Your SlideShare is downloading. ×
John Bradford Insights Profile
Upcoming SlideShare
Loading in...5

Thanks for flagging this SlideShare!

Oops! An error has occurred.


Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

John Bradford Insights Profile


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

No notes for slide


  • 1. John Bradford 12/05/2010 Personal Profile Foundation Chapter Management Chapter Effective Selling Chapter Personal Achievement Chapter Interview Chapter
  • 2. Insights Discovery 3.5 John Bradford Page 2 Personal Details John Bradford Associate The Colour Works 23 Branksome Hill Road Bournemouth Dorset Date Completed 12/05/2010 Date Printed 09/08/2010 Insights Learning and Development Ltd. Jack Martin Way, Claverhouse Business Park, Dundee, DD4 9FF, Scotland Telephone: +44(0)1382 908050 Fax: +44(0)1382 908051 E-mail: © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 3. Insights Discovery 3.5 John Bradford Page 3 Contents Introduction 5 Overview 6 Personal Style 6 Interacting with Others 7 Decision Making 7 Key Strengths & Weaknesses 9 Strengths 9 Possible Weaknesses 10 Value to the Team 11 Communication 12 Effective Communications 12 Barriers to Effective Communication 13 Possible Blind Spots 14 Opposite Type 15 Communication with John's Opposite Type 16 Suggestions for Development 17 Management 18 Creating the Ideal Environment 18 Managing John 19 Motivating John 20 Management Style 21 Effective Selling Chapter 22 Selling Style Overview 23 Before The Sale Begins 24 Identifying Needs 25 Proposing 26 Handling Buying Resistance © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 4. Insights Discovery 3.5 John Bradford Page 4 27 Gaining Commitment 28 Follow-up and Follow Through 29 Sales Preference Indicators 30 Personal Achievement Chapter 31 Living on Purpose 32 Time and Life Management 33 Personal Creativity 34 Lifelong Learning 35 Learning Styles 36 Interview Questions 37 The Insights Wheel 38 Insights Colour Dynamics 39 Jungian Preferences 40 © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 5. Insights Discovery 3.5 John Bradford Page 5 Introduction This Insights Discovery profile is based on John Bradford’s responses to the Insights Preference Evaluator which was completed on 12/05/2010. 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. © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 6. Insights Discovery 3.5 John Bradford Page 6 Overview These statements provide a broad understanding of John’s work style. Use this section to gain a better understanding of his approaches to his activities, relationships and decisions. Personal Style John generally achieves a balance between concern for the people being managed and accomplishment of the task, a combination which makes him appreciated as a colleague. Fatigue and pressure from over-commitment may trigger stressful reactions in him. Often his enthusiasm and drive makes him overwork. His social gatherings are frequent and worth attending, particularly when they mark important events. He is motivated by approval and reacts unfavourably to indifference or rejection from others. John is energetic, enthusiastic, responsible, conscientious and persuasive. John has a real zest for living and enjoys company. John tends to know intuitively what structure and organisation is necessary to harness ideas and people to achieve long-range goals. John radiates goodwill and enthusiasm. He is optimistic about life in general and human potential in particular. His aim is to fit all the pieces of the jigsaw together into a complete picture, but for John the jigsaw keeps expanding with the discovery of every new piece. John is adaptable, easy-going, warm, friendly and generous. He may lose interest and move on to the next thing, once a job becomes routine or dull. He appears to thrive on a wide variety of tasks focusing on a motivating or promoting role. Only when a strongly held value is at risk will he willingly attend to important facts and details. Lively and entertaining, and with infectious energy, he needs change and variety in order to be at his best. He prefers to improvise on the spot and get started right away, instead of preparing and planning ahead. He focuses attention on achieving success and acquiring status symbols as evidence of that success. He is bored by facts, details and repetitive activities, especially those not relevant to his current areas of interest. He values the gifts of inspiration and intuition above almost everything else in all that he does. His ability to do detailed work extends only to that work which is necessary to achieve a specific objective - that ability is there however, particularly if the goal is clearly defined. He can get bored and restless with his projects once the major challenge has been solved, and he may well need to engage others to see things through to completion. He can benefit from learning and applying time management and personal organisation skills, rather than just giving the impression of having mastered the system. When he becomes charged with a mission to fulfil, once that possibility is recognised, he needs to consider the details and possible options before proceeding. He is used to doing several things at once, but others may view some of this as superficial activity. John is extremely perceptive about the attitudes of others, aiming to understand rather than judge events. He may find it hard to © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 7. Insights Discovery 3.5 John Bradford Page 7 prepare as thoroughly as he should. Interacting with Others John has a remarkable ability to get people to follow his lead. Usually exciting for most of those involved, his activities do tend to leave some others exhausted by the process. John remains open and perceptive to the attitudes and views of others, often seeking to understand others rather than to judge them. He is noted for his innate ability to inspire and encourage others around him and exhibits excellent interpersonal skills. He constantly seeks opportunities to talk things through with others. Energetic, gregarious and sociable, his intuition heightens his insight, vision, curiosity and desire for new ideas. He encourages freedom and independence and is good at getting things done through other people when he slows down and takes the time to delegate. Usually verbal and persuasive, he will seek or wish to withdraw quickly from confrontation unless provoked to the extreme, when he may go “off the deep end” verbally. Although he may fail to recognise the symptoms, he can become rather uncomfortable if separated from his family or group for long periods of time. He normally reads people well, continually looking for the good in both the situation and in others. Shifting attention inward for long periods may produce anxiety for him as he prefers to look outward towards others for his emotional security. Very much a positive team player, he enjoys the support of most people, although he may become too optimistic about what others will produce and is let down occasionally as a consequence. Errors made by others may upset him and cause him to react loudly and vociferously. He usually finds working with another person, even on a less interesting phase of a project, preferable to working by himself. John exudes charismatic charm and a natural ability to communicate well. Decision Making John expresses what he thinks are strong, decisive opinions in the hope that unresolved issues and conflicts can be concluded quickly. Optimistic, spontaneous, creative and confident, he has an original mind and a strong sense of the possible. He is constantly full of enthusiasm for new ideas. He may be perceived by others as a somewhat impulsive decision maker. He is happiest in a role which allows him to exercise his ingenuity to tackle one project after another. John's natural curiosity for new ideas will bring new and fresh ways of thinking to the group. A born entrepreneur, he is alert to all the possibilities and is fascinated by new ideas. He shows strong initiative and operates through creative impulses. John's many accomplishments are achieved mainly through determination and perseverance in reaching or exceeding his high standards. Work that uses his ideas to improve or start a project suits him, but once these ideas get off the ground he prefers someone else to carry on with the details. He may find it difficult to make decisions based purely on objective considerations. With his enthusiasm and spontaneity, John brings a refreshing approach to decision making. © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 8. Insights Discovery 3.5 John Bradford Page 8 He prefers to make decisions based on “gut feel” rather than on exhaustive and repetitive analysis. To carry out his innovative ideas, John relies on his impulsive energy. He is a keen initiator who finds most problems stimulating. In his attempts to please others he may make promises he cannot fulfil. Open-minded, curious and insightful, John has excellent long-range vision. Occasionally a non-conformist, John is good at seeing new ways of doing things. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 9. Insights Discovery 3.5 John Bradford Page 9 Key Strengths & Weaknesses Strengths This section identifies the key strengths which John brings to the organisation. John has abilities, skills and attributes in other areas, but the statements below are likely to be some of the fundamental gifts he has to offer. John’s key strengths: Displays high levels of energy. Will join different organisations to further his cause. A natural go-getter with great enthusiasm for life. Creative and future orientated visionary. Able to see the larger picture. Highly resourceful around people. His glass is usually half full. Original inventive thinker. High profile and visibility. Constantly seeking his new mountain to climb. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 10. Insights Discovery 3.5 John Bradford Page 10 Key Strengths & Weaknesses Possible Weaknesses Jung said “wisdom accepts that all things have two sides”. It has also been said that a weakness is simply an overused strength. John's responses to the Evaluator have suggested these areas as possible weaknesses. John’s possible weaknesses: Will experience difficulty in concentrating on one thing for long periods. Finds it difficult to say “no” if relationships are being threatened. Loses interest when the initial challenge has gone. May take criticism of his work personally. May appear superficial or glib. Fails to recognise the finer nuances. Avoids and is easily bored by detail. Finds it difficult to concentrate on a single topic for long periods. His need for variety may leave some tasks incomplete. Not always attracted to what is practical. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 11. Insights Discovery 3.5 John Bradford Page 11 Value to the Team Each person brings a unique set of gifts, attributes and expectations to the environment in which they operate. Add to this list any other experiences, skills or other attributes which John brings, and make the most important items on the list available to other team members. As a team member, John: Sees the “big picture”. Provides charismatic leadership. Has an awareness of the people issues in the world around him. Initiates and self-starts the projects. Ensures there is never a dull moment where he is involved! Has strong personal and interpersonal skills. Can generate fast results by prioritising well and taking action. Brings boundless energy to any situation. Brings a fresh outlook. Communicates clearly and effectively. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 12. Insights Discovery 3.5 John Bradford Page 12 Communication Effective Communications Communication can only be effective if it is received and understood by the recipient. For each person certain communication strategies are more effective than others. This section identifies some of the key strategies which will lead to effective communication with John. Identify the most important statements and make them available to colleagues. Strategies for communicating with John: Add to the challenge and opportunity regularly. Keep returning to the realities. Adapt to sudden changes in direction. Respect his “global” view. Be prepared to share problems openly. Be aware of his social interests. Share his passion for new challenges. Be alert, alive and brief. Use a partnering style when in contact with him. Encourage his creative intuition. Be tolerant of his need to switch topics without notice. Acknowledge his flashes of creative brilliance. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 13. Insights Discovery 3.5 John Bradford Page 13 Communication Barriers to Effective Communication Certain strategies will be less effective when communicating with John. Some of the things to be avoided are listed below. This information can be used to develop powerful, effective and mutually acceptable communication strategies. When communicating with John, DO NOT: Overload him with facts, details and paperwork. Approach him in a bombastic or autocratic manner. Impose a “can't be done” or defeatist attitude on him. Involve him in formal, lengthy or tedious meetings. Be vague or imprecise. Be surprised if he breaks the rules. Dampen his enthusiastic energy with negative inputs. Burden him with your problems. Be vague or leave things open to interpretation. Ignore his creative and intuitive thinking. Isolate him or disregard his involvement. Assume that because you have “told it like it is”, this will make the slightest difference to the way that he does things. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 14. Insights Discovery 3.5 John Bradford Page 14 Possible Blind Spots Our perceptions of self may be different to the perceptions others have of us. We project who we are onto the outside world through our “persona” and are not always aware of the effect our less conscious behaviours have on others. These less conscious behaviours are termed “Blind Spots”. Highlight the important statements in this section of which you are unaware and test them for validity by asking for feedback from friends or colleagues. John’s possible Blind Spots: John tends to enjoy the admiration of others and may almost unknowingly seek personal power. He could learn to protect himself against closed-mindedness by waiting a few seconds more before speaking, giving others the chance to offer input. He tends to be seen by others as dictatorial and can be aggressive in arguing his position. In his enthusiasm to make changes, John may not be fully aware of others' opposing views. Fast, energetic, dynamic and creative, his motto could be “If at first you don't succeed, drop it and try something else!”, which can lead to unfinished tasks. He may jump to conclusions without gathering all the necessary information or taking the time to really understand the situation. He has a hard time separating his “persona” from the reality of who he is deep down, and may be unaware of, or ignore stress signals until stopped in his tracks by a severe emotional experience. Slowing down to consider the ramifications of his actions on others will make him more effective. John may unconsciously seek material dominance, social standing and status. As an extraverted, future oriented person, he may fear failure above all else. He would do better if he sought the advice of more practical people to find out how workable and useful his ideas are. Tending to take on too much at one time he can find himself overloaded and unable to keep his commitments. His natural quickness and pressure to anticipate what is coming means he occasionally assumes wrongly that he knows what a person is going to say, and is tempted to jump in to finish their sentences. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 15. Insights Discovery 3.5 John Bradford Page 15 Opposite Type The description in this section is based on John's opposite type on the Insights Wheel. Often, we have most difficulty understanding and interacting with those whose preferences are different to our own. Recognising these characteristics can help in developing strategies for personal growth and enhanced interpersonal effectiveness. Recognising your Opposite Type: John’s opposite Insights type is the Coordinator, Jung’s “Introverted Sensing” type. The Coordinator is a careful, cautious, conventional person who is diplomatic and sincere. Coordinators tend to be very loyal, precise and disciplined with high standards and expectations of self. Coordinators may appear to lack self-confidence and prefer to operate in a structured and ordered manner, focusing on established guidelines rather than future possibilities. John will often observe the Coordinator procrastinating on a decision until all of the facts and details are available. John may also see the Coordinator as a critical and ideological thinker who will be quiet and reserved around strangers. Coordinators do not like stress or chaos and tend to be rather private, requiring support and reassurance. They prefer to build close relationships with small groups of people and like to retain the familiar and predictable. The Coordinator becomes stubborn if pressured, particularly by John! Coordinators are concerned with what is “right” and, to John, appear slow in decision making. They prefer a steady-paced environment with little interpersonal aggression and they tend to distrust outgoing people. They are motivated by schedule and order and are among the most private of the Insights types. John sees the Coordinator as ever concerned with efficiency, becoming stressed when others do not stick to tightly laid down schedules and plans. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 16. Insights Discovery 3.5 John Bradford Page 16 Opposite Type Communication with John's Opposite Type Written specifically for John, this section suggests some strategies he could use for effective interaction with someone who is his opposite type on the Insights Wheel. John Bradford: How you can meet the needs of your Opposite Type: If you must criticise, do it slowly, constructively and honestly. Discuss and agree upon the deadlines. Take time to discuss all the details. Match and mirror his communication style and slower pace. Respect his personal competencies. Recognise his solid efforts and acknowledge his input. John Bradford: When dealing with your opposite type DO NOT: Be vague or rush him. Ignore his authority for the sake of it. Create a hostile environment devoid of feelings. Use his quiet demeanour to seek to dominate or control. Go to a meeting with him without adequate facts and figures. Fail to be attentive to his suggestions. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 17. Insights Discovery 3.5 John Bradford Page 17 Suggestions for Development Insights Discovery does not offer direct measures of skill, intelligence, education or training. However, listed below are some suggestions for John’s development. Identify the most important areas which have not yet been addressed. These can then be incorporated into a personal development plan. John may benefit from: Analysing procedures to identify overlaps and possible conflict. Taking life more seriously. Experiencing from the past and focusing on the present. Writing lengthy and comprehensive reports. Taking over fewer new projects. Doing a detailed analysis of how he spends his time. Organising situations so they proceed exactly as he predicts and plans. Trying to finish one thing completely before moving to the next. Becoming less outspoken and empathetic. Accepting rather than rejecting negative feedback. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 18. Insights Discovery 3.5 John Bradford Page 18 Management Creating the Ideal Environment People are generally most effective when provided with an environment which suits their preferences and style. It can be uncomfortable to work in an environment which does not. This section should be used to ensure a close match between John’s ideal environment and his current one and to identify any possible frustrations. John’s Ideal Environment is one in which: He can set the pace. He can turn a vision into reality. Decisions can be made quickly. He is free to be himself. There are like-minded colleagues to provide invention, enthusiasm and fun. There is ample opportunity to express ideas. Detail and routine tasks are carried out by someone else. The game is never over. There is a wide variety of differing tasks and challenges, with teams fully supported. The daily “battle” can be fought on a large “field” with few boundaries. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 19. Insights Discovery 3.5 John Bradford Page 19 Management Managing John This section identifies some of the most important strategies in managing John. Some of these needs can be met by John himself and some may be met by his colleagues or management. Go through this list to identify the most important current needs, and use it to build a personal management plan. John needs: Take the time to smell a few more roses. To fully understand the corporate mission. Consistent recognition of his achievements. Varied work, which will incorporate his creativity and allow his free expression of ideas. Worthy and talented competition. Practical follow-through and a support structure to handle the completion of projects. Regular reinforcement of goals, activities and timeframes. Freedom from controls, supervision and details. Compliments and admiration for work accomplishments. Some social prestige within the role. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 20. Insights Discovery 3.5 John Bradford Page 20 Management Motivating John It has often been said that it is not possible to motivate anyone - only to provide the environment in which they will motivate themselves. Here are some suggestions which can help to provide motivation for John. With his agreement, build the most important ones into his Performance Management System and Key Result Areas for maximum motivation. John is motivated by: Team activities to lighten the gloom. Public recognition. New principles and imaginative concepts. Working towards targets, goals and objectives. People who express flair, talent and creativity. Tasks which predominantly involve the group. Knowing he has the approval of others. Financial incentives, with bells and whistles! The availability of support staff to assist with some of the “paperwork”. “Pioneering” opportunities with little limitation. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 21. Insights Discovery 3.5 John Bradford Page 21 Management Style There are many different approaches to management, most of which have different situational applications. This section identifies John’s natural management approach and offers clues to his management style, highlighting both gifts and possible hindrances that can be further explored. In managing others, John may tend to: Fail to listen actively to the views and opinions of others. Provide “life force” and energy to the team. Appear somewhat shallow at times. Lead the team with his energy, enthusiasm and personal charisma. Offer tangible rewards for extra effort. Give team members plenty of freedom. Seek to boost team performance through exceptional personal input. Motivate best when working towards a bonus or prize. Choose “favourites” in his team and offer them individual inducements to achieve objectives. Prompt people who naturally work at a slower pace. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 22. Insights Discovery 3.5 John Bradford Page 22 Effective Selling Chapter Effective selling has three main requirements: First, the salesperson must understand him or herself, and how to build on strengths and develop any areas of weakness, aware of how different customers perceive him or her. Secondly, the salesperson must understand others - particularly customers - who are different. Customers will often have opposing needs, expectations, desires and motivations than those of the salesperson. These distinctions need to be appreciated and respected. Thirdly, the salesperson must learn to adapt his or her behaviour to relate to, connect effectively with, and influence, the customer. This chapter is designed to support the development of each of these requirements at each stage of the sales process. The model below illustrates the conceptual overview of each of these different stages and the corresponding sections explored in this chapter. Use the Effective Selling Chapter to develop strategies for improved customer relationships, greater self-understanding and more & greater sales. 6. Follow-up & Follow-Through 5. Gaining Commitment 4. Dealing with Buying Resistance 3. Proposing The Solution 2. Identifying Needs 1. Before The Sale Begins © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 23. Insights Discovery 3.5 John Bradford Page 23 Selling Style Overview These statements provide a broad understanding of John's selling style. Use this section to gain a better understanding of his approaches to his customer relationships. Inventive and gregarious, John's intuitive vision constantly results in new sales ideas. When prospecting with someone with whom he connects, John will often enjoy talking about his personal experiences. In most cases this will be an effective strategy in building the sales relationship, but he must also be careful to listen intently. John can be quick witted and positive. His bubbly personality helps to build good customer relationships. John is warm-hearted, popular and sociable, with a large number of friends and business acquaintances. He may believe that he can talk his way round any customer. He encourages independence in others. He is a "networking" expert and likes to develop a large bank of varied prospects. Motivated by the needs of his customers, he provides real and practical assistance through direct action and co-operation. More reserved customers may feel impressed, though perhaps exhausted, by his sales presentation. He usually makes a great effort to go the extra mile in the service of his customers. John displays high energy in most sales activities, using his persuasiveness and creativity to secure customer commitment. John is a verbally skilled communicator who can present appealing images to people, excelling in bringing future or intangible benefits into the present. He is externally directed and is skilled in identifying the wants and motivations of his customers and prospects. He will reap greater benefits in the sale if he makes a more conscious effort to be sure to obtain, and listen carefully to, his customer's views and fully integrate them into his business proposal. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 24. Insights Discovery 3.5 John Bradford Page 24 Before The Sale Begins The sale begins long before the formal sales process starts and continues long after it ends. Here are some of the key ideas that John needs to be aware of in the initial stages when planning and approaching the customer. John's key strengths before the sale begins: Balances task and people issues in account planning. Empathises well with the customer's issues. Uses his imagination to create high value leads and opportunities. Sets a fast prospecting pace. Is responsive to requests for help. Enjoys meeting new customers and building relationships. Before the sale begins John could: Allocate time and effort to developing his product knowledge. Assess any risk openly and honestly. Reflect on call objectives, and put them in writing. Recognise the benefits of a more carefully planned call preparation. Prioritise his prospecting more effectively. Do more research into the customer, the market and the competition. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 25. Insights Discovery 3.5 John Bradford Page 25 Identifying Needs In identifying needs, the goal is to find out what the customer's real problems are. Here is an overview and some advice relating to how John may identify customer needs. John's key strengths in identifying sales needs: Promptly addresses critical concerns that might preoccupy his customer. Generates a fast pace for the interaction. Articulates critical issues when communicating his view of customer priorities. Adopts a direct, versatile and robust interviewing style. Motivates his customers to extend his or her horizons. Shows strong relating skills. When identifying needs John could: Ask paced and probing questions which open up the customer's earlier responses or statements. Probe more and assume less. Add a truly consultative approach to his repertoire. Remember the importance of gathering fuller details for complex processes. Be less eager to offer immediate "fix-it" solutions. Tell less and learn more! Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 26. Insights Discovery 3.5 John Bradford Page 26 Proposing Having identified the customer's needs, the proposing phase should close the gap between their needs and the current situation. Here are some of the keys for John to develop a powerful and effective proposing style. John's key strengths in proposing: Brings brightness and "theatre" to the process. Employs an emotive language which engages the customer's attention. Maintains his high standards in telling it like it is. Copes well with the unexpected. Can display high levels of energy when proposing. Prefers situations that are fast-paced and dynamic. When proposing John could: Get organised and prepare - avoid being caught later by the important detail. Support the use of systems and procedures into the process. Support his statements with written evidence. Avoid a tendency to oversell the advantages. Consider immediate needs in tandem with future possibilities. Take care not to overwhelm with emotional enthusiasm. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 27. Insights Discovery 3.5 John Bradford Page 27 Handling Buying Resistance If the customer relationship has been built effectively, buying resistance should be low. However, this section suggests strategies for John to deal effectively with buying resistance. John's key strengths in dealing with buying resistance: Answers questions creatively and with authority. Is constantly alert to customer concerns. Responds to resistance in a positive manner. Accepts resistance simply as a challenge that must be overcome. Appeals to logical and emotional motives when responding to the customer. Uses intuition to uncover the hidden blockers to the sale. When dealing with buying resistance John could: Interpret "negative feedback" as "constructive feedback", and avoid taking it too personally. Probe more to discover the customer's real fears. Remember the importance of asking more questions and really listening to the answers. Remember to recap on areas of agreement. Seek first to understand before trying to be understood. Regularly restate and confirm the customer's needs. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 28. Insights Discovery 3.5 John Bradford Page 28 Gaining Commitment The close should be the natural progression of the sale, not the conflict at the end! When your customer trusts you, is clear about what they are buying and needs what you have to sell, you are ready to propose commitment. Here are the strengths and suggestions for development in John's closing style. John's key strengths in gaining commitment to the sale: Readily deals with the unexpected. Persuades and motivates towards sale completion. Anticipates a positive outcome to every situation. Helps customers to identify optimum outcomes. Focuses on future long-term benefits. Can use both authority and involvement to lead his customer through the process. When gaining commitment John could: Ask more questions. Refrain from over-assuming during the sales process. At times, try taking smaller steps. Understand that "risk" means different things to different people. Be more methodical about gathering all the details. Respect that certain customers need more time to reflect before deciding. Minimise misunderstandings by assuming less. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 29. Insights Discovery 3.5 John Bradford Page 29 Follow-up and Follow Through It is your job, having built a relationship with your customer, to continue that relationship and to be of service to your customer beyond the initial sale. Here are some ideas which John can use to support, inform and follow-up with the customer. John's key strengths in sales follow-up and follow through: Will take action quickly to resolve service issues. Develops a broad networking base of contacts. Relies on social interaction to maintain customer relationships. Sees people and ideas as the key to success in sales support. Enjoys the customers' company and sees many of them as friends. Is good at creating a referral flow as a result of positive customer contact. When following-up and following through John could: Ask for referrals and testimonials to be provided in writing. Discipline himself to attend regular reviews with a prepared agenda. Double check all the paperwork before giving it to his customer. Ensure that he has received the payment before spending the bonus cheque! Check his customers' levels of satisfaction more regularly. Curb a desire to "hit and run" with repeat business or servicing commitments. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 30. Insights Discovery 3.5 John Bradford Page 30 Sales Preference Indicators Before The Sale Begins Researching 3.7 Building Trust 4.4 Clear Objectives 4.5 Getting Appointments 9.0 Identifying Needs Listening 1.4 Questioning 2.5 Encouraging 5.6 Creating Opportunities 8.9 Proposing Focused & Relevant 4.6 Enthusiastic Presentation 8.4 Shows Understanding of Needs 3.6 Organisation & Accuracy 2.0 Dealing With Buying Resistance Direct Handling of Objections 6.1 Persuasion 8.3 Clarifying Details 4.1 Meeting Concerns 3.6 Gaining Commitment Closing 9.0 Flexibility 4.7 Minimising Risks 1.4 Meeting Clients' Needs 3.0 Follow-up And Follow Through Maintains Contact 2.8 Account Planning 4.5 Relationship Maintenance 5.2 Developing the Account 8.5 © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 31. Insights Discovery 3.5 John Bradford Page 31 Personal Achievement Chapter At its best, life is a rewarding journey of personal exploration and growth. This chapter is designed to focus on several highly important aspects of personal development. Using the guidance suggested in these pages can lead to exciting changes and can have a profound impact on success. The sections will help John define his life's purpose, set his goals and organize his time and life to achieve them. It offers suggestions on how he can tap into his natural creativity, and unleash further creative potential from deeper aspects of his personality, to overcome any obstacle. Finally, it gives powerful suggestions for John to understand and enhance his preferred learning styles. When applied, the ideas contained in this profile can provide insights and support to life’s journey of development. © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 32. Insights Discovery 3.5 John Bradford Page 32 Living on Purpose Having a sense of purpose and worthy goals are important to building a strong foundation for a successful life. Here are some of the things John should be aware of in setting goals and defining his purpose. Living on purpose John can work towards his results equally well either on his own or in a team environment. He may lose heart if his personal goals are severely questioned by others whom he respects. His life's purpose may not be well defined, although he has an over-riding awareness that he is working towards something significant. Skilled at setting broad, long term objectives, he should endeavour to break these down into smaller steps. Occasionally he will work in a determined way for extensive periods, recognising an opportunity to excel. Often charming and persuasive, he is able to harness the support of others in achieving his objectives. John's self-esteem is strongly linked to his personal achievement and recognition, so visionary goals are important for him. Sometimes distracted by his desire for popularity and acceptance he may unconsciously set goals which gain approval rather than stretch him as an individual. He drives towards his objectives at his own fast pace rather than follow a more moderate one set by others. He will initiate many goals, in the knowledge that just some will be completed. He needs a variety of different activities to avoid repetitive tasks and the risk of losing interest through boredom. Always open to change, John can direct team members towards turning the vision into reality. Although he prefers his own time scales, he can focus on team deadlines when necessary. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 33. Insights Discovery 3.5 John Bradford Page 33 Time and Life Management Benjamin Franklin said "Dost thou love life? Then do not squander time, for that is the stuff life is made of". This section contains some strategies that John can use to become more effective in the area of time and life management. Choose the most significant ones and apply them every day for high levels of effectiveness. In managing his time, John, Suggested Action For Development Will often try another approach if time Set a deadline, with milestones, and is running short. stick to the plan where practical. Will gravitate towards the most exciting Apply energy to the most important or newest challenge first. instead. Thrives on considering the next "big Ask - "What is the fatal flaw?". project". Has difficulty concentrating on one Be sure to see one task through to topic for long periods. completion. Is versatile, adaptable, and flexible in Ensure he is managing time and not the role. vice-versa. Plans spontaneously to good effect. Remember failing to plan is planning to fail! Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 34. Insights Discovery 3.5 John Bradford Page 34 Personal Creativity Creativity has been defined as seeing the same thing as someone else but thinking something different. Different people have different creative strengths. This section identifies some of John's creative characteristics and how he can build on them. In his creativity, John, Suggested Action For Development Will tackle change in any part of a Follow through to completion to be system. more effective. Likes the encouragement of others to Use criticism to build on, not destroy remain confident and productive. the idea. Can address diverse issues Allow adequate time for analytical simultaneously. reflection. Prefers a less structured approach. Stick to one thing at a time to avoid frustrating others. Uses lateral thinking as his mind set. Be aware that others may not always follow his reasoning. Generates many ideas in his head. Take time to commit ideas to paper and evaluate their viability. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 35. Insights Discovery 3.5 John Bradford Page 35 Lifelong Learning Continual learning is a key part of personal development and growth. This section identifies several ideas John can use to learn more effectively. Use these statements to map out a learning strategy and to create the environment for optimum personal growth. John's preferred learning style is supported when he: Tries out non-traditional approaches. Has a job description that offers learning opportunities through task and people. Bounces ideas around and turns the best of these into action. Finds new applications and links for existing theories. Can seek opinions from others on their experiences. Is more open to the impact of humour. John can stretch in learning by: Occasionally working on his own, uninterrupted, for a period. Setting regular time aside for disciplined study and reading. Setting aside time to study the problem in depth. Preparing more for a learning session. Paying attention to details beneath the big picture. Disciplining himself to slow down and adopt a more considered approach. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 36. Insights Discovery 3.5 John Bradford Page 36 Learning Styles John Bradford 12/05/2010 Focused Thinking Detached Practical Analysis Action Systematic Intuitive Processing Experimentation Considered Interactive Reflection Participation Flexible Involvement Focused Thinking Practical Action Intuitive Experimentation Interactive Participation Flexible Involvement Considered Reflection Systematic Processing Detached Analysis Less Comfortable Comfortable Preferred © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 37. Insights Discovery 3.5 John Bradford Page 37 Interview Questions This section lists several questions which can be used in interviewing John Bradford. The questions can be used as they appear here, or can be adapted to suit the interviewer's own style or needs. The questions are raised by considering issues John may be less comfortable with - those development areas in which he may have fewer strengths. Some or all of these topics should be used along with other questions which may be job specific. Using them will help establish the level of John's self-awareness and personal growth. Interview Questions: What steps would you take to ensure your objectives/targets and commitments were being met? When is it appropriate to have informal and close relationships with your team colleagues? Describe your ideal work environment. How do you react to a "failure"? Do you prefer to get on with a job accepting that there may be a few hitches, or reflect longer on alternative solutions? What percentage of time do you take to consider your approach before acting? What do statistics mean to you? Exactly how much did you earn? Do you like to complete one activity before moving on to another? Describe the ideal way to exchange ideas at a group meeting. Personal Notes © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 38. Insights Discovery 3.5 John Bradford Page 38 The Insights Wheel John Bradford 12/05/2010 BLUE R E F O RM E R RED R 16 1 D E 116 101 I V R R E E C S 15 2 T B O O 36 21 R 136 121 14 3 35 22 34 56 41 23 113 156 141 104 55 42 C 133 54 43 124 O M O 153 144 O 13 4 R 33 24 T D 53 44 I I V N 52 45 A A 32 25 T T 12 5 O 152 145 O R R 132 51 46 125 50 47 112 149 148 105 31 49 48 26 30 27 11 6 129 128 S 29 28 R U E P 7 R P 10 O I R P T S E 109 108 N R I 9 8 GREEN HE L PER YELLOW Conscious Wheel Position 25: Inspiring Motivator (Classic) Personal (Less Conscious) Wheel Position 24: Directing Motivator (Classic) © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 39. Insights Discovery 3.5 John Bradford Page 39 Insights Colour Dynamics John Bradford 12/05/2010 Persona Preference Persona (Conscious) Flow (Less Conscious) BLUE GREEN YELLOW RED BLUE GREEN YELLOW RED 6 100 6 50 3 0 3 50 0 100 0 2.48 0.20 5.72 4.08 0.28 1.92 3.52 5.80 8.3% 41% 3% 95% 68% 5% 32% 59% 97% (Conscious) (Less Conscious) © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
  • 40. Insights Discovery 3.5 John Bradford Page 40 Jungian Preferences John Bradford 12/05/2010 Attitude/Orientation: 100 0 100 Introversion (I) Extraversion (E) Rational (Judging) Functions: 100 0 100 Thinking (T) Feeling (F) Irrational (Perceiving) Functions: 100 0 100 Sensing (S) Intuition (N) (Conscious) (Less Conscious) © Copyright 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.