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©Link-up International Pty. Ltd. - April 2010
Trademarks are the property of Link-up International Pty Ltd
® registered trademark
WorkingWorking
EffectivelyEffectively
With:With:
DEEPINDERDEEPINDER KAURKAUR
I.D.I.D. ™:™: 84728472

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©Link-up International Pty. Ltd. - April 2010
Trademarks are the property of Link-up International Pty Ltd
® registered trademark
REVIEW THIS REPORT BEFORE KEY COMMUNICATIONS AND INTERACTIONS WITH
DEEPINDER
Using the strategies contained in the report will help you to build a rewarding,
productive and sustainable relationship with Deepinder. You will be better able to drive
her engagement and participation; support her to make timely and effective decisions
and; motivate her to deliver on specific tasks and bigger picture goals. Overall, you
can expect to increase the quality of the results you achieve in your work together and
accelerate the pace at which you deliver them.
You can use the strategies in this report whether Deepinder is your direct report; your
leader; a peer from your immediate team; a co-worker from a project team; or any
stakeholder key to your success.
DEEPINDER’S INSTINCTIVE DRIVES™
88 44 77 2
DEEPINDERDEEPINDER’’SS
I.D.I.D. 
 USEUSE
thethe InstinctInstinct toto
Verify™Verify™
 AVOID
thethe InstinctInstinct toto
Authenticate™Authenticate™
 USEUSE
thethe InstinctInstinct toto
CompleteComplete ™™
 AVOID
the Instinct to
Improvise™
The strategies in this report are based upon Deepinder’s Instinctive Drives which identify
the innate needs that drive and motivate her. When Deepinder works in an
environment where her I.D. needs are met, she is able to operate at her peak
performance more consistently, experiencing greater success, less stress and more
fulfilment in the things she does. She will also demonstrate the natural talents that
become clear when an individual is able to work with and not against his or her
instinctive and best way of doing things.
Keep in mind, your I.D. needs may be different than Deepinder’s and much of the way
in which you communicate and interact with her will be based on your own instinctive
needs and motivations.
The strategies contained within this report will help you minimize the frustrations that can
result from the differences in the way that you and Deepinder work at your best;
maximize the benefits of what may be your different, but complementary natural
talents and; enable you to start open and honest conversations from a place of greater
understanding, even when there are potentially challenging or sensitive issues to be
raised and addressed.
If you would like to like to find out more about Instinctive Drives, please visit:
instinctivedrives.com

3. Page 3 of 4
©Link-up International Pty. Ltd. - April 2010
Trademarks are the property of Link-up International Pty Ltd
® registered trademark
OUTLINE THE PURPOSE, OVERALL PLAN AND AREAS FOR IMPROVEMENT AND LEVERAGE
To get her interested and on board with a new project or opportunity, share with
her its underlying purpose and the context around it. Show her the connections
between a particular project or initiative and the bigger picture for the business
and also identify any links to her personal plans.
Outline the specific improvements the project will drive along with how both
inputs and outcomes can be leveraged to achieve further gains elsewhere. To
make her best contribution she will need to see that there is a thorough plan of
attack in place and clarity over key milestones and deliverables at a project and
personal level, along with certainty that they can be achieved.
REQUEST HER INPUT, ADVICE AND PERSPECTIVE AT AN EARLY STAGE
Get her involved in the decision making process at an early stage by inviting her
input, perspective and advice especially if she has associated expertise and
personal skin in the game as this will drive ownership and buy-in. The more
involved she feels in developing the right strategy to move something forward,
the more she will own it.
If she cannot be involved in a key decision, she needs to fully understand your
thinking e.g. why and how you made the decision. She will also need the
opportunity to discuss the impact of the decision itself.
TAKE THE TIME TO BUILD A RELATIONSHIP AND UNDERSTAND HER THINKING
Take the time to build a personal connection with her. Demonstrating your
ability to walk in her shoes and truly understand her thinking and motivations will
drive quicker buy-in on her part. This will involve focusing on building rapport
before addressing what needs to be done. Feeling that you get her i.e.
understand her philosophy, plans, values and priorities will drive a more
productive working relationship on an on-going basis.
When working together you may sometimes perceive gaps between her actions
or behavior and the thinking she has shared with you. Give her the benefit of the
doubt with regard to her intentions. Then, have a conversation with her to seek
to understand the gap rather than to criticize.
GIVE HER REGULAR UPDATES AND TIME TO SHARE THOUGHTS, NEEDS AND CONCERNS
Give her regular, consistent progress updates throughout the life cycle of the
project including any information relating to risks and changes that may impact
the team’s deliverables and morale.

4. Page 4 of 4
©Link-up International Pty. Ltd. - April 2010
Trademarks are the property of Link-up International Pty Ltd
® registered trademark
There will often be more going on under the surface than she immediately
reveals as she will wait for the right time to ask for more information or share her
concerns. Check-in to see if she needs more detail or context to keep moving or
to see if there is anything on her mind that she’d like to share: this can often
reveal things that may be holding her back personally and or insights that are
valuable to ensuring project success.
GIVE HER TIME AND SPACE TO THINK THINGS THROUGH
When presenting new information; changing direction; asking advice or
requesting a decision; give her time to think things through at her own pace and
in her own space e.g. by pausing the conversation and checking back in or
asking her to get back to you. This will meet her need to give you a response
that has considered all the risks and ramifications. She will not be able to do this
at her best where she feels under pressure. She will need evidence and data to
inform her thinking.
GIVE HER UNINTERRUPTED TIME TO FOCUS AND ADVANCED NOTICE WHEN POSSIBLE
Her productivity levels will be extremely high when she can have periods of
uninterrupted time where she can focus and churn through big chunks of work.
Work with her to identify a method for grabbing her attention on really urgent
issues during these times. Her ability and willingness to deal with real fires i.e.
unforeseen changes will be at its highest if she gets advanced notice of those
things that really don’t have to be last minute.
Similarly giving her advanced notice of the purpose of meetings, along with
some headlines of her expected contribution, will maximise the input and value
she will add.
To discover your own I.D., order your own Collaboration Report, or learn more about
Instinctive Drives, please visit: instinctivedrives.com