Keith Gregoriou - 30 Helping Supporter (Classic) - 14_01_2009

Keith Gregoriou
14/01/2009
Personal Profile
Foundation Chapter

Insights Discovery 3.5 Keith Gregoriou Page 2
© Copyright 1992-2009 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
http://www.insightsworld.com/
Personal Details
Keith Gregoriou
Father, Husband and Project Manager
keith.gregoriou@eur.cushwake.com
Information Technology
45 Woolram Wygate
Spalding
Linconshire
United Kingdom
PE11 1PB
02071525294
Date Completed 14/01/2009
Date Printed 18/12/2009
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 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 Keith's Opposite Type 14
Suggestions for Development 15
The Insights Wheel 16
Insights Colour Dynamics 17
Jungian Preferences 18

Introduction
This Insights Discovery profile is based on Keith Gregoriou’s responses to the Insights
Preference Evaluator which was completed on 14/01/2009.
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 Keith’s work style. Use this section to gain
a better understanding of his approaches to his activities, relationships and decisions.
Personal Style
Keith is patient, flexible and usually easy to get along with, having little personal desire to
dominate and control others. 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. He is warm and gracious and
believes in a philosophy of “live and let live”. Although he has a tendency to undertake too
much, somehow everything gets done in its own time.
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. Normally a flexible and open minded
person, he may dig in his heels to defend something he believes in and that is being threatened.
He has a tendency to play down the rules, particularly if they appear to oppose his values.
Keith tends to be at his most flexible, adaptable and easy-going in everyday living, preferring
to fit in harmoniously with those around him. He tends to be fiercely loyal to his friends,
prepared to sacrifice his own wants for the needs of the other person.
Keith is seen by others as open, mild, modest and rather self-effacing. Serious, conscientious
and loyal, Keith is a dedicated worker. He will seek an environment in which he can be quietly
productive. The kind of work that best suits him requires patience, devotion and adaptability.
He may have difficulty asserting himself and in saying “No”. He can be a rather gentle,
compassionate person, but may be prone to stubbornness at times.
He may speak of or express his ideals indirectly. He will stick to his ideals with passionate
conviction, even though he may find these difficult to talk about at times. Practical and
repetitive mundane work does little to satisfy him as he needs to make a personal contribution.
Keith displays fierce loyalty to and for people who report to him. He tries to live each moment
as a satisfying personal experience.
He resists being labelled by others and is engaged in a never-ending search for self-knowledge
and self-identity. Keith values people who take the time to understand his personal goals and
values. Traditions are important to Keith and are carefully remembered and observed. Loving
and unselfconscious, he may lack a clear sense of his own identity and self worth. Although he
is quite ingenious and idea-oriented, he is rather modest about his finer qualities.
Interacting with Others
In day-to-day matters Keith is flexible, tolerant and adaptable. Frequently reflecting, his
intuitive feelings prompt a sense of the endless possibilities inherent within him as he considers
how such potential may be realised. If he cannot avoid putting off telling someone an

unpleasant truth, he will soften the message by putting it in an affirmative way. He does not
seek positions of “front-end” leadership, preferring to act behind the scenes. His primary desire
is to be of service to other people.
Keith enjoys a team environment that is moderately paced with high levels of morale. He is an
individualistic and independent person, though this may not always be readily apparent due to
his desire to maintain warm and harmonious relationships with others. He has little motivation
to lead others through control, but hopes to see everyone living together harmoniously. At
work, Keith is good at blending productivity with an interest in, and compassion for, the
workforce. He constantly focuses on what is good in others, so he tends to downplay others'
faults, forgiving them for minor slights or hurtful behaviour.
He is seen by most people as kind and sympathetic. He will go to great lengths to promote
fellowship and avoid conflict. He is reticent about conflict and can usually detect, ahead of
others, when a disagreement is about to erupt. He is a casual, personable person who typically
enjoys good relations with others, particularly once he is known or accepted into the fold.
Keith is seen as a gentle, caring and sensitive person who keeps many of his intensely personal
ideals and values to himself.
Decision Making
Keith is good at easing tense situations, enabling competing or conflicting groups to unite. 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. Keith is an excellent “sounding board” for
others who are seeking to explore their own ideas. Keith will respect alternative views and
although he may not agree with them, they will be considered. Non-judgemental and accepting
of others' behaviour in a rather factual way, he notices things around him and will generally
find the deeper meanings within most situations.
He takes a personal approach to living, assessing events through the personal values and ideals
which govern his life. He can resolve conflict positively and reach mutually agreeable
outcomes, taking into account all interests. He has little desire to impress, control or dominate
others, apart from maintaining a commitment to his values and his work. Keith seeks to unite
all parties in a controversy and can readily see the validity of alternative points of view. He
recognises judgements that rely heavily on logical analysis, but then may ignore this in making
his decisions.
Keith will be deeply committed whenever he chooses to undertake a role or task. Keith likes to
gather information and see what solutions naturally emerge. Keith creates a pleasant, flexible
and accepting environment and will regard an emergency situation as an opportunity to display
his helping gifts. He may make decisions without considering all the consequences of his
actions. His quiet demeanour often allows him to get agreement to his alternative solutions.
Personal Notes

Key Strengths & Weaknesses
Strengths
This section identifies the key strengths which Keith brings to the organisation. Keith 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.
Keith’s key strengths:
Spends the necessary time on important people issues.
Compassionate, with a caring and concerned approach.
Usually weighs up all relevant factors before reaching decisions.
Skilled at defusing tense situations.
Usually reads non-verbal signs effectively.
Can facilitate resolution of interpersonal conflict between others.
Affectionate, self effacing and accommodating.
Trustworthiness.
Highly effective where consistent performance is required.
Good listener. Can help others achieve their goals.
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. Keith's responses to the Evaluator have suggested
these areas as possible weaknesses.
Keith’s possible weaknesses:
Was once indecisive, but he is not so sure now!
May become stubborn if pressured.
Will prefer to be reserved and distant until he gets to know someone well.
Over-dependence on rules and procedures.
Finds it difficult to respond to aggression positively.
Needs time to fully understand complex or pressured projects.
Preserves relationships - can interfere with task completion.
Settles snugly into his comfort zone with ease.
Can be manipulated by supervisors or significant others.
May avoid resolving tough issues.
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
Keith brings, and make the most important items on the list available to other team members.
As a team member, Keith:
Shows ingenuity and imagination.
Offers emotional support to others.
Is dependable with a stabilising presence.
Sets high personal standards.
Has a strong sense of duty and takes his work seriously.
Impacts many and varied ideas.
Exhibits patience and conformity.
Is consistent and dependable.
Will be conscious of the human factors in the organisation and the team.
Is keenly aware of group dynamics and involvement.
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 Keith.
Identify the most important statements and make them available to colleagues.
Strategies for communicating with Keith:
Expect him to come back later for clarification.
Praise quietly and sincerely - be open and honest.
Encourage the expression of feelings which might remain unsaid.
Listen to and value his suggestions and contributions.
Provide an environment which allows him to express his thoughts.
Deal with him in an honest and sincere way.
Praise his contribution before finding fault.
Balance opportunities for reflection with gentle conversation or interaction.
Allow time for him to respond to your requests and questions.
Provide a safe environment in which he can learn, improve and grow.
Deal with “here and now” projects.
Consider reconvening the meeting after he has had a chance to think about the issues.
Personal Notes

Communication
Barriers to Effective Communication
Certain strategies will be less effective when communicating with Keith. 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 Keith, DO NOT:
Set unrealistic deadlines that restrict his quality outputs.
Demand change that ignores his personal values and/or beliefs.
Show impatience with, or annoyance of, his calm exterior.
Smother his efforts to explore alternatives.
Use destructive criticism or create unnecessary conflict.
Undervalue his ability to make essential contributions.
Become too impersonal.
Discourage his participation by forcibly suppressing his viewpoint.
Force quick decisions where other people are affected.
Ignore his authority for the sake of it.
Sweep aside his doubts without full consideration.
Shout, bully or threaten with position power.
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.
Keith’s possible Blind Spots:
It is important for Keith to find ways of continuing to express his ideas, to keep him from
getting discouraged. Continuously focusing on his current experiences, he tends not to look
beyond the moment and may miss the broader view. He is not productive if he is not working
towards his ideals. By applying some objectivity and even scepticism to his analysis, he might
become a better judge of others. He needs to be more aware of his tendency to live much of his
life for others. More self focus may bring surprising benefits.
He should attempt to analyse what it is that is making him feel resentment on occasions. His
interest in others tends to make him rather optimistic towards maintaining positive
relationships. Aware of the advantages of diplomacy, he may tend to agree too easily in order
to avoid confrontation. He hesitates to criticise others and has a hard time saying no to requests
for assistance. He should realise that on occasions confrontation can clear the air.
He may exert pressure on others to do the “right thing” from a moral standpoint - but the “right
thing” comes from his perception. He is perceived by others as a natural helper and needs to
feel appreciated. He can sometimes be impractical and may neglect routine details that need
attention.
Personal Notes

Opposite Type
The description in this section is based on Keith'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:
Keith’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. Keith will see them as
headstrong and they often have a wide range of interests. In solving problems they are logical
and incisive. Keith 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. Keith 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.
Keith 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 Keith as arrogance, impatience and
insensitivity to others’ feelings.
Personal Notes

Opposite Type
Communication with Keith's Opposite Type
Written specifically for Keith, this section suggests some strategies he could use for effective
interaction with someone who is his opposite type on the Insights Wheel.
Keith Gregoriou: How you can meet the needs of your Opposite Type:
Be aware of his becoming defensive by watching his body gestures.
Omit unnecessary and intricate details.
Give him verifiable facts.
Use humour in moderation.
Point out the consequences, with care.
Be thorough, organised and on time.
Keith Gregoriou: When dealing with your opposite type DO NOT:
Interrupt him while he is in control.
Say “that will never work”.
Try to manipulate him towards your viewpoint.
Be late for the meeting.
Challenge his perception of himself.
Use “what if” or “buts”.
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 Keith’s development. Identify the most
important areas which have not yet been addressed. These can then be incorporated into a
personal development plan.
Keith may benefit from:
Seeking the positive side of every situation.
Stopping seeing useful techniques merely as gimmicks.
Breaking the routine and doing something outrageous.
Recognising the need for heightened urgency in some projects.
Adopting a no-nonsense approach.
Being prepared to blame more and understand less.
Consciously fighting the negative “inner voice” that may prevent him from achieving
his full potential.
Asking himself “what is the worst thing that can happen?” then being prepared to accept
it should it occur.
Being more open more quickly about what he really feels.
Taking a conscious decision to simplify, rather than complicate matters.
Personal Notes

The Insights Wheel
Keith Gregoriou
14/01/2009
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
30: Helping Supporter (Classic)
Personal (Less Conscious) Wheel Position
30: Helping Supporter (Classic)

Insights Colour Dynamics
Keith Gregoriou
14/01/2009
0
3
6
Persona
(Conscious)
BLUE
2.92
49%
GREEN
4.68
78%
YELLOW
4.04
67%
RED
1.56
26%
0
3
6
Persona
(Less Conscious)
BLUE
1.96
33%
GREEN
4.44
74%
YELLOW
3.08
51%
RED
1.32
22%
100
0
100
50
50
Preference
Flow
22.2%
(Conscious) (Less Conscious)

Jungian Preferences
Keith Gregoriou
14/01/2009
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)

Keith Gregoriou - 30 Helping Supporter (Classic) - 14_01_2009

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