Insight Discovery Profile

salam almustafa

25/05/2011

Personal Profile

Foundation ChapterManagement Chapter

Insights Discovery 3.5 salam almustafa

© Copyright 1992-2011 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.comhttp://www.insightsworld.com/

Personal Details

salam almustafa

assistant manger

[email protected]

ROO

AL HUSSAIN QUARTER

BASRAH

IRAQ

IRAQ

+694 (0) 7801408459

Date Completed 25/05/2011

Date Printed 25/05/2011

Insights Learning and Development Ltd.Jack Martin Way, Claverhouse Business Park, Dundee, DD4 9FF, Scotland

Telephone: +44(0)1382 908050Fax: +44(0)1382 908051

E-mail: [email protected]



Contents

Introduction 4

Overview 5

Personal Style 5

Interacting with Others 5

Decision Making 6

Key Strengths & Weaknesses 7

Strengths 7

Possible Weaknesses 8

Value to the Team 9

Communication 10

Effective Communications 10

Barriers to Effective Communication 11

Possible Blind Spots 12

Opposite Type 13

Communication with salam's Opposite Type 14

Suggestions for Development 15

Management 16

Creating the Ideal Environment 16

Managing salam 17

Motivating salam 18

Management Style 19

The Insights Wheel 20

Insights Colour Dynamics 21

Jungian Preferences 22



Introduction

This Insights Discovery profile is based on salam almustafa’s responses to the Insights

Preference Evaluator which was completed on 25/05/2011.

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.



Overview

These statements provide a broad understanding of salam’s work style. Use this section to

gain a better understanding of his approaches to his activities, relationships and decisions.

Personal Stylesalam is sympathetic, empathic and affable. He will stick to his ideals with passionate

conviction, even though he may find these difficult to talk about at times. He tends to be

fiercely loyal to his friends, prepared to sacrifice his own wants for the needs of the other

person. He will make an effort to remember names and birthdays and make his office or home

a pleasant place in which to work. Although he is quite ingenious and idea-oriented, he is

rather modest about his finer qualities.

salam knows what is important to him and will protect it at all costs. Tenacious persistence

and dedication to a cause are his character hallmarks. He tends to be there when he is needed,

offering low-key stability and strength to people and situations in need. He is easy-going and

low key and may be prone to doubting his own ability. He resists being labelled by others and

is engaged in a never-ending search for self-knowledge and self-identity. He is at his best in

work that involves people and task, where co-operation can be achieved through goodwill.

He is a well of warmth and support, but may be very reserved until he has broken the ice. He

needs to remember to withdraw regularly from caring for others to take care of himself.

Finding it hard to understand why some others try to impose limits, order and structure upon

others, he avoids attempting to change or control people. Although he has a tendency to

undertake too much, somehow everything gets done in its own time. Psychology, counselling

and educational interests may hold great appeal to him as part of his business role.

If he makes a serious mistake at work he may feel guilty for a long time. He is known for his

patience and ability to conform. His need to be of service to others can occasionally prevent

him from relaxing. He tends to take the things he does well for granted and usually underrates

and understates himself. His easy-going exterior may mask a rather more compulsive interior.

He can be a rather gentle, compassionate person, but may be prone to stubbornness at times. He

likes a certain neatness and order and prefers a harmonious environment, where each person

can be appreciated for their contribution and can feel a sense of personal accomplishment. His

work has to contribute to things that matter to him and he tends toward perfectionism only

when he cares deeply enough. salam trusts his insights and people skills to position himself

within deep relationships which help him to understand the truer meaning and purpose of

events. It is when he is committed to an objective or an ideal that may be undergoing change

that his stubbornness emerges and he can become rigid and much more demanding of self and

others.

Interacting with Otherssalam is seen as a gentle, caring and sensitive person who keeps many of his intensely personal



ideals and values to himself. He dislikes rigid adherence to hierarchy and structure and enjoys

an affinity with nature and the outdoors. He is internally motivated by deep personal beliefs

and by devotion to a cause he feels is worthy of support. Though perhaps hard to get to know,

he is a trustworthy confidante who accepts a wide range of behavioural differences in others.

He has strong family ties and to keep in close contact is an essential part of his make-up.

He would be prepared to walk across broken glass in his bare feet to help a friend in need.

When a decision has to be made, he will appear to go along, but inwardly will be reviewing the

various choices. He has a natural ability to switch his behaviour between feelings that are

shared and those that are private in an effort to relate. Bringing a quiet enthusiasm and loyalty

to his work, salam encourages co-operation and flexibility on the team. He does not seek

positions of “front-end” leadership, preferring to act behind the scenes.

Sincere feedback from others is required to help him maintain motivation and his level of

service. Amenable, patient and friendly, salam tends to build close, low-key relationships with

a small number of associates in the work environment. salam seeks relationships which provide

growth and development. Building harmony, understanding and common acceptance is a

life-long assignment for him. He abhors a lack of caring in others, and working with people

who lack a desire to support and assist others can cause him concern. Possessing a quiet

strength, his caring, concerned approach to life seems to encourage other people to confide in

him.

Decision Makingsalam is a good mediator or peace keeper because he can agree while not being fully drawn to

any one view. He brings both analysis and personal feeling to the decision-making process. He

will be quiet, but strong, in defending his values. He may prefer at times to communicate his

feelings about others in writing, rather than verbally. He may worry too much, and on

significant long term issues may exhibit indecision.

He can be overly lenient with non-producers, which often results in problems in matters that

require the application of discipline. He is reticent about expressing his feelings and may be

rather slow to make decisions as he wants to gather all essential information before acting. He

may tend to be misunderstood because of his tendency not to express himself forcefully. He

may choose to change his decisions if it turns out that someone may be adversely affected by

them. salam seeks to unite all parties in a controversy and can readily see the validity of

alternative points of view.

Preferring a harmonious outcome, salam will go to great lengths to ensure the preservation of

relationships. Work, for him, is the process of striving towards something that matters deeply

to him and is consistent with his values. He has little desire to impress, control or dominate

others, apart from maintaining a commitment to his values and his work. salam will be deeply

committed whenever he chooses to undertake a role or task. He prefers moderate to slight risk

in decision-making.

Personal Notes



Key Strengths & Weaknesses

StrengthsThis section identifies the key strengths which salam brings to the organisation. salam 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.

salam’s key strengths:

Skilled at defusing tense situations.

Loyal, self sacrificing and sympathetic.

Happy to serve and help others.

Spends the necessary time on important people issues.

Good listener. Can help others achieve their goals.

Supportive, steadfast and encouraging of others.

Strong sense of personal values.

Looks for the harmony in every situation.

Open-minded and tolerant of others.

Quiet and conscientious.

Personal Notes



Key Strengths & Weaknesses

Possible WeaknessesJung said “wisdom accepts that all things have two sides”. It has also been said that a

weakness is simply an overused strength. salam's responses to the Evaluator have suggested

these areas as possible weaknesses.

salam’s possible weaknesses:

Digs in his heels when feeling threatened.

May get frustrated with other peoples' ways.

Reluctant to say “No” - takes on too much too often.

Has difficulty in quick or unprepared articulation.

Can be manipulated by supervisors or significant others.

Will prefer to be reserved and distant until he gets to know someone well.

Usually takes rejection personally.

May find it difficult to impose his will on others.

His steady approach to work may be seen as laziness by some.

Was once indecisive, but he is not so sure now!

Personal Notes



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

salam brings, and make the most important items on the list available to other team members.

As a team member, salam:

Prefers flexibility and open mindedness.

Shows ingenuity and imagination.

Will be conscious of the human factors in the organisation and the team.

Shows tenacity and persistence.

Values tradition and stability.

Will be sympathetic to others needs.

Is consistent and dependable.

Brings fun and light-heartedness to any environment with which he is familiar.

Has a strong sense of duty and takes his work seriously.

Mediates to bring harmony from conflict.

Personal Notes



Communication

Effective CommunicationsCommunication 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 salam.

Identify the most important statements and make them available to colleagues.

Strategies for communicating with salam:

Provide lots of opportunities for team contact.

Remember his quiet demeanour and ask for his views.

Take time to listen to his feelings about the reactions of others.

Take care that you don't overload him.

Ensure he sees and agrees with the benefit of change before implementation.

Gaining obedience is not enough - ensure you have co-operation.

Remember that he may not be revealing his real underlying concerns.

Expect him to come back later for clarification.

Give him advance notice and time to prepare.

Recognise his quality of service.

Expect some resistance if you are suggesting change.

Provide an environment which allows him to express his thoughts.

Personal Notes



Communication

Barriers to Effective CommunicationCertain strategies will be less effective when communicating with salam. 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 salam, DO NOT:

Forget to leave time for personal issues.

Assume he knows he has chosen well.

Reinforce his own self criticism.

Question or challenge his personal values.

Sweep aside his doubts without full consideration.

Abuse or take his conscientious success for granted.

Undervalue his ability to make essential contributions.

Act aggressively or reject his ideas without explanation.

Ignore or be dismissive of his suggestions.

Fail to be attentive to his suggestions.

Look for immediate answers.

Labour the point or give lengthy verbal instructions.

Personal Notes



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.

salam’s possible Blind Spots:

salam prefers not to confront issues. This may prevent matters from moving to a satisfactory

conclusion. He needs to be more aware of his tendency to live much of his life for others.

More self focus may bring surprising benefits. Making many assessments privately, salam

keeps the most important issues to himself, leaving others ignorant of what is going on.

Sometimes seen as gullible and perhaps too trusting because he accepts people and things as

they are, salam doesn't look for or expect the malicious motive. salam takes even the most

well-intentioned criticism personally and can respond by becoming flustered, hurt or angry.

He is so committed to his own ideals, he has a tendency to overlook other points of view and

can sometimes be seen by others as very rigid or stubborn. He may not easily understand

criticism of his work, tending to associate criticism with displeasure. He needs to work toward

becoming more articulate and action-oriented. He responds well to praise, but is easily hurt by

negative criticism, which makes him appear over-sensitive to some others. He has a tendency

towards perfectionism which leads him to refine and polish his ideas to a point where they may

even fail to emerge.

He may need to develop more assertiveness and would benefit from learning how to offer

honest criticism of others when necessary. He may exert pressure on others to do the “right

thing” from a moral standpoint - but the “right thing” comes from his perception. Because of

his strong desire for harmony, he can overlook his own needs and ignore real personal

problems.

Personal Notes



Opposite Type

The description in this section is based on salam'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:

salam’s opposite Insights type is the Director, Jung’s “Extraverted Thinking” type.

Directors are forceful, demanding, decisive people who tend to be strong individualists. They

are forward looking, progressive and compete to attain goals. salam will see them as

headstrong and they often have a wide range of interests. In solving problems they are logical

and incisive. salam may well experience the Director as cold, blunt and over-bearing.

Directors tend to be seen as self-centred and lacking in empathy and can be highly critical and

fault finding when their standards are not met.

Directors may overstep boundaries and may be impatient and dissatisfied with routine work.

They want freedom from control, supervision and details. salam may see the Director as

aggressive and tending to order people around, as they often rely on personal forcefulness and

intimidation to achieve their aims. Directors are “take charge” types with very high control

needs. They may not often cope well personally when things do not go as planned.

salam sees Directors as having short fuses. When pushed the Director may become loud, rigid

and domineering. The Director tends to be a focused, if somewhat disorganised, manager with

a tenacious drive towards the future.

The Director’s biggest drawbacks may be perceived by salam as arrogance, impatience and

insensitivity to others’ feelings.

Personal Notes



Opposite Type

Communication with salam's Opposite TypeWritten specifically for salam, this section suggests some strategies he could use for effective

interaction with someone who is his opposite type on the Insights Wheel.

salam almustafa: How you can meet the needs of your Opposite Type:

Seek his opinions and ideas before imposing yours.

Keep it brief and to the point.

Be thoroughly prepared.

Allow him time to consider all the information.

Point out the consequences, with care.

Show respect for his ideas and opinions.

salam almustafa: When dealing with your opposite type DO NOT:

Challenge his perception of himself.

Tell him what to do or how to do it.

Criticise his ideas or take issues with them.

Offer opinions on personal issues unless he asks for them.

Waffle.

“Steal his thunder”.

Personal Notes



Suggestions for Development

Insights Discovery does not offer direct measures of skill, intelligence, education or training.

However, listed below are some suggestions for salam’s development. Identify the most

important areas which have not yet been addressed. These can then be incorporated into a

personal development plan.

salam may benefit from:

Using others' objective criticism as a means of self development.

Being less willing to take on too many additional tasks.

Acknowledging to himself that he is an industrious and valued worker.

Demanding the same exacting standards of others that he sets himself.

Saying no first, giving the opportunity to review a decision later.

Responding to logic even if someone is likely to get hurt in the process.

Focusing more upon objective criteria when making decisions.

Maintaining a greater balance between his feeling and his objectivity.

Stepping up a gear for at least a month.

Confronting his feelings of anger and dealing with the problem.

Personal Notes



Management

Creating the Ideal EnvironmentPeople 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 salam’s ideal environment and his

current one and to identify any possible frustrations.

salam’s Ideal Environment is one in which:

Reliance on competition between colleagues is minimal.

There are opportunities to socialise with colleagues in and out of work.

There is time for reflection and meditation.

There is time for play during work hours, and social bonding outside of work.

There is little competition between peers, which salam perceives as destructive to good

team spirit.

There is a shared philosophy of excellent service.

Information is in close proximity, ensuring economy of effort.

There are clearly defined job descriptions.

Empathetic team values predominate.

A comprehensive welfare policy is provided.

Personal Notes



Management

Managing salamThis section identifies some of the most important strategies in managing salam. Some of these

needs can be met by salam 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.

salam needs:

Opportunities and encouragement to meet and mix with more assertive and openly

energetic people.

To be shown a genuine interest in his domestic life.

To be assigned one task at a time.

His own workspace with room for personal effects.

To be able to use his one-to-one strengths in counselling or mentoring.

A workplace offering privacy but not exclusion.

To maintain focus and direction.

Help with monitoring his agreed deadlines.

Meetings with strict agendas and timetables.

Sufficient time to prepare for meetings.

Personal Notes



Management

Motivating salamIt 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 salam. With his agreement, build the most important ones into

his Performance Management System and Key Result Areas for maximum motivation.

salam is motivated by:

Opportunities to enjoy the moment.

Having his opinion sought on support services.

Awareness of his domestic needs when setting business targets.

Safe opportunities to develop untried or previously suppressed skills.

Being able to do a quality job.

A personal and genuine interest in his development.

Recognition and respect for his family's commitment and support.

Contributing to the success of others.

Colleagues who understand that he kicks himself harder (occasionally too hard) and

more often than anybody else when things go wrong.

Full acceptance of his values and feelings.

Personal Notes



Management Style

There are many different approaches to management, most of which have different situational

applications. This section identifies salam’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, salam may tend to:

Achieve results through good relationships.

Ignore completely those whose views conflict with his strong sense of values.

Promote his team to the detriment of his own credibility.

Disarm others with his openness and honesty about his own shortcomings.

Be too trusting of his people.

Believe that he cannot be successful unless his team is successful.

Listen carefully and respond in an appropriate way.

Take on too many disparate activities, resulting in a loss of focus and identity for others.

Worry too much about minor issues.

Encourage staff development at all levels.

Personal Notes



The Insights Wheel

salam almustafa25/05/2011

R E F ORME R

H E L P E R

MOTIVATOR

COORDINATOR

DIR

EC

TO

R

SU

PP

OR

TE

R

OB

SE

RV

ER

IN

SP

IR

ER

REDREDREDREDREDREDREDRED

YELLOWYELLOWYELLOWYELLOWYELLOWYELLOWYELLOWYELLOWGREENGREENGREENGREENGREENGREENGREENGREEN

BLUEBLUEBLUEBLUEBLUEBLUEBLUEBLUE RED

YELLOWGREEN

BLUE

1

21

41

2

22

42

3

23

43

424

44

525

45

6

26

46

7

27

47

8

28

48

9

29

49

10

30

50

11

31

51

1232

52

1333

53

14

34

54

15

35

55

16

36

56

101

121

141 104

124

144

105

125

145

108

128

148

109

129

149112

132

152

113

133

153

116

136

156

Conscious Wheel Position

50: Helping Supporter (Accommodating)

Personal (Less Conscious) Wheel Position

10: Helping Supporter (Focused)



Insights Colour Dynamics


0

3

6

Persona(Conscious)

BLUE

3.64 61%

GREEN

4.08 68%

YELLOW

3.80 63%

RED

2.28 38%

0

3

6

Persona(Less Conscious)

BLUE

2.20 37%

GREEN

3.72 62%

YELLOW

2.36 39%

RED

1.92 32%

100

0

100

50

50

PreferenceFlow

35.3%

(Conscious) (Less Conscious)



Jungian Preferences


Attitude/Orientation:

Introversion (I) Extraversion (E)

100 1000

Rational (Judging) Functions:

Thinking (T) Feeling (F)

100 1000

Irrational (Perceiving) Functions:

Sensing (S) Intuition (N)

100 1000

(Conscious) (Less Conscious)

Insight Discovery Profile

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