Alison Daniels - 27 Helping Inspirer (Classic) - 11_09_2009

Alison Daniels
11/09/2009
Personal Profile
Foundation Chapter
Management Chapter
Interview Chapter

Insights Discovery 3.5 Alison Daniels Page 2
© Copyright 1992-2013 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
http://www.insightsworld.com/
Personal Details
Alison Daniels
National Training Manager
adaniels@otsuka.co.uk
OPUK
25 Golwyg y Twr
Pontarddulais
Swansea
UK
SA4 8EA
07795111440
Date Completed 11/09/2009
Date Printed 08/10/2013
Insights Learning and Development Ltd.
Jack Martin Way, Claverhouse Business Park, Dundee, DD4 9FF, Scotland
Telephone: +44(0)1382 908050
Fax: +44(0)1382 908051
E-mail: insights@insights.com

Contents
Introduction 4
Overview 5
Personal Style 5
Interacting with Others 6
Decision Making 6
Key Strengths & Weaknesses 8
Strengths 8
Possible Weaknesses 9
Value to the Team 10
Communication 11
Effective Communications 11
Barriers to Effective Communication 12
Possible Blind Spots 13
Opposite Type 14
Communication with Alison's Opposite Type 15
Suggestions for Development 16
Management 17
Creating the Ideal Environment 17
Managing Alison 18
Motivating Alison 19
Management Style 20
Interview Questions 21
The Insights Wheel 22
Insights Colour Dynamics 23
Jungian Preferences 24

Introduction
This Insights Discovery profile is based on Alison Daniels’s responses to the Insights
Preference Evaluator which was completed on 11/09/2009.
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 Alison’s work style. Use this section to
gain a better understanding of her approaches to her activities, relationships and decisions.
Personal Style
Seen by others as spontaneous and charming, Alison is persuasive, loves surprises and enjoys
finding unique ways of bringing delight and unexpected pleasure to others. She may become
pessimistic and gloomy when she is thwarted or fails to see ways to make the important
changes in her life. She tends to have an interest in the new and unusual and is gifted at
expressing her feelings. Alison displays fierce loyalty to and for people who report to her. Her
home will be a haven for people to have a good time, and will have mementoes or photographs
of people having a good time!
Alison is optimistic and positive, living mainly in the here and now. Exhibiting a tendency to
become concerned and hurt if her ideas are met with indifference or criticism, she may take
conflict and rejection personally. Alison seeks greater fulfilment in her life through the offering
of help and service to others. Alison can be very effective in using her concern for others to
ensure involvement. One of Alison's strengths is an ability to let others work at their own pace
coupled with an awareness of the unique contribution each person makes.
She welcomes support, encouragement and social interaction, especially during stressful
encounters when she may need to consciously divert her energy to more practical tasks to show
positive results. Attending to others' wants is felt by her to be a satisfying, legitimate way of
expressing her own deeper needs. She is good at “reading“ people and situations and will
seldom be far wrong about the motivation or intent of another person. Despite this, she may be
hurt when a relationship goes wrong. She may benefit from taking a step back to consider the
cause and effect of her actions, and from practising becoming more tough-minded. She is
warm and gracious and believes in a philosophy of “live and let live”.
She pays scant attention to negative, pessimistic or divisive situations or conclusions. Being
tolerant of other people, Alison is seldom critical and usually willing to give people the benefit
of her trust. Able to cope with a number of projects at once, Alison gets a lot of enjoyment
from the social aspects of work. She tends to be light-hearted and sunny, and because she
constantly seeks to avoid painful experiences, she tends to steer away from personal anxieties.
Alison radiates goodwill and enthusiasm. She is optimistic about life in general and human
potential in particular.
Alison is sympathetic, empathic and affable. She flourishes in jobs where she can be of
constant service or use her talent to persuade. Although her feelings are deep they can change
quickly with her mood. With her friendly organisational skills, Alison is supportive of other
colleagues and will enthuse over most projects. At her best in jobs which deal with people and
situations that require co-operative working, she dislikes impersonal tasks and work demanding

factual accuracy, unless she can be free to include the people factor.
Interacting with Others
Even-tempered and tolerant, Alison constantly tries to be the diplomat. She excels in
promoting harmony around her. She values harmonious human contacts and works well in jobs
dealing with people. She prefers a stimulating life of co-operation and harmony. She tends to
avoid conflict rather than engage it with creative solutions. Alison is very co-operative and
articulate, communicating sympathy, concern and a willingness to become involved.
Alison probably prefers more relaxed social interaction. Do not assume this to be an indication
that she is not serious about important issues. She may assume that she can talk her way round
anybody. She is warm-hearted, popular and sociable, with a large number of friends or
acquaintances. Alison is both charming and popular, constantly enthusing through her gift of
ready articulation. She may become rather over-emotional when stressed. Her major goal is to
create and maintain good feeling and harmony among the people she relates to.
Alison is seen by others as an easy-going, talkative and practical person. Seldom at a loss in
any situation, she can be relied on to say something appropriate to put people at their ease. She
enjoys meeting like minded people, to allow her to relate her experiences at length. Aware of
the needs of those around her and sympathetic to those in trouble, Alison brings harmony into
the workplace. Alison brings harmony and goodwill to any situation in which she finds herself.
Compassion, caring, warmth and contented relationships are important to her.
Decision Making
Alison's tendency to think “out loud” enables others to follow her line of thinking. When a
situation demands forceful tactics, she can take the action necessary but will seldom go to
extremes to obtain retribution or reward. Concern for others' welfare can affect the validity of
her decisions. Trying to focus more on the facts, not just on the people, can be helpful in her
decision making. She has the ability to appear to listen to other people's viewpoints but may not
necessarily be hearing or intending to action them.
She would often rather make any decision than no decision at all. She may make decisions
without considering all the consequences of her actions. Highly technical or factual
information may appear dry and uninspiring to her and may not receive her full attention. She
is prone to jump to conclusions and may act on assumptions that may well turn out to be
wrong. She may value opinions over facts in considering a possible course of action.
In her attempts to please others she may make promises she cannot fulfil. A tendency to take
rejection and conflict personally may lead to her not taking early notice of the opinions of key
members of the team. She sees herself as realistic, practical and matter-of-fact, although others
may not always see the practicality of some of her decisions. She has an ability to see the need
of the moment and then deal with it. Her occasional failure to face up to disagreeable facts can
mean that problems are sometimes ignored rather than solutions sought.

Personal Notes

Key Strengths & Weaknesses
Strengths
This section identifies the key strengths which Alison brings to the organisation. Alison has
abilities, skills and attributes in other areas, but the statements below are likely to be some of
the fundamental gifts she has to offer.
Alison’s key strengths:
Gracious, charming, empathetic and considerate.
Enjoys having lots of harmonious relationships.
Participative and involved team player.
Can act spontaneously.
Investigative, interested and inventive.
Willing to be involved in most activities.
High ego strengths.
Will work to ensure harmony and equity.
Knows how to enjoy the journey as well as the destination.
Highly resourceful around people.
Personal Notes

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. Alison's responses to the Evaluator have suggested
these areas as possible weaknesses.
Alison’s possible weaknesses:
Fails to recognise the finer nuances.
Tasks can be left undone if something more interesting comes along.
Focusing on superficial analysis and failing to appreciate subtle underlying trends.
Becomes impatient with routine and repetition.
Tends to exaggeration.
Finds it difficult to concentrate on a single topic for long periods.
May be prone to embellishing the truth.
Not always attracted to what is practical.
Can be overly sensitive or caring.
Can easily feel rejected or unhappy.
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
Alison brings, and make the most important items on the list available to other team members.
As a team member, Alison:
Makes friends quickly and easily.
Has strong personal and interpersonal skills.
Develops high self-worth through group development and bonding.
Is a constant source of inspiration and fun.
Ensures there is never a dull moment where she is involved!
Influences others by her infectious enthusiasm.
Bolsters and promotes team spirit.
Enjoys an empathic approach to others.
Is loyal and conscientious and will work hard to produce results.
Is a good general all-rounder in team relationships.
Personal Notes

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 Alison.
Identify the most important statements and make them available to colleagues.
Strategies for communicating with Alison:
Give praise and thanks for a job well done.
Always seek her willing co-operation.
Be alive and entertaining.
Adapt to sudden changes in direction.
Be clear on completion details.
Keep the conversation lively.
Provide information that stimulates conversation.
Agree exactly what needs to be done.
Recognise her relationship abilities.
Indulge in speculation and offer opinions readily.
Offer praise and appreciation when due.
Be aware of her social interests.
Personal Notes

Communication
Barriers to Effective Communication
Certain strategies will be less effective when communicating with Alison. 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 Alison, DO NOT:
Remove the opportunity for socialising.
Be dull, dour or redundant.
Delegate routine or boring tasks to her.
Expect her to respond favourably if you dictate to her on policy or procedures.
Inhibit or restrict “networking” opportunities.
Restrict or restrain her natural exuberance.
Judge, criticise or embarrass her in public.
Forget to be aware and tolerant of her views.
Over-delegate “key” responsibilities, deadlines and general tasks.
Take credit for her ideas.
Act aggressively or reject her ideas without explanation.
Take issue with her demeanour or jaunty disposition.
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.
Alison’s possible Blind Spots:
Alison has a difficult time saying no or asking for help. While appreciative of good work,
critical glances may reveal Alison's impatience with errors or poorer quality output. She should
allow more distance between self and colleagues in interactions. She needs to be aware that
not everyone likes to be touched. She values friends and may tend to filter only their positive
attributes. Taking the time to pay closer attention to what is actually going on in the world
around her and listening carefully to both the input and reactions of others will help her.
She should be careful not to leap too quickly without considering the consequences, making
sure that she completes the tasks she is responsible for before turning to more enjoyable
matters. She tends to ignore her problems instead of finding rational solutions for them and
needs to try to keep her eyes and mind open as well as her heart. Alison is so emotionally
entangled in her projects that she is very sensitive to negative criticism of her work. While she
can be charming, funny and entertaining, occasionally she gives the impression of insincerity.
She is genuinely interested in others and may seek to get on closer terms with those who
particularly interest her. She is occasionally taken advantage of and can be hurt in the process.
She needs to learn to deal more directly and honestly with conflict, trusting that her natural
sensitivity to others' feelings will provide her with what needs to be done even in the most
difficult situations. Although she can do certain detailed work she will tend to be less careful
and more restless in longer term projects. Trying to be less sensitive would enable Alison to
hear the often helpful information that is contained in constructive criticism.
Personal Notes

Opposite Type
The description in this section is based on Alison'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:
Alison’s opposite Insights type is the Observer, Jung’s “Introverted Thinking” type.
Observers are precise, cautious and disciplined and are painstaking and conscientious in work
that requires attention and accuracy. They are objective thinkers, concerned with the right
answer and will avoid making quick decisions. Alison may see the Observer as hesitating to
acknowledge a mistake or as becoming immersed in researching for data to support an isolated
view.
Observers tend not to trust strangers and will worry about outcomes, their reputation and their
job. They are reticent about expressing their feelings and Alison will often see the Observer as
unresponsive, cool and uncaring. Observers draw conclusions based on factual data. They
may be slow at producing results, as gathering data is the stimulating part of the job for them.
Observers like to make rules based on their own standards and apply those rules to daily life.
Alison may find herself at odds with Observers due to their private nature and lack of
enthusiasm for social events. Introverted analysis may prevent the Observer from expressing
thoughts as readily as Alison would wish.
Personal Notes

Opposite Type
Communication with Alison's Opposite Type
Written specifically for Alison, this section suggests some strategies she could use for effective
interaction with someone who is her opposite type on the Insights Wheel.
Alison Daniels: How you can meet the needs of your Opposite Type:
Provide evidence to appeal to her senses.
Leave personalities out of the discussion.
Use “should” rather than “must”.
Be precise and detailed.
Let her know the unique contribution she is making.
Allow her to explain the logic behind her views.
Alison Daniels: When dealing with your opposite type DO NOT:
Give instructions without reasons.
Be flippant, inconsistent, fanciful or ostentatious.
Expect rapid acceptance of changes to her accepted methods.
Take adversity light-heartedly.
Call on her when uninvited.
Be boastful.
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 Alison’s development. Identify the most
important areas which have not yet been addressed. These can then be incorporated into a
personal development plan.
Alison may benefit from:
Becoming neater, tidier, more systematic and orderly.
Reaching decisions only after weighing up all the alternatives.
A better sense of what is right and what is wrong.
Help to discover the real meaning behind the statistic.
Working alone in a concentrated mode for extended periods.
Having things well thought out in advance.
Sticking to the to-do lists she makes.
Asking searching and probing questions.
Standing back to consider all the alternatives.
Being left alone to work quietly.
Personal Notes

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 Alison’s ideal environment and
her current one and to identify any possible frustrations.
Alison’s Ideal Environment is one in which:
Ideas can be practically applied.
She has opportunities to reinforce one-to-one relationships.
She is kept busy on a variety of tasks.
The workplace layout is designed for comfort and practicality.
The surroundings may be comfortably and classily furnished and decorated.
There are opportunities to socialise with colleagues in and out of work.
There may be noise, i.e. music or a general “buzz” of excitement.
There is space for plenty of holiday/leisure time.
Relationships are informal and there is opportunity for social contact with colleagues.
Relationships are fast and friendly.
Personal Notes

Management
Managing Alison
This section identifies some of the most important strategies in managing Alison. Some of
these needs can be met by Alison herself and some may be met by her colleagues or
management. Go through this list to identify the most important current needs, and use it to
build a personal management plan.
Alison needs:
Experience of working with peer groups to develop perspective and balance.
Some help in resolving conflict and discipline issues.
As little time as possible spent on the details.
Freedom from controls, supervision and details.
More frequent evaluation and appraisal.
To be aware of her frenetic work pace and recognise the effect this may have on others.
Help in thinking “outside the box”, or beyond the traditional.
The opportunity of networking during her working day.
Help in delegating tasks and recognising priorities.
Regular reinforcement of goals, activities and timeframes.
Personal Notes

Management
Motivating Alison
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 Alison. With her agreement, build the most important ones into
her Performance Management System and Key Result Areas for maximum motivation.
Alison is motivated by:
Status symbols that represent success.
Tasks which predominantly involve the group.
Tasks which necessitate “group” involvement.
Freedom from constraints and supervision.
Being made to feel “one of us”.
Challenging and changing the “status quo”.
The prospect of working for the common good.
Investment in equipment for her exclusive use that encourages her sense of worth.
A “key” role within a successful team.
Congratulations for her exceptional efforts.
Personal Notes

Management Style
There are many different approaches to management, most of which have different situational
applications. This section identifies Alison’s natural management approach and offers clues to
her management style, highlighting both gifts and possible hindrances that can be further
explored.
In managing others, Alison may tend to:
Be articulate, verbally expressive and animated.
Value team performance as well as individual performance.
Lose sight of the objectives of meetings, often turning them into social events.
Not adhere rigidly to time deadlines or restrictions.
Allow an individual too much freedom.
Choose “favourites” in her team and offer them individual inducements to achieve
objectives.
Be good at initiating and developing team contacts.
Appear superficial and rather flamboyant to some.
Inspire the team with her grand visions.
Become distracted by peripheral events, losing sight of the key objectives and outcomes.
Personal Notes

Interview Questions
This section lists several questions which can be used in interviewing Alison Daniels. 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 Alison may be less comfortable
with - those development areas in which she 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 Alison's self-awareness and personal growth.
Interview Questions:
Not everyone reacts as quickly as you - is this speed a plus or a minus?
What attracts your interest in your industry's/institutes' manuals?
How do you ensure your objectives are understood by others?
When is it appropriate to have informal and close relationships with your team
colleagues?
How does it affect you when you have to say "no" to someone?
Describe procedures you may have introduced and to what end. Aren't procedures just a
hindrance to getting on with the job?
Exactly how much did you earn?
Describe the most complicated matter you have dealt with and how you dealt with it?
Describe the ideal way to exchange ideas at a group meeting.
How good a listener are you?
Personal Notes

The Insights Wheel
Alison Daniels
11/09/2009
R E F ORME R
H E L P E R
M
O
T
I
V
A
T
O
R
C
O
O
R
D
I
N
A
T
O
R
D
I
R
E
C
T
O
R
S
U
P
P
O
R
T
E
R
O
B
S
E
R
V
E
R
I
N
S
P
I
R
E
R
REDREDREDREDREDREDREDRED
YELLOWYELLOWYELLOWYELLOWYELLOWYELLOWYELLOWYELLOWGREENGREENGREENGREENGREENGREENGREENGREEN
BLUEBLUEBLUEBLUEBLUEBLUEBLUEBLUE RED
YELLOWGREEN
BLUE
1
21
41
2
22
42
3
23
43
4
24
44
5
25
45
6
26
46
7
27
47
8
28
48
9
29
49
10
30
50
11
31
51
12
32
52
13
33
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
27: Helping Inspirer (Classic)
Personal (Less Conscious) Wheel Position
27: Helping Inspirer (Classic)

Insights Colour Dynamics
Alison Daniels
11/09/2009
0
3
6
Persona
(Conscious)
BLUE
1.28
21%
GREEN
4.08
68%
YELLOW
5.68
95%
RED
2.88
48%
0
3
6
Persona
(Less Conscious)
BLUE
0.32
5%
GREEN
3.12
52%
YELLOW
4.72
79%
RED
1.92
32%
100
0
100
50
50
Preference
Flow
38.1%
(Conscious) (Less Conscious)

Jungian Preferences
Alison Daniels
11/09/2009
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)

Alison Daniels - 27 Helping Inspirer (Classic) - 11_09_2009

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