understands
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training or recruitment
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19
Fiona MARTIN
3/10/2015
Fiona needs :
Keys to managing
➤ An agreeable and low-conflict atmosphere
➤ Freedom of action within a structure
Talk about this with your manager
so that he/she may be able to adapt
his/her way of managing you.
➤ Few changes in the organization
➤ Personal gratification
➤ A realistic task
n
o
i
t
a
r
t
s
on
e
l
i
f
o
r
p
➤ A predictable and structured environment
➤ A peaceful atmosphere
m
e
D
➤ To prepare herself when the situation or people change
➤ Tools and methods
➤ An atmosphere that fosters participation
➤ Help in case of new or difficult missions
Keys to managing
This section introduces some elements,
in a descending order, to help you give
the best of yourself thanks to an
adapted way of managing.
➤ Conflict-resolution methods
➤ Support to know how to question: to stick by her guns when she knows that she is right
➤ Support to be more direct
Demonstration profile : cannot be used in
training or recruitment
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20
Fiona MARTIN
3/10/2015
Fiona may tend :
➙ To be too optimistic about the potential results of her projects
➙ To trust too easily
You will find below some suggestions,
in a descending order, on how to
improve yourself concerning your
Natural Style.
Don't take into consideration the
order
of
proposal
of
these
suggestions. Here again, this profile
is your Profile. It takes into account
different parts of yourself which can
sometimes be in opposition. These
are more or less still present
according
to
the
personal
development you have already done
concerning yourself.
Choose one, two, or three of these
recommendations and create an
action plan to help you to follow
them.
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
➙ Not to be always attentive to details
➙ To be sometimes late for her meetings
n
o
i
t
a
r
t
s
on
e
l
i
f
o
r
p
➙ To want detailed explanations before making any changes to make sure that she
understands
➙ To worry more than is necessary
m
e
D
➙ To let others decide
➙ To do things as they have always been done
➙ To give in, in order to avoid controversy
➙ Not to act without instructions
➙ To seek to avoid any antagonistic atmosphere
➙ To hesitate to act on new problems
➙ To be on the defensive when there's a risk
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Your areas for improvement
Your areas for
improvement
21
Fiona MARTIN
3/10/2015
Indicators
This page is designed to summarize and simplify this job profile into 16 indicators, compared 2 by 2, which don't measure the intensity of the
colours, as it is the case with the graphs, but the ratio existing between them.
These indicators are represented as percentages of ratios from 0 to 100 on two graduated scales corresponding to the Natural and Adapted
Styles. These are :
■
n
o
i
t
a
r
t
s
on
e
l
i
f
o
r
p
m
e
D
Indicators
Global vision
Level of attention to details
■ Focus on the task
■ Focus on the relationship
■ Focus on results/Demanding
■ Focus on relationship/Conviviality
■ Sense of urgency/Directive level/Level of risk taking
■ Patience/Cooperation/Consistency
■ Authority/Individuality/Action
■ Adaptability/Respect for rules/Level of thought
■ Outward expression/Spontaneity/Influence level
■ Concentration/Methodology/Follow-up
■ Optimism/Creativity/Eccentricity
■ Predictability/Perfectionism/Administrative Management
■ Focus on stability born from an affective harmony
■ Focus on stability born from a rational order
■
So you can quickly view your strengths and your weaknesses in compensation.
Here again, there are no good or bad indicators, just a visual and quantifiable representation of the dynamics existing between each
one of the two poles concerning your natural and adapted styles.
Demonstration profile : cannot be used in
training or recruitment
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22
Fiona MARTIN
3/10/2015
Adapted Style
Natural Style
0%
42.2
Global vision
57.8
46
38.2
Focus on the task
61.8
45
n
o
m
e
D
30.5
69.5
41
59
31
Authority / Individuality / Action
69
40
Outward expression / Spontaneity /
Influence level
Optimism / Creativity / Eccentricity
60
53.5
46.5
52
48
54
46
51
Focus on stability born from an
affective harmony
Focus on relationship / Conviviality
61
49
50.5
49.5
49
51
Patience / Cooperation /
Consistency
Adaptability / Respect for rules /
Level of thought
Indicators
n
o
i
t
a
r
st
73
39
e
l
i
f
o
r
p
Focus on the relationship
55
27
Focus on results / Demanding
Sense of urgency /Directive level /
Level of risk taking
Level of attention to details
54
Concentration / Methodology /
Follow-up
Predictability / Perfectionism /
Administrative Management
Focus on stability born from a
rational order
0%
Demonstration profile : cannot be used in
training or recruitment
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23
Fiona MARTIN
3/10/2015
Fiona, in her practice of Interactive Management
The risk for the manager is to simplify this and leave aside one of the components mentioned above: himself, others or the current situation. It is
easier, but also straightforward, to juggle two balls instead of three.
e
l
i
f
o
r
p
One of the other keys to succeed in management is to be able to reconcile one's personal power with one's professional power through two
opposite but complementary elements: the "equality of people" and the "hierarchy of duties".
n
o
i
t
a
r
t
s
on
The "equality of people" refers to the fact that all human beings are equal and similar in the way their egos function to achieve their personal
well-being. This means that the Manager (N) is not superior (nor inferior, of course) to his team members (N-1).
The "hierarchy of duties" refers to the necessity to create an organization and a hierarchical infrastructure for duties because the objective is to
be able to work together. This means that the Manager (N) is clearly hierarchically superior to his team members (N-1).
m
e
D
The task is risky because it may create misrepresentations:
- either confusion between the two concepts by associating wrong terms like "hierarchy of people" or "equality of duties".
- either giving a strong focus on one concept by minimizing the importance of the other either on "hierarchy of duties" or on "equality of people".
This module details, in descending order, for each one, the generic items followed by the strengths then the risks corresponding to
your Natural Style and to your Adapted Style. It also takes into account diverse aspects of yourself, which may sometimes be in
opposition or in contradiction, but which represent advantages as well as potential difficulties.
The module also describes how you are perceived by the members of your team which may vary from reality because they are only
perceptions. However, it is important for you to be aware of these perceptions.
Demonstration profile : cannot be used in
training or recruitment
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The Interactive Management
One of the keys to succeed in management is to be able to adjust the three following components: oneself as a person, others as individuals and
the current situation. The situation includes objective data such as context, company, goals, and time. It also takes into account the manager's
job description and that of the members of his team, including their rights and duties.
24
Fiona MARTIN
3/10/2015
■
■
■
Has a talent for motivating her team to complete projects by creating a relaxed and pleasant
working experience in a convivial environment.
Knows how to manage her team because she gets involved personally.
e
l
i
f
o
r
p
If her team is feeling down because of the stock market, the economy or basically when
nothing is working, she resists the glumness and spreads her enthusiasm to cheer the team
up.
n
o
i
t
a
r
t
s
on
■
Has a relatively conventional and structured component of management.
■
Creates team synergy by maintaining balance and fairness.
■
■
■
m
e
D
Her attention skills make it possible for her to exercise general orchestration which is one of
her powers she must not delegate. Nevertheless, he may sometimes lack a global overview.
Includes her team in the achievement of her goals.
Knows how to listen to the members of her team during individual interviews or collective
meetings.
■
Tends to adopt a relatively non-directive management style
■
Does not consider management only as based on confrontation.
▲ May not entirely take on her hierarchical functions because of the idealistic affective
relationship she maintains with her team.
Natural Style of Management
■
Trusts her team.
▲ Can sometimes delegate freely: doesn't establish limits in terms of delegation or rules of the
games and therefore doesn't exercise any control or accountability for actions which should
be inseparable from delegation.
▲ Perfectly masters the logistics and the rules related to the completion of a project.
Demonstration profile : cannot be used in
training or recruitment
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25
Fiona MARTIN
3/10/2015
▲ Her expertise helps him exercise her power and authority.
▲ Knows how to delegate without micro-managing. She lets the employee experiment by trial
and error, all the while making sure that the costs of their mistakes do not have any serious
consequences.
e
l
i
f
o
r
p
▼ When she delegates, she exercises premature and unplanned control because she is asked
to do so. Therefore, her team considers her as a paternalistic leader and they tend to
behave as assisted members.
n
o
i
t
a
r
t
s
on
▼ Has a hard time exercising her absolute authority regarding a final decision especially after
consulting her team. The team could view this behaviour as indecisive.
m
e
D
▼ Has a hard time giving directions and being a point of reference in case of trouble.
▼ Hesitates, if the situation requires it, to take difficult decisions especially if they are
unpopular.
▼ Maybe does not focus on objectives and results.
▼ May minimize the concept of control which is inseparable from delegation.
▼ May not know how to respond to urgent situations: if there is a fire in the company, how to
use the fire extinguisher and call the fire department.
Demonstration profile : cannot be used in
training or recruitment
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Natural Style of Management
▲ May not exercise control after delegation because her employee does not follow-up on the
work delegated and she will not expressly ask for it either.
26
Fiona MARTIN
3/10/2015
Tends to adopt a relatively unassuming management style.
■
Does not really consider management as based on confrontation.
■
Knows how to manage her team because she gets involved personally.
■
Trusts her team.
■
■
■
■
■
■
■
e
l
i
f
o
r
p
Has a talent for motivating her team to complete projects by creating a relaxed and pleasant
environment as well as a convivial and positive working experience.
n
o
i
t
a
r
t
s
on
If her team is feeling down because of the stock market, the economy or basically when
nothing is working, she resists the glumness and spreads her enthusiasm to cheer the team
up.
m
e
D
Creates team synergy by maintaining balance and fairness.
Her attention skills make it possible for her to exercise general orchestration which is one of
her powers she must not delegate. Nevertheless, he may sometimes lack a global overview.
Includes her team in the achievement of her goals.
Knows how to listen to the members of her team during individual interviews or collective
meetings.
Has a relatively conventional and structured component of management.
▲ Knows how to delegate without micro-managing. She lets the employee experiment by trial
and error, although she may not realize that the costs of their mistakes may have serious
consequences.
Adapted Style of Management
■
▲ Gives a great deal of trust to her team but this behaviour may lead to lacks in judgment
because she tends to overtrust everybody.
▲ Can be seen as unrealistic because she tends to confuse the concept of the "equality of
Demonstration profile : cannot be used in
training or recruitment
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27
Fiona MARTIN
3/10/2015
▲ One of her qualities is to be relationship oriented which tends to make it difficult for her to
take on her hierarchical functions because of the affective relationship she maintains with
her team.
e
l
i
f
o
r
p
▲ May manages her team with commitment at the expense of forgetting the importance of
processes and results.
n
o
i
t
a
r
t
s
on
▲ Risks delegating freely: doesn't establish limits in terms of delegation or rules of the games
and therefore doesn't exercise any control or accountability for actions which should be
inseparable from delegation.
m
e
D
▲ May sometimes respond inappropriately to urgent situations: if there is a fire in the
company, she may play down the significance of the situation, that life is beautiful and that
we shouldn't worry....
▲ May not exercise control after delegation because her employee does not follow-up on the
work delegated and she will not expressly ask for it either.
▲ Perfectly masters the logistics and the rules related to the completion of a project.
▲ Her expertise helps him exercise her power and authority.
▼ Has a hard time exercising her absolute authority regarding a final decision especially after
consulting her team. The team could view this behaviour as too sensitive and indecisive.
Adapted Style of Management
duties". Therefore, she risks thinking more about herself and others rather than the
situation. When this is the case, the members of her team may perceive this behaviour as
giving up her functional power.
▼ Has a hard time giving directions and being a point of reference in case of trouble.
▼ Hesitates, if the situation requires it, to take difficult decisions especially if they are
unpopular.
Demonstration profile : cannot be used in
training or recruitment
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28
Fiona MARTIN
3/10/2015
▼ Is not focused enough on results and goals.
▼ Has a hard time responding to urgent situations: for example, if there is a fire in the
company, how to use the fire extinguisher and call the fire department.
e
l
i
f
o
r
p
▼ When she delegates, she exercises premature and unplanned control because she is asked
to do so. Therefore, her team considers her as a paternalistic leader and they tend to
behave as assisted members.
n
o
i
t
a
r
t
s
on
m
e
D
Demonstration profile : cannot be used in
training or recruitment
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Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
Adapted Style of Management
▼ Does not take into consideration the concept of control which is inseparable from
delegation.
29
Fiona MARTIN
3/10/2015
Adapted Style
100
Natural Style
100
90
80
80
70
m
e
D
60
70
60
50
50
40
40
30
30
20
20
10
10
0
%
Demonstration profile : cannot be used in
training or recruitment
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Your Colours
n
o
i
t
a
r
t
s
on
90
e
l
i
f
o
r
p
0
24
70
63
62
%
43
65
61
63
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30
Fiona MARTIN
3/10/2015
This section gives you the opportunity
to discover, analyze and understand
the differences that may exist between
your Natural Style, which describes
who you are, and your Adapted Style,
which is how you may appear. It helps
you to become aware of the tension
that may arise in a gap between your
two styles, and to understand if your
ability to adapt is :
• rather a conscious strategy to win
because the environment is asking
you to do so,
• rather a survival strategy which
you are more subjected to and less
aware of because the environment
doesn't give you the choice, which
may reveal a more or less intense
discomfort.
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training or recruitment
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50
General meaning of the Colors that increase (unlike those
that decrease)
40
e
l
i
f
o
r
p
Red : more demanding with oneself and others, result
oriented, aggressive and interventionist
30
n
o
i
t
a
r
t
s
on
Yellow : more expansive, friendly, relational and spontaneous
20
Green : more cooperative, orderly, focused, consistent, stable,
coherent, nuanced and patient
10
0
-10
Blue : more focused on the rules and procedures,
perfectionist, precise, providing and thoughtful
m
e
D
General meaning of the Colors that decrease (unlike those
that increase)
-20
Red : more accommodating, attentive and peaceful
-30
Yellow : more incisive, factual, logical, solitary, reserved and
controlled
-40
Green : more effervescent, fast and multi-tasking
Blue : more fearless, innovative and independent
-50
%
-19
5
2
-1
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Comparison Natural - Adapted Styles
Comparison between
your Natural Style
and your Adapted
Style
31
Fiona MARTIN
3/10/2015
Your Styles on the AeC Wheel
William Moulton Marston bases his theories on four main characteristics: Dominance, Inducement, Steadiness and Compliance linked with the
four colours Red, Yellow, Green and Blue.
e
l
i
f
o
r
p
Carl Gustav Jung defines two attitudes (introversion and extraversion) and four functions (thinking, feeling, sensation and intuition), identifying
eight distinctive types.
n
o
i
t
a
r
t
s
on
The AeC Wheel is a visual presentation of 68 main combinations of these four colours based on their differences in intensity and grouped
according to the eight different types, concerning your natural style and your adapted style. It only takes into consideration the intensities
above 50% and cannot be dissociated from the graphs.
m
e
D
Your Styles on the AeC Wheel :
Adapted Style : Facilitating, position 48
Natural Style : Facilitating, position 62
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training or recruitment
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Your Styles on the AeC Wheel
Each person is unique. The AeC Method is based on William Moulton Marston's research and work, "Emotions of Normal People" published in
1928, of Carl Gustav Jung's "Psychological Types" published in 1921 and of Eduard Spranger's « Types of men » published in 1928.
32
Fiona MARTIN
3/10/2015
Your Natural Style
n
o
i
t
a
r
t
s
on
e
l
i
f
o
r
p
m
e
D
Demonstration profile : cannot be used in
training or recruitment
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Your Position on the Wheel
Your Adapted Style
33
The Values which moderate the Colours
The Values are not observable. They inform us of our deep Motivations. They trigger the "Why" in how we act in a certain way rather than
another way expressed by behaviour. This one is about "How" we really act in a certain way. They qualify the colours linked with behaviour
and give you a wider and global view of your Profile.
The Theoretical Motivation concerns the search, understanding and systematization of objective truth with intellectual knowledge.
e
l
i
f
o
r
p
The Aesthetic Motivation gives priority to subjective feeling at the expense of objective rationality. It concerns the capacity to feel the outer
and/or inner beauty, literally specified as being the contrary of anaesthesia.
n
o
i
t
a
r
t
s
on
The Economical Motivation concerns the search for usefulness, profitability and return on investment.
The Altruistic Motivation concerns the selfless action in order to help others.
The Individualistic Motivation concerns the search for power and for control of one's own life.
m
e
D
The Traditional Motivation concerns all persons having a strong system of beliefs, values and universal principles above them. It situates the
individual in a framework tested by time and which is beyond him.
They correspond to universal Values found in philosophy: Truth, Beauty, Usefulness, Love, Power and Unity. These deep Motivations can be
opposed and analysed two by two: Theoretical – Aesthetic, Economical– Altruistic, Individualistic – Traditional. You will find on the following
page these six Values developped by Eduard Spranger with, in which concerns yourself, their degree of intensity for each one taken apart as
well as the representation, in the form of indicators, of these three pairs of values.
In the same way there are not good and bad Colours, there are not good and bad Motivations. Money is needed to help people and to
keep the meaning of the economic reality. Aestheticism needs a rational counterbalance which gives it a structure and Individualism
is necessary to be able to enter the service of principles and organizations that are beyond itself. Each Motivation has its strengths
and its weaknesses.
Demonstration profile : cannot be used in
training or recruitment
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Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
The Values which moderate the Colours
Fiona MARTIN
3/10/2015
34
Fiona MARTIN
3/10/2015
✰ Loves to gain knowledge in her areas of interest
✰ Enjoys reading and documenting
✰ Respects the proven rational theories
✰ Is curious in the areas in which she is interested
n
o
i
t
a
r
t
s
on
✰ Enjoys beauty and harmony in her personal and professional environment
✰ Enjoys self-realization
✰ May be intuitive, creative, sensitive and deep
✰ Appreciates artistic expression and creativity
e
l
i
f
o
r
p
m
e
D
✰ Has a tendency to be unconcerned with material and economic gains
✰ Finances can be for her a source of conflict or stress
✰ Likes to get involved, to help and serve others
✰ Has a strong need to feel useful to others
✰ Loves giving of herself and performing selfless actions
✰ Has a great sense of humanism and social justice
Your general characteristics
✰ Has a need to learn and tends to ask questions to satisfy her need to understand
✰ Seeks to develop the potential of others
✰ Greatly appreciates contributing to the well-being of others
✰ Is generous and supporting
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
35
Fiona MARTIN
3/10/2015
✰ Longs for peace and love for humanity
✰ Is unconcerned by the approval of others
✰ Can be a great team player
✰ Has a tendency to be humble and modest
n
o
i
t
a
r
t
s
on
✰ Easily lets the power and recognition go to others
✰ May tend to forget herself
✰ Is reluctant to want power
✰ Accepts authority with ease
e
l
i
f
o
r
p
m
e
D
✰ Lends importance to her value system, which has a definite influence on her life
✰ May react if her beliefs and principles are not respected by others
✰ Has a certain openness to the belief systems of others
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
Your general characteristics
✰ May remain in the background
36
Fiona MARTIN
3/10/2015
✰ Loves learning skills allowing to understand others and to enrich the help she can offer them
✰ Enjoys investing a lot for others
✰ She matters little to herself and tends to forget herself in her dedication to helping others
✰ Gives generously without expectation of recognition in return
n
o
i
t
a
r
t
s
on
✰ Has a great capacity for self-sacrifice
✰ May go beyond her well-being to help others
e
l
i
f
o
r
p
✰ Has a great need to serve others while respecting her values and principles
m
e
D
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
Your specific characteristics
✰ Invests herself a lot for others without expecting anything in return
37
Fiona MARTIN
3/10/2015
100%
90%
80%
70%
60%
40%
30%
m
e
D
20%
10%
54
54
29
80
31
51
Theoretical
Aesthetic
Economical
Altruistic
Individualistic
Traditional
0%
Your Values
n
o
i
t
a
r
t
s
on
50%
e
l
i
f
o
r
p
0%
Theoretical
50
Economical
27
Individualistic
Altruistic
Demonstration profile : cannot be used in
training or recruitment
Méthode Arc-en-Ciel-Copyright © 2005
Aesthetic
50
73
38
62
72
28
Altruistic
Traditional
Individualistic
0%
Arc-en-Ciel RH - 19 rue Diderot - 92130 Issy les Moulineaux
Tel : 01 55 95 84 84 - Fax : 01 55 95 32 75 - www.arcencielrh.com
38