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Frederic ENGEL_ System I.D. 5753


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Frederic ENGEL_ System I.D. 5753

  1. 1. Your Instinctive Drives® Frederic Engel I.D.™ 5753
  2. 2. Dear Frederic, 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 feel that you experiencing 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® and CEO of Link-up International.
  3. 3. Copyright (Licensor) Link-up International Pty Limited, December 1991 - May 2012 THE INSTINCTIVE DRIVES® OF FREDERIC ENGEL I.D.™: 5753
  4. 4. 1 Copyright (Licensor) Link-up International Pty Limited, December 1991 - May 2012 WELCOME TO YOUR INSTINCTIVE DRIVES® I.D.™ 5753 Frederic, you are strongly driven by two of the four Instinctive Drives®:  To Use the Instinct to Authenticate™ (Authenticate)  To Avoid the Instinct to Improvise™ ( Improvise) You are driven to get hands-on involved (Authenticate) to ensure the job gets done properly and that you eliminate the risks of things going wrong ( Improvise). When you’re not exactly sure what you want done, or how you want it done, rather than thinking things through or wasting time on discussion or arguments with others about what’s required, you just tackle things yourself. You also get great satisfaction from seeing the tangible results of your own efforts (Authenticate). While often operating solo, you will make a contribution and add value to a team setting through your many natural talents including: your ability to see the critical issues (Authenticate); your drive to discover how things work (Authenticate); and your innate perseverance ( Improvise). Others will often be challenged to work out certain aspects of your operating style, as your ‘5’ in the Instinct to Verify™ and the Instinct to Complete™ indicate that while neither of these instincts drive you, at different times you may show behaviours that reflect a motivation to both USE and to AVOID them. For example, depending on what you think it will take to avoid wasting time and resources ( Authenticate) or to eliminate a risk (Improvise), you will sometimes:  Run with someone else’s answer, but at other times want to work it out for yourself;  Get frustrated with interruptions, but at other times warmly welcome them. As all the parts of your I.D.™ work together, you will perform at your best and be most fulfilled - across all areas of your life - when you:  Have a clear picture of the end goal;  Know your personal involvement is critical to success;  Are building something with a vital purpose;  Have a basic structure and an understanding of how things work;  Can operate at your own pace;  Are not required to justify your actions and methods;  Know the risks have been assessed and can work to eliminate them;  Are using all of your experience, intelligence and determination;  Are held accountable for the end result, not for dotting i’s and crossing t’s;  Can deliver outcomes of the highest quality that require no further promotion;  Are in an open, honest and productive environment. When you lay down totally exhausted, but knowing you personally made the difference with your expertise, skill and attitude; that the risks have all been eliminated; and that the results speak for themselves - then you will be satisfied!
  5. 5. 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. 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. 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.
  6. 6. 3 © Copyright (Licensor) Link-up International Pty Limited, December 1991 - May 2012 CERTAINTY You need certainty in everything you do ( Improvise). You won't produce answers out of thin air and this is why you often feel tentative about making decisions, especially on things that are new or very important and where you see big risks attached to getting it wrong. It will often be difficult for you to reach the level of certainty you need to feel really comfortable about some decisions. However, there will be times when you will make decisions without the level of certainty you need; this will be when you can see that the biggest risk comes not from not making any decision at all. TO ELIMINATE THE PRESSURE You perform at your best and avoid making mistakes when you are not rushed or racing to meet a deadline. This is especially the case when others have persuaded you to take something on without you first having had a chance to fully understand what is involved ( Improvise). You need to operate at your own pace, which may be fast or slow or anything in between depending on the task. For this reason, you avoid situations where you know, or sense, that it will be impossible for you to operate in this way. Training and experience will mean that you can, and often do, perform under pressure, but at such times you will not achieve your best results or experience least stress. 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 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.
  7. 7. 4 © Copyright (Licensor) Link-up International Pty Limited, December 1991 - May 2012 STRAIGHT TO THE POINT You have a natural talent for seeing the real issues instantly. While others want to explore all the logical explanations and possible options, you see the critical issue almost as if someone had pointed it out to you: you just wipe the mist off the window and all is revealed. You won’t always be able to explain why you can see what you can see but, over time, others will build trust in this insight and value the contribution you will make as a result of it. A related talent is the way in which you are able to use words, including similes and metaphors, to create a clear picture for others. 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. ELIMINATING WASTAGE You have a natural talent for identifying things that are superfluous or taking up more time and space than they need. Then, you eliminate them, convert them to a more useful purpose or make them more efficient. You apply this no wastage approach to your own performance: you deliver what needs to be done and no more, no less. At times, others may perceive this as laziness or a lack of initiative on your part. However, if they look closely they will see that you delivered literally what they requested, even if not what they are now saying they really wanted or intended to imply. If they had wanted something different, all they had to do was say so at the time! 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.
  8. 8. 5 © Copyright (Licensor) Link-up International Pty Limited, December 1991 - May 2012 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.
  9. 9. 6 © Copyright (Licensor) Link-up International Pty Limited, December 1991 - May 2012 YOUR SILENCE OR INACTION IS MISUNDERSTOOD Unless you can see that your contribution - both verbal and physical - will produce something positive and tangible, you often won't say or do anything at all. Others can interpret this as laziness or you implying consent by your silence. The challenge comes if, later, you don’t take the action to which others believe you have agreed, or you then decide to voice your objections after all. People can wrongly interpret this as political manipulation on your part (very ironic given that you are driven to avoid and resist this very thing), leading to conflict and further misunderstanding, which can be detrimental to your relationships and the results you are able to achieve with others. STRATEGIES TO HELP YOU MANAGE THIS:  Change your concept of wastage so that even when you don’t believe anything useful will come from your contribution, you still share your thinking. This way, in the longer run, you won’t waste time and lose productivity on repairing relationships.  Educate others that, in your case, silence does not mean you don’t have any relevant thoughts or feelings. In other words, the fact that you do not speak up doesn't necessarily imply consent or agreement. Also, let others know that if they ask you directly for your opinion, you will be compelled to tell them the truth! EASILY DISTRACTED FROM PRIORITIES With your natural resourcefulness you are called upon to help in a wide variety of situations. Sometimes people request your assistance and at other times you volunteer your input. Often, a person’s cry for help may not be quite as critical as they would have you believe and, in some cases, they may not even be requesting help at all…just voicing frustration! However, the result is that you frequently get involved unnecessarily and end up doing wonderful things for others, at the expense of losing focus on the priorities essential to your own success and fulfilment. STRATEGIES TO HELP YOU MANAGE THIS:  Build a toolkit of resources including reference materials, training modules, examples, answers to FAQs and the contact details of others with expertise, so you can help without always needing to get hands-on. Pointing people in the right direction and encouraging them to use their own initiative is often the best way to help them, especially in the longer-term.  Picture what it would look like for you to optimise your own productivity and effectiveness and build your toolkit accordingly. How would you spend your time? When would you say yes and when no? How would you deal with cries for help or non-urgent requests? Where would you need to step back so you could truly focus on making the biggest difference?
  10. 10. 7 © Copyright (Licensor) Link-up International Pty Limited, December 1991 - May 2012 FIXED ON YOUR FIRST IMPRESSION Once you get a fix on something or someone, others can have a very difficult time trying to change your view. This can be detrimental to your relationships as people can feel that discussion, logic or clarification won’t ever change your thinking. They may see you as being black and white or as jumping to conclusions in situations where they believe they would have made more considered assessments or given others the benefit of the doubt. STRATEGIES TO HELP YOU MANAGE THIS:  Think bigger picture about what will be wasted by holding fast to your position. This doesn’t mean that you need to pretend to shift (which you would never do). However, in some instances, while openly staying with your initial stance, you may still agree to move forward to preserve productive relationships, or to avoid time and attention being detracted from much more valuable or critical issues and tasks.  Check out that there actually is a difference between yours and others’ views in the first place by playing back to people what you believe you have heard them say. This way, you can quickly clear up the misunderstandings that will inevitably occur given that you will take things take things literally and at face value, while others expect you to read between-the-lines. ‘FABRICATED’ TRUTH While you have an instinct for honesty and straight-talking, ironically, others will often perceive you as making up the truth according to what you want them to hear. For example, they may see you as only focusing on the positives and so withholding the full story which typically would involve a negative view or downside. Even though you speak literally and truthfully, your natural focus is on the truth in that moment. At a future point in time, even if only moments later, new experiences and ideas may, for you, produce a new truth. This vulnerability can be compounded by your need for variety and to deviate from the plan, ensuring that you rarely say anything the same way twice! STRATEGIES TO HELP YOU MANAGE THIS:  Know that your ideas and thoughts will change from one moment to the next and look to identify (and get feedback from others) on these shifts. Then, when you have - or appear to have - moved ground, you can factor explanations of this into further communications.  Explain to others upfront that this is the truth for you in this moment and invite them to ask questions so that they can extract more information than you initially volunteer. Point out that, yes, you mostly focus on the positives and ask them - and others - to contribute the other side of the story if they need a more complete picture.
  11. 11. 8 © Copyright (Licensor) Link-up International Pty Limited, December 1991 - May 2012 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.  Ensure that you have quality tools and resources and, when in a team environment, are working with others whose skills, experience and approach you respect. Unless you completely trust others’ quality focus and dependability, you won’t use them as a resource. This will often lead to you trying to take everything on personally and getting overloaded, collapsing or running out of time.  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?  Target your communications as an area of focus. Others may not always be as consistently upfront, transparent and literal as you need them to be (they have other needs and associated talents such as diplomacy and timing) so take into account these differences when seeking to influence and engage them.  Don’t assume that people will take you literally or understand you because you have explained yourself to them. Others may hear the words but they don’t understand how literal you are i.e. if you say x, y and z that’s exactly what you mean - nothing more or less!  Let others know that the challenge for them will be in keeping your trust rather than having to earn it in the first place. Following through on what they say they are going to do (unless they give you a heads-up about unforseen challenges) and being blatantly honest with you, even when it hurts, are ways they can help maintain it. YOUR FUTURE DIRECTION Your future is directly linked to whatever picture you have in your mind of what lies ahead. This picture may change over time but: being a resource for others; helping others in some way; making a difference; and being a role model and setting an example of how things can be done are all likely to feature. Ultimately, if you can picture it, with sufficient determination, perseverance and courage anything is possible for you. You can role model just what significant and valuable things people can achieve if they apply themselves. 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.
  12. 12. © Copyright (Licensor) Link-up International Pty Limited, December 1991 - 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:
  13. 13. © Copyright (Licensor) Link-up International Pty Limited, December 1991 - 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! WANT TO FIND OUT MORE ABOUT WHAT YOU NEED TO BE AT YOUR BEST – AND WHAT OTHERS NEED TOO? Find a summary of the key needs of each Instinctive Drive®: I.D.™ NEEDS I.D. RESOURCES AND PRODUCTS For free resources and additional I.D. products, including all the latest I.D. news please visit: WANT TO BUILD BETTER RELATIONSHIPS? GET A PERSONALISED COLLABORATION REPORT designed for you to share with others, this 2-page report lets those important to you know how they can communicate, engage and work effectively with you! CONNECT > COLLABORATE > CHANGE Link-up International consults to global organisations, partnering with them to accelerate business success. USA + 1 408 610 6400 Australia and Asia Pac + 61 2 9321 7300 or