Lauren Nichols Style: Networker. Personality I.D. Individual Report. Individual Report. Tuesday, November 27, :04:05 PM

Transcription

1 Style: Networker Personality I.D. Individual Report Individual Report

2 Individual Report : Networker The natural personality profile for, is indicated by the solid line on the graph below. Note also the dotted line; it represents the Blended Profile that most nearly matches 's graph. Seventeen Blended Profiles are used as the baseline for interpreting the combinations of four basic dimensions of personality. The information in this section is derived from the Networker Blended Profile. Typically, the more closely the solid line graph matches this Blended Profile, the more accurately the information will describe 's natural behavior style. Assertive Decisive Controlling Outgoing Convincing Excitable Harmonious Patient Lenient Detailed Precise Perfectionist Directing Interacting Supportive Conscientious Adaptive Reserved Objective Unconventional Pliable Conforming Passive Modest Quiet Distant Questioning Impatient Critical Instinctive Improvised Unorganized As a Networker, this person enjoys new people, new situations, and new environments. Networkers build relationships and interact with an ever-widening circle of contacts. They tend to enjoy using their verbal skills and wit to be engaging and persuasive. Ideal Environment - Networkers realize their highest potential with opportunities to: Network - Influence - Gain recognition - Relate - Communicate - Perform - Entertain - Be active - Interact with strangers 1 / 9

3 Typical Areas of Strength Networkers are normally strong communicators. They are outgoing, engaging, lively, optimistic, gregarious, persuasive, fun-loving, enthusiastic, and inspiring. Typical Areas of Struggle People with this profile may sometimes be prone to talking too much, being disorganized, impulsive, too emotional, too optimistic, or exaggerating. Sometimes they tend to overcommit and overlook key details. Networkers at Work Preferred Activities Because this person functions best when given the opportunity to influence, meet, or entertain others, it is important to provide variety and opportunities to present new creative ideas along with a minimum of detail work. Contributions to the Organization Networkers tend to influence people through friendship, enthusiasm, humor, and strong communication skills. They enjoy activities that involve presentations, promotions, and working with groups. Leadership Style Persons that fit into this category lead most effectively when they can be in the spotlight. They tend to convey ideas and visions with high energy, talk, humor, wit, and enthusiasm. They are very convincing and can frequently overpower less enthusiastic team members. Task or People Orientation Because people with this style are engaging and interacting, they may become so engrossed in communicating that they lose focus on task and time management. Communication Style This person that fits best in this profile thrives when given the opportunity to communicate new ideas, concepts, or the latest information to a group. 2 / 9

4 Networkers and Issues Stability/Flexibility Factors This person must have activity, change, variety, and multiple people contacts in order to function at an optimum level. Stress Factors Persons with these scores tend to experience stress when they are burdened by extensive detail work, isolation from people, and confinement to a desk. They may tend to procrastinate on detail work or projects and then become stressed by deadlines. Relationship Improvement Suggestions It is important for people with this profile to learn to organize, to prioritize, and to say "no." A key to improving effectiveness will be to avoid distractions from new ideas, contacts, and projects until current ones are completed. Cooperation and Control Factors People with this style tend to delight in pleasing those in authority and will work diligently to earn respect, prestige, and recognition. Underlying Concerns Strong "de-motivators" for Networkers can be the fear of being rejected, overlooked, embarrassed, ignored, or having unresolved conflict. Networkers and Finances Financial Management People similar to this person typically struggle with details, organization, and focus. Keeping track of business budgets, deadlines, meetings, appointments is a constant challenge. Frequently over-extended limits on business accounts indicate the need for assistance to keep expenses under control. Budget and Financial Issues Money management is probably not a natural strength for people in this profile. They usually are not receptive to budget restraints or strategic financial planning. They must learn to respect and rely on others who have strengths in this area. Purchasing Tendencies People with this style view shopping as a social event and an opportunity to meet and interact as well as shop. They tend to choose name-brand products to gain attention, favor, and leave a favorable impression. They are prone to impulsive spending and are vulnerable to new products, services, and fads. Generic Careers Communications; Oral Communications; Promotion Famous people similar to this profile Benjamin Franklin 3 / 9

5 Suggestions for Managers is a people person and is more motivated by people than achievement.and is most enthusiastic and productive as part of a team that gets along well with each other. is likely to want to please and may overcommit to tasks that may not be realistic in view of the current assignments. As the manager, you may need to help with accountability and put limits to this person's responsibility by setting clear expectations. The best situation avoids heavy responsibility for repetitive tasks like data entry, and instead look for situations that have frequent changes. This person may be management's best ambassador to other staff for highly changible environments and will thrive with frequent appreciation for supporting change. Dimensions of Personality This report is based on four dimensions of personality. Each dimension has a continuum of behaviors associated with it as shown below. 1. Adaptive Mid-range Directing 2. Reserved Mid-range Interacting 3. Objective Mid-range Supportive 4. Unconventional Mid-range Conscientious Strengths and Struggles The strengths and struggles in this section of the report relate to 's Personality I.D.scores for the four individual dimensions. This information gives more depth to the report and helps you as a manager to focus on the unique style of this individual. There are many advantages of understanding a person's unique set of talents and motivations. Lauren Nichols will enjoy operating in some environments more than in others simply because they are a better fit for this person's natural style. A goal should be to align 's work as much as possible with the personal profile strengths and minimize exposure in the areas in which people with this profile typically struggle. On the other hand, a manager can coach a team member to help improve weak areas. For example, a person who tends to be impatient and is not a naturally a good listener can improve relationships through a focused effort to improve these areas of struggle. Also keep in mind that strengths overdone become weaknesses. The lists of strengths and struggles that follow are typical for people who share a common profile score. Keep in mind that every individual is unique, so some of the items may not fit. The list should be objectively reviewed to help determine whether all of the descriptions apply. 4 / 9

6 Dimension one: Adaptive - Directing Pliable Conforming Passive Adaptive Directing Assertive Decisive Controlling Adaptive versus Directing. This dimension indicates a person's tendency to either follow another person's agenda or set a personal agenda. This person's score in this dimension was in the Mid-range. 's score on the Directing - Adapting dimension falls in the Mid-Range, indicating that Lauren Nichols tends to look at balance in the issue of control. This shows an understanding of teamwork and cooperation. Depending on the situation, can step out in order to lead, or can step back in order to serve. If taking the lead is part of 's normal responsibilities, then this person can do so and lead with confidence. On the other hand, when another team member is in charge, usually is able to lend assistance willingly. 's leadership style includes other team members in the decision-making process, rather than simply dictating personal preferences. This trait encourages others to participate with their own ideas. Their willing acceptance of 's leadership will be increased unless allows things to go too far before taking a stand. Providing clear guidance, combined with respect, oversight, and accountability, will be a key to success in 's team relationships. 5 / 9

7 Dimension two: Reserved - Interacting Modest Quiet Distant Reserved Interacting Outgoing Convincing Excitable Reserved versus Interacting. This dimension indicates a person's preference for either solitude and private time or extensive interaction with others. This person's score in this dimension was in the Interacting range. Typical strengths and struggles associated with this Personality I.D. profile are shown below. Interacting Strengths makes friends easily, people-oriented is lighthearted and enthusiastic is optimistic and cheerful enjoys being in the spotlight is good at promoting strives to make a good impression likes open-ended, spontaneous situations Interacting Struggles depends on the approval of others may be too talkative can be overly optimistic and naive likes to show off for attention tends to brag and exaggerate may be too uninhibited and open with others dislikes working alone, but is easily distracted 6 / 9

8 Dimension three: Objective - Supportive Questioning Impatient Critical Objective Supportive Harmonious Patient Lenient Objective versus Supportive. This dimension indicates a person's natural motivation to be either cool and objective or warm and compassionate. This person's score in this dimension was in the Mid-range. 's Mid-Range score on the Objective - Supportive dimension indicates a healthy balance between being patient and eager, or steady and dynamic. 's even pace helps take the stress out of the work environment without being too passive or too impulsive. can be a stabilizer on the team because of a natural capacity to be a compassionate listener and still retain a degree of objectivity. Maintaining this balance will enable to build successful relationships at all levels. By continuing to look on others with warm regard and high respect, and at the same time caring enough to confront when appropriate, can have a positive influence on other members of the team. 7 / 9

9 Dimension four: Unconventional - Conscientious Instinctive Improvised Unorganized Unconventional Conscientious Detailed Precise Perfectionist Unconventional versus Conscientious. This dimension reflects a tendency to be either spontaneous and instinctive or to be prepared and structured. This person's score in this dimension was in the Unconventional range. Typical strengths and struggles associated with this Personality I.D. profile are shown below. Unconventional Strengths is flexible and versatile understands broad concepts can improve without procedures follows instincts, operates spontaneously makes on-the-spot decisions can adjust methods to meet timeframes responds candidly and succinctly Unconventional Struggles is not naturally organized often is careless or imprecise may ignore rules is unprepared and overly confident takes arbitrary and impulsive action skips over important details is too informal when formality is needed 8 / 9

10 Conclusion It can be very empowering for to know this unique personal design. It is also very enlightening for you as a manager to understand your team members' unique designs. Each person has been given certain natural personality strengths that can be used in work, ministry, key roles within the family and other relationships. As you begin to use the concept of the individual differences presented in this and other Personality I.D. Profile reports, you will see yourself and those around you in a new light. Your knowledge of these differences will equip you to maximize your team's efforts, help members interact effectively with others who have different styles and viewpoints, and appreciate the unique value each team member brings to your organization and to your life. 9 / 9