IDReport

Your Instinctive Drives™
Riccardo Bua I.D.™ 4764

Dear Riccardo,
Congratulations on discovering your Instinctive Drives.
Your I.D. reveals your natural and best way of doing things, identifying what you need to
achieve great results in everything you do, and to feel fulfilled in any relationship, role or
activity. You now have a personal success code that will enable you to experience higher
and more consistent levels of success and satisfaction, abundant energy and enthusiasm
for life, and greater physical and emotional health!
When you are aware of the specific things that you need to thrive and to enjoy life, you
can be proactive in making them a part of your every day. Further, when you experience
stress, frustration and physical or emotional health issues, you will see these as warning signs
that you are working against, rather than with, your natural and best way. You can then
quickly identify your missing needs and take targeted action to get back to a more
positive, rewarding place and experience life at peak performance!
This I.D. Report will reveal your natural and best way of doing things and outline:
Your key I.D. needs: what you need to be at your best;
Your I.D. talents: the natural abilities you can use to achieve your full potential;
Your I.D. vulnerabilities: what may hold you back and how to make sure it doesn’t!
We will also point you in the right direction to learn more about your I.D. and help you to
get using it - right now - to live a full and rewarding life.
Warm Regards
Paul Burgess: Founder of the I.D. System™.

Copyright (Licensor) Link-up International Pty Limited, December 1991 - May 2012
THE INSTINCTIVE DRIVES® OF RICCARDO BUA I.D.™: 4764

1
Copyright (Licensor) Link-up International Pty Limited, December 1991 - May 2012
WELCOME TO YOUR INSTINCTIVE DRIVES® I.D.™ 4764
Riccardo, you are very strongly driven by one instinct: to Use the Instinct to Authenticate™
(Authenticate). Less than 2% of the general population is as strongly driven this way. Even though
your Authenticate appears as a ‘7’ on the bar chart, the fact that you are not strongly driven in
the opposite direction by any of the other instincts has the effect of significantly intensifying the
extent to which you are driven by your Authenticate - it’s as if there’s nothing holding it back.
It is important for you to understand and nurture this level of difference. At times, it will be a real
asset which makes you stand out and achieve great things through the natural talents that come
with it. At other times, it may make you feel quite different and apart. Understanding your needs
and motivations and being able to communicate them to others will enable you to:
 Build strong, sustainable, productive relationships;
 Apply energy to tasks, roles and situations that align with your unique talents;
 Confidently do things your way versus trying to emulate the ways of others;
 Focus on the practical benefits of being different, not the loneliness of being an exception.
Above all, to protect your energy, you need to be very selective about what you do, how you do
it and with whom you do it. Otherwise, you may make others happy but won’t achieve the level
of success and fulfilment that you truly deserve.
Even though your Authenticate is very strong, all four Instinctive Drives® work together and you
will perform at your best and be most fulfilled when you:
 Have a clear picture of what you are trying to achieve and a plan to get you there;
 Know your personal involvement is critical to success;
 Are building things with a vital purpose and are confident you can meet expectations;
 Can get hands-on involved in getting things back to normal or back on track;
 Are very busy, yet can work at your own pace and focus without interruptions;
 Can see the relevance of things and understand how they work;
 Can get started straight away and see tangible results quickly;
 Can get on with the job without having justify your actions or play politics;
 Can draw on all of your skill, intelligence, determination and effort;
 Are in an open, honest and productive environment.
You are driven to get personally involved to make a difference and respond to cries for help and
critical requests where your involvement is essential to rescue or survival. You walk the talk,
demonstrating by personal example what can be achieved through action and perseverance.
When discovering your I.D.™ needs and natural talents and vulnerabilities in the rest of this report,
remember to take the intensity of your Authenticate into account. Apply the insights and
strategies outlined to the nth degree knowing that your definitions of words and concepts such as
hard work, effort, quality will be much more literal, than those of most other people.

2
© Copyright (Licensor) Link-up International Pty Limited, December 1991 - May 2012
WHAT YOU NEED TO BE AT YOUR BEST: YOUR I.D.™ NEEDS
The I.D. System® uncovers what you need to be at your best: not what you would prefer, but what
you need. Your specific I.D. needs operate as a personal success code for achieving the results
that you want across all your relationships, roles, projects and activities. Others may not know your
I.D. or automatically think about the things essential to your success, so it is vital that you take
responsibility for getting your own needs met; the first step is to know what your I.D. needs are!
We have listed your key I.D. needs below. If familiar with these, at times of stress and frustration, or
when lacking motivation, you will quickly be able to pinpoint your specific missing needs. Once
you have identified what is taking you off track you can take targeted action to get back on track.
TO GET IT RIGHT THE FIRST TIME
You need to avoid going over and over things to get them right (Verify); you are happy for
others to do the refinement! This need also explains why you steer clear of those people who,
when giving you their opinion and feedback, try to make you look back by telling you what you
should have done. Instead, you need others to talk about what you can think about when tackling
something next time. You also need people to deal with issues once and not to keep revisiting
them to confirm, clarify or debate them further. If they do start to go over things again, your mind
quickly moves on to something else and, sometimes, will even shut down completely!
A CRYSTAL CLEAR PICTURE
You need to be able to visualise things, such as the end results of ideas, plans and projects in order
to be motivated by them (Authenticate). If you can’t picture something, achieving it will seem
unrealistic and you will lack the commitment and sense of ownership you need to make it happen.
Similarly, you need to see the relevance of things to understand them fully. Relevance enables you
to connect a theoretical concept to something tangible, practical and useful. If, for example, you
can’t see the relevance of information you are given, you are simply unable to absorb it.
AN OPEN, CANDID ENVIRONMENT
You communicate literally using precise words rather than relying on body language, tone of
voice or any other ‘subtle’ techniques to convey your message. You need others to take you at
face value and not to look for unspoken messages or a deeper meaning behind your actual
words (Authenticate). Similarly, you need to be able to take others at face value and trust that
what they say is what they mean. This is why you avoid individuals, situations and environments that
require you to read between-the-lines or play politics and camouflage the truth in any way.
FOR YOUR PERSONAL INVOLVEMENT TO BE ESSENTIAL
You need to see tangible and useful results for your efforts and know that your hands-on
involvement and particular skills, experience and approach are necessary to achieving the
desired outcome (Authenticate). If you don’t feel that a request, task or project is critical or that
your own involvement is essential to success, you won’t fully engage with it. You see your work as a
direct reflection of who you are and need an authentic and congruent relationship between what
you know to be you on the inside and what you present as you on the outside, as is made visible
by things such as what you say, what you do and what you produce.

3
HARMONY
You need everything and everyone to be in harmony (Complete). As you are so driven to keep
things running smoothly, when you have issues or concerns you will often contain your feelings to
maintain the peace. At other times, you may choose to confront a specific issue, although usually
with reluctance, because you see that the short-term disruption it will cause will lead to a longer-
term harmony. This need also explains why your concern is never just with the specific issue in
question but with the bigger picture consequences attached to it. To move forward willingly and
without stress, you need to know that these impacts will be addressed in a way acceptable to all.
QUALITY THAT SELLS ITSELF
You have an aversion to being sold to i.e. to others trying to persuade you, in the moment, to
agree to their way of thinking rather than letting you arrive at your own conclusions and decisions,
in your own time (Improvise). To you, ideas, solutions, people, products and services should all be
able to stand on their own merits and not require salesmanship, or a charismatic personality to
promote them or to attempt to make up for any of their gaps or short-falls. You equally believe
that what you produce personally should be of such a high standard that it also requires no further
promotion or selling in order for others to see its quality and value.
YOUR I.D.™ TALENTS
Your I.D. reveals why many of the things you do, come so easily and naturally to you and not
necessarily to others. You will often fail to recognise these things as talents and underestimate how
special they are, because they usually require such little effort on your part. They will, however,
frequently be the very abilities for which others seek you out and also admire or even envy you!
When your roles, activities or environment fail to provide opportunities for you to use your natural
talents, you will feel unfulfilled. Instead of doing things that come naturally to you, you will spend
time on tasks and activities requiring a lot of unnatural effort and experience frustration and stress
as a result. You may also struggle to explain to others (and even to yourself!) what you uniquely
contribute to roles, tasks, teams or projects, and so to express effectively how these things would
benefit from your involvement. Even when using some of your natural talents - consciously or
unconsciously - others may be unused or be underused, indicating as yet untapped potential!
We have listed some of your I.D. talents below. If aware of these natural abilities, you can actively
seek opportunities to use them to greater effect. You will also be better able to explain to others,
the unique contribution you can make as a result of your natural and best way of doing things.
A SENSE OF DEPENDABILITY
You will do whatever it takes to deliver on commitments you make. Of course, you won’t actually
make a commitment in the first place, unless you are certain that a result can be achieved or you
can see that the risk of doing something is significantly less than the risk of doing nothing at all.
However, once signed up, you will do all things reasonably possible, including becoming
personally involved, to ensure that the goal is reached. For this reason, rather than relying on the
often mediocre and unpredictable contributions of others, you will often perform at your best
when left to work solo, especially where the risks associated with failure are high.

4
A JACK OF ALL TRADES
You are so driven to be useful and to help others that you will naturally gravitate to those
experiences, people and situations that will teach you something new and practical. In this way,
you continually expand your toolkit of skills, knowledge and experience, enabling you to respond
effectively to a broad span of requests and cries for help. For this reason, you are drawn to a range
of subjects, activities and roles. Your speciality is being able to help a wide variety of people in a
wide variety of situations, requiring you to frequently get hands-on and to fully use your toolkit.
DEALING WITH THE CRITICAL ISSUES
You see straight through hype, justifications and excuses to zoom right in on the critical issues. The
more familiar you are with something or someone, the faster and more accurate you pinpoint
what really needs attention. You are also willing to put these issues out there for others to see, even
sensitive matters likely to arouse emotion. You expose and tackle these things because they are
the truth and you won’t let anything - including people’s feelings - get in the way of the truth.
ROLE MODELLING
You naturally walk your talk, inspiring others by the things you do and the way you operate rather
than by just words. The more you are able to demonstrate things, the more people will learn from
you; and the more you can relate examples from your own experience, the more effective your
influence and ability to help others take on board new knowledge and acquire new skills. The
down-to-earth way in which you share your personal stories is a special talent that makes a
difference for others; it helps them ‘see’ how they too could do whatever is required for success.
GETTING THINGS DONE
If you want something done, ask a busy person. You thrive on being busy if you are also
productive. When given the advance notice that enables you to organise and see that everything
can actually get done, others will be amazed at the amount you accomplish. As a result, they feel
reassured when you take responsibility for things. The more organised you are, the more you will
take on and the more your momentum and output will build. As long as you are organised, feel
productive and your confidence is high, don’t be afraid of how busy you are!
ANTICIPATION AND RECALL
Your talent for anticipating future events comes from an ability to see how things connect and fit
together as a whole. When a change is proposed or a decision made, you play out the
consequences of this on every part of the bigger picture. You will often have been able to say: I
told you so! You draw upon this ability when planning, to ensure there is time, resource and
attention allocated to the impacts of change. Similarly, you instinctively see links from the past to
the present and so recall the sequence of events and the context around them. Others will often
dismiss things you ‘see’ from the past or the future but, over time, will build trust in your insight.

5
YOUR I.D.™ VULNERABILITIES
All natural forces such as wind, water and fire can be exciting and constructive and also bring
danger and destruction! Similarly, the very same Instinctive Drives® that create your talents can
also manifest as vulnerabilities. These things are not wrong and nor are they weaknesses; they will
always be there and they are a part of who you are. As such, there is no point in trying to remove
them or even attempting to fix them. However, it is possible to be more conscious of them; to
actively manage them; and to reduce the significance of their impact. In this way, you can ensure
that they don't get in the way of your relationships and the achievement of your true potential.
We have listed some of your I.D. vulnerabilities below, along with strategies to help you manage
and reduce their impact. You may already be aware of - and have had feedback around - some
of these things. You may also have a few ways in which you already seek to manage their impact.
Other vulnerabilities may be total blind-spots for you. In this case, gaining an awareness of them
and their impact, and using some of the strategies outlined below, will significantly enhance the
quality of your relationships, results and the fulfilment you experience across all areas of your life.
BIAS! A VULNERABILITY COMMON TO EVERYONE
Your I.D. is a natural and sub-conscious part of who you are. It can seem logical that others, if they
too set out to be effective, would approach things in just the same way as you, or at least see the
sense and merit of your way of doing things. However, life experience reveals that this is not the
case; people do things in different ways which are just as sensible to them as your ways are to you!
Given the natural bias of our I.D. - whatever that I.D. may be - it takes a conscious realisation to
see: that other people can be just as effective as me, even though they go about doing things
differently than me. If we don’t recognise this, the result can be that we judge or exclude others;
fail to recognise their needs; and lose the value of their insights and talents. Similarly, we can miss
out on the opportunity of experiencing meaningful, supportive, productive and fun relationships.
STRATEGIES TO HELP YOU MANAGE YOUR I.D. BIAS:
 AWARENESS: Actively look for the differences in the way others operate. You will then begin to
understand their specific needs and why they do the things they do. To help you discover what
others need to be at their best, take a look at our on-line I.D. resources.
 ACCEPTANCE: Accept that these innate differences exist; that they are a part of everyone’s
success code; and that each person’s drives are of the same importance to him or her as yours
are to you. This will lead to greater understanding and less judgement of others’ motivations
and intentions, enabling you to connect with others in ways that honour their needs and yours.
 AWE: Make a conscious decision to be in awe of the different approaches others take and of
the special talents that they then contribute. This will accelerate a shift in your perspective from
one of acceptance or tolerance to one of truly valuing the differences between you and
others. You will then see that the tasks, activities and situations that drain your energy, and
make you feel as if you are struggling, are the very things that excite and energise others and
showcase their natural abilities. You will then be able to identify where others’ talents
complement your own and actively seek opportunities to work and connect with those driven
differently, to achieve better and more fulfilling outcomes than you could ever achieve alone.

6
RESISTANCE TO CHANGES TO THE PLAN
Partly because you put so much energy into keeping things running smoothly and partly due to a
fear of the unknown, you naturally resist changes to what you have planned or predicted and to
what you know has worked before, at least in the first instance. Others may perceive your reaction
to their proposed or announced changes or to new ideas and directions - and your list of reasons
why they won’t work - as you being negative, stubborn and inflexible. Driven differently than you,
they are unable to see the potential effects and consequences of decisions and actions, whether
on other people or on issues such as timing and resourcing.
STRATEGIES TO HELP YOU MANAGE THIS:
 In your assessment of risks and ramifications, consider the dangers and negative
consequences of things staying the same. Sometimes, this will quickly shift your perspective and
you may then see that, in particular cases, the greatest risk is in not moving forward at all.
 Acknowledge the creativeness of others’ ideas and suggestions. People will often value your
insight around the risks and ramifications but be more open to your input when you first respond
positively to theirs. Others will also be more receptive when, along with your concerns, they
hear suggestions as to how to overcome risks and manage potentially negative consequences.
 Where change is inevitable or imposed, get into action quickly recognising that, for you, it is
usually the anticipation of change rather than the actual experience of it which causes you
worry or stress. The sooner you begin dealing with a new situation or way of doing things, the
better. As you become more familiar with things, often gaining positives from the experience
such as new knowledge and skills, you often wonder why you worried so much in the first place.
LACK OF SELF-PROMOTION
You have a talent to produce quality results that, in an ideal world, speak for themselves. The
challenge is that, in reality, others do not always notice them or promote them on your behalf.
While this can be frustrating in itself, it can also mean that those who have achieved less seem to
get greater recognition and reward for their efforts, largely because of their talent for promotion. If
you do want your efforts, output and value-add to be recognised you need to be proactive in
letting others know about these things and in engaging others to promote them for you.
 Think of this activity as perception management rather than self-promotion. You are simply
ensuring others have a realistic picture of your talents, abilities, value-add and progress. In doing
so, you also help those with whom you work to get their contribution and results acknowledged.
 Share your results and outcomes in ways that relate to the priorities, interests and concerns of
others. Other people may not necessarily ‘see’ the benefits and value of what you have
delivered in the same way that you do; you need to consciously make connections with the
things that are important to their needs, challenges, goals and success.
 Look for opportunities to share your wins and successes with those who may value and benefit
from your experience, findings and results. This way, your focus will be on how you can make a
difference for others rather than on promoting yourself, enabling you to achieve the latter but
without feeling incongruent about the way you have done so.

7
WITHOLDING YOUR WORDS AND ACTIONS
Your drive for efficiency means that you won’t contribute if you think your words, thoughts or efforts
are going to be wasted. Similarly, you often choose to say or do nothing in order to keep the
peace. You won't lie; you just keep quiet. The result is that you may maintain harmony in the short-
term, but at what price to your energy levels, health, relationships and credibility longer-term?
 Apply your concept of efficient to the longer-term. Making contributions even where you see
no immediate value will at least make others aware of your thinking and demonstrate your
commitment to progressing things. This way, you avoid wasting time later, repairing relationships
damaged by others’ misperceptions of the intentions behind your silence or inaction.
 Recognise that because others don’t immediately take your comments on board doesn’t
necessarily mean that they won’t do so at a later stage. Influencing others and motivating them
to action can often take several attempts before a visible breakthrough takes place. Many
people fail to get others on board and achieve results only through their lack of perseverance.
 Ask yourself if you are really keeping the peace by not speaking up or just giving the illusion of
doing so? In the longer-term, an unresolved issue may grow and lead to much more
confrontation. Dealing assertively with something sooner will help you to maintain a much
greater level of harmony overall and longer-term.
DOING IT ALL YOURSELF
This isn't just about a lack of delegation; it's also about a lack of discretion. As your nature is to
simply get on and get the job done, you don’t instinctively step back and think: Who else can I
involve? Is this the most important thing I can be doing right now? Although your drive to get
hands-on and personally involved helps you achieve great things, it can also mean that you end
up overloaded while other perfectly capable people around you are under-utilised, their
development blocked and their creativity stifled. This not only leads to stress for you, but to the
resentment of others left feeling that you don’t consider them as capable of the tasks in question.
 See others as resources in your toolkit that better enable you to get the job done. Achieving
results through your own efforts requires one level of skill but achieving them through others
requires different and higher level skills; aim to acquire these skills.
 Be the coach and trainer versus the person who does! You can still use all your knowledge and
experience but in doing so motivate, develop and empower others to do things themselves.
 When planning how to get the job done, ask yourself key questions as part of your process.
Who can I involve? For whom can I make this a development opportunity? Where do I need to
be spending my time? Does doing this myself, align with my priorities? Can I delegate this?

8
WORKING WITH OTHERS DRIVEN DIFFERENTLY
Due to the intensity of your Instinctive Drive to Authenticate™ most of the people you interact with
will be very different than you: they won’t always literally mean what they say; they won’t always
do what they say they will; and their definitions of hard work and quality are unlikely to match the
extent of yours. They will have other needs and accompanying talents. Sometimes, they may
humour the differences between you which can give you a false perception of their support.
Without efforts to developing an understanding on both sides conflict, tension and loss of respect
can result, as well as opportunities to build supportive, productive, lasting relationships lost.
 Mix with a varied team of people so that the intensity of your I.D. is ‘diluted’ across the group.
This will allow you to get hands-on and help where others most need your input and particular
talents, as well as letting people have the space they need to be themselves.
 Let others know about the differences in your approach and be upfront about what you need to
be at your best. Share strategies that work well to engage you and be equally open to learning
about what others need to operate successfully and with minimal stress and frustration.

9
FURTHER RECOMMENDATIONS FOR YOUR SUCCESS AND FULFILMENT
We have worked with - and coached - people who have a similar I.D.™ to you and would like to
share the insights and tips that have helped them to find greater and more consistent levels of
success and fulfilment.
 Take time to get settled at the start of each day, getting organised and doing whatever else it is
you need to do to feel ready. If you begin with this morning routine you will quickly get on a roll;
be highly productive; and avoid feeling you are chasing your tail for the rest of the day.
 Challenge yourself to broaden your definition of normal as the source of a great deal of your
worry and stress comes from things not being normal. Every day being different can be
considered one version of normal too.
 Get into action sooner, as while change will often be a challenge for you, it is the anticipation
of it, rather than the actual doing of it that will cause you the greatest angst. The sooner you
apply yourself, the faster your fear dissipates, often to the extent that you wonder what you
were so concerned about, especially when find positives in the experience.
 Call on others to give you a broader perspective so that you avoid making mountains out of
molehills. Your need - and talent - to anticipate can lead to you identifying consequences with
the most negligible chance of actually playing out. Often a quick conversation can move you
from near paralysis to taking action to constructively deal with any more of the likely impacts.
 When you are feeling overloaded start with the things you can finish quickly. The accumulating
sense of completion and progress you experience will build a momentum that inspires you to
tackle the more complex tasks and activities.
 Regroup regularly, at least several times a day and especially when you don’t feel you have the
time to! This way, you can stay on top of things by updating any changes to your plan.
 Make your to-do lists with timeframes so you can see how everything fits together and can be
completed. Know that others are often happy for you to take short-cuts, allowing you to
‘create’ time to spend on the important things - and people - in your life.
 Make sure that you are always building things at a high quality level so that they truly are a
reflection of your personal values and motivations and who you are. Don’t just be doing things,
always be building things. What are you building now?
YOUR FUTURE DIRECTION
Your future is directly linked the picture of it you carry in your mind. The more settled you feel, for
example, in terms of your career, relationships and community, the more you will build momentum
and make the picture a reality. At times, you may feel unappreciated or that you are wasting your
time but maintain your conviction and enthusiasm because your personal example, consistent
performance and loyalty will inspire others to also keep trying when they feel defeated.
Aim to make your activities, roles and relationships congruent with your particular needs and
talents and you will reap the rewards, recognition and satisfaction that you require for a happy,
successful and meaningful life.

10
© Copyright (Licensor) Link-up International Pty Limited, December1991 – May 2012
USING YOUR I.D. TO EXPERIENCE PEAK PERFORMANCE
When you are operating in
a way that is true to you,
you can expect to
experience ALL the good
things that come with
feeling successful and
fulfilled - we call this peak
performance. It is as if the
world is working with you,
and when challenges do
come along, you feel
confident and ready to
meet them head on.
At other times of your life,
external influences will pull
you off track or require you
to do things in a way that
just doesn’t work for you.
Even after a short time, this
will lead to emotional and
behavioural symptoms such
as frustration and stress. If you continue to operate this way, other physical symptoms appear such
as skin irritations, loss of energy or a weakening of your immune system. Longer-term, more serious
emotional and physical health issues will emerge.
THREE STEPS TO PEAK PERFORMANCE
1
KNOW WHAT YOU NEED
TO BE AT YOUR BEST
Review your I.D. needs
and identify the ones to
which you most relate.
This way, you will be
clear on what you
need to feel successful
within any role or
relationship: your
personal success code!
2
RECOGNISE WHAT PULLS
YOU OFF TRACK
Identify situations,
people or events which
pull you out of stride
and learn to quickly
catch your Early
Warning Signals - the
clues that you’re
heading off track.
3
TAKE ACTION TO GET
BACK ON TRACK
You’ll find insights,
strategies and tips on
how to live a life at
peak performance
within this I.D. Report.
You can also access
further I.D. resources at:
InstinctiveDrives.com

11
© Copyright (Licensor) Link-up International Pty Limited, December1991 – May 2012
THE POWER OF THE I.D. SYSTEM
The I.D. System has helped thousands of people to more fully understand themselves and,
as a result, experience greater levels of success and fulfilment. In addition, it has helped
couples, families, work and community-based teams and whole organisations to connect,
collaborate and change - effectively and sustainably - and with incredible results!
SHARE YOUR I.D. WITH FRIENDS, FAMILY AND COLLEAGUES
Just use the share button on your I.D. home page. Then, when those
close to you take their I.D. and join the I.D. Community, you can
simply click on their profile to get instant tips on what they need to
be at their best, and strategies to build great relationships with them!
FOLLOW INSTINCTIVE DRIVES!
Like us on Facebook and follow us on Twitter and LinkedIn to build
your I.D. network, get tips and strategies for using your I.D. and find
out about our latest free resources and new products.
I.D. AND YOUR BUSINESS SUCCESS
I.D. helps teams and organizations to enhance collaboration
and drive personal, team and business performance.
To find out more about how I.D. can help your business visit:
InstinctiveDrives.com
or contact us at:
info@InstinctiveDrives.com

IDReport

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to IDReport

Similar to IDReport (20)

IDReport