FULLC4D_Gosia_Braszczyk_15534 (1)

Profile - Gosia Braszczyk - 26 March 2014
Discover - Discuss - Diversify - Develop
Personal Profile
Gosia Braszczyk
R5L
file:///D|/CLARITY4D/Web/Sections/ProfileMerge/Pre_Publish/FULLC4D_Gosia_Braszczyk_15534.htm (1 of 20) [31/03/2014 11:50:18]

Page 2
Why Clarity 4D?
If we liken our lives to a journey, it is wise to establish where you are starting from and where you intend to
go. Some people may amble through life without any sense of direction or purpose, and others may wish
to challenge themselves on the way by metaphorically climbing mountains. The behavioural model which
is offered by Clarity4D is a pathway to establish the most effective route 'up the mountain' in order to bring
'clarity' and 'purpose' to our goal: to reach the heights of self-understanding.
The Clarity4D profile is a snap shot of you at "base camp". It provides an opportunity to discuss the
options you have in terms of your behaviours - those you have now, those you wish to develop, and others
you may wish to minimise or discard. The colour energies, which are outlined overleaf, offer an easy
language to describe how we interact and modify our behaviours when confronted by different types of
people and varying situations. The Clarity4D profile can be used for a number of applications from
personal and career development, personal relationships, team dynamics, leadership style, sales
techniques and can also be used as a coaching tool.
Specifically, why “Clarity”? This is about looking at our behaviours and psychological preferences from a
number of viewpoints and gaining greater awareness of the impact of those behaviours on others. We can
then make conscious informed choices about what is right for us.
Why then “4D”? The 4D is about the 4 dimensions of our development:
1st Dimension: How you see yourself
We all have a self concept, an identity. Some people are very clear about who they are, others less so. By
answering the questionnaire you have provided a current picture of how you see yourself. Pages 5-7 of
the profile cover this.
2nd Dimension: How others see Gosia
We should recognise that because we are all different, the way other people see us will vary too as the
origin of their thinking/behaviours will be different. On page 8 of the profile you are invited to get feedback
from key people on how they see you.
3rd Dimension: Your hidden potential
Having established how we see ourselves and how others see us, we can explore how much better we
could be by unlocking our potential. By working through this, we may reveal strengths of which we were
previously unaware. Page 9 of this profile will show the areas identified for your potential growth.
4th Dimension: The time it takes to develop your potential
Development doesn’t happen overnight. It takes a long time and committed effort to produce consistent
behaviours. The last part of this profile is designed to help us to develop more useful habits to form the
person we choose to become as we journey through life. We can control the speed of the progression,
and the only limitation we have is that imposed by ourselves.

Page 3
Understanding The Background
This Clarity4D profile is compiled from a set of statements that is unique to Gosia Braszczyk.
The idea of personality profiling is not new; it has been around since the Ancient Greeks when
Hippocrates, the Greek philosopher and medical doctor, identified that his patients behaved in four quite
different and distinctive ways. Over 2,000 years later, the psychologist Carl Jung also identified the
differences in personality types. Referring to “The Psychology of C G Jung” written by his pupil, Dr Jolande
Jacobi, the Clarity4D model is based on his work – linking the Ancient Greeks with modern psychology by
using colour as a behavioural language.
The Link from the Ancient Greeks
Using the idea from the Ancient Greeks of the four elements, Water, Earth, Fire and Air, and the energy
that is created by those four elements, the Clarity4D model has been linked to the four psychological types
identified by Carl Jung, and our preferred way of behaving. The concept of colour has also been added to
help the reader recognise and remember the different types of personality.
INTROVERTED PREFERENCES are represented
by Water and Earth – energies that are hidden
beneath the surface i.e. sea or soil
EXTRAVERTED PREFERENCES are represented
by Fire and Air – energies that are above the
surface
(WATER) BLUE energy is shown by people
who are introspective and reserved. They like to
observe others and think before taking action. They
are happy in their own company, and can give an
independent, detached analysis, which can
sometimes give the impression of aloofness.
(FIRE) RED energy is demonstrated by
people who are highly energetic and action-
orientated. They are positive, straight-talking and
assertive. They tend to be goal-focussed and enjoy
the challenge of achieving quick results. They are
pragmatic thinkers who have an objective approach
which can sometimes overlook the needs of other
people.
(EARTH) GREEN energy is observed in
people who are warm and friendly in an under-
stated way. They value close relationships and will
be loyal and supportive of their family and friends.
They like to create a harmonious atmosphere and
prefer consensus to confrontation, which can
sometimes make them appear indecisive and laid-
back.
(AIR) YELLOW energy is displayed by people
who are out-going, sociable and fun-loving. They
particularly enjoy the company of other like-minded
people and frequently stand out in a crowd, often
enjoying being the centre of attention. They are
persuasive, charming and can sometimes
overwhelm people with their enthusiastic energy.
As individuals we are a mixture of these four elements, but we have a preference for using some of the
energies over others, and the Clarity4D profile will identify which these preferences are, and how we can
adapt and use the energies to meet the needs of different people and situations in our personal and
professional lives. At the end of the profile is an action plan designed for Gosia to complete and work on a
future personal development strategy.

Page 4
How Do You Show Up?
Conscious-self Graph (R5L)

Page 5
The 4 Dimensions of Gosia Braszczyk
These pages give an overview of Gosia’s personal style and some insight into how she works with people
and tasks.
1st Dimension: How Gosia Sees Herself
Routine and boring tasks do not give her satisfaction because she needs to be involved and
contributing. She is aware and remembers important details and events. Others need to be certain of their
facts. It is important to her that plenty of time is planned in for relaxing with friends and family and enjoying
life. The combination of her affability and hard working approach can set high levels of performance
standards for her and those who work with her.
She is frustrated by chaos, inefficiency and waste - both of time and resources. She is a tough disciplinarian
when necessary. She has high expectations that can be more important to her than the needs of herself and
others. She likes to have control, and will accept responsibility when it is offered to her. She has an ability to
see potential in situations and how she can make them into opportunities for herself. She can commit to
doing too much, and yet everything seems to get completed in its own time. She is a pragmatist and will use
all available resources to her best advantage and at the right time.
Gosia's colleagues recognise her organisational skills and business brain. Gosia likes to work in an
environment where she can get quick, visible results. She is better at planning ahead and launching the
plans than the follow through. She is extraverted and open which means she can sometimes take over
proceedings, even when she is supposed to be a participant. Looking for perfection, Gosia can pick out the
weaknesses in most situations and react quickly to resolve them.
Gosia is pragmatic and reliable. She is perceived as a natural leader and may be rather authoritative if she
feels she will be thwarted in her attempt to make a difference. She is a clever thinker and talker, with a
practical and realistic streak. She enjoys a fast pace and is capable of using tools and techniques to help her
along. She is very aware of what's going on in her world and how it affects her now.
She is good at starting projects and less good at completing them, and it may help to have someone to
follow through with the details. Gosia is motivated by work that gets things moving towards a successful
outcome. She enjoys spotting errors. She likes to be kept fully informed and will want everyone to be playing
their part. When on form she is capable, hard-working, dynamic and decisive. She likes to be the driver and
get things happening around her.

Page 6
Continued
Finding it difficult to accept opinions that are different from her own, she may make incorrect assumptions if
she has not explored alternative views. She does not show much compassion to either herself or others, and
can push both herself and others too hard. She works hard to safeguard the security and happiness of her
family, and sees herself as their protector. She does not like things to go wrong and can be slow to take
responsibility when this happens, looking for other things or people to blame.
She may be unaware that her straightforward and direct approach can upset others. She may not think it
appropriate, or find it difficult, to talk on a personal level to others. She is skilled at setting detailed rules and
regulations, and may show intolerance when they are not carried out to the letter. The real her may be
concealed at work because she does not open up with people until she knows them well. Gosia is highly
aware of volatile situations and can act swiftly by taking control to get the right results. Gosia likes to be
recognised for her straight talking and firm approach.
Although she may not place her social life as highly as other areas, she likes to have steady and stable
relationships. Her buoyant, extraverted nature may cause her to overlook the importance of some
situations. Often in reflective mood, she can be overwhelmed by the endless opportunities within her as she
thinks about how to achieve her potential. She may be unaware that her fault-finding and disparaging
approach when trying to improve things, can affect others negatively. She needs to make a conscious effort
to be receptive to differing ideas and opinions from her own, or she is in danger of alienating people from
her.
She prefers to get on with things rather than talk about them and will get stuck into problems as soon as they
crop up. She is tempted to disregard information, however important, if it does not appear to be rational. Her
performance will depend on how much personal satisfaction she gains from doing the task. When practising
strategic planning she will use her logical, questioning and analytical skills, and will look for reasoned
thinking to persuade her.
Her motto could be ""Why not now ?". When Gosia agrees to take on a role, she will be deeply committed to
achieving the necessary outcome. In order to make quick decisions, she likes things to be orderly and
structured so she looks for logic in most situations. She should endeavour to wait until she has considered
all angles and investigated alternatives before making decisions. Gosia's persistence and determination help
her achieve high standards of success. She prefers to make some sort of decision rather than do nothing.
She believes that there has to be a good reason for doing something and she will not be swayed merely by
peoples' feelings. She is versatile and needs to see constant progress and outcomes. She can be precise
and will look at detail if and when she needs to. She tends towards making high risk decisions. She prefers
to learn experimentally rather than from just studying or researching.

Page 7
Strongest Areas
In no particular order, these are what Gosia considers to be her major strengths and intrinsic talents.
Extraverted and
straightforward.
Can grasp technical
information.
Highly competitive and
out to win.
Judges people on their
results.
A belief in hard work.
Self-assured and
straightforward.
Clever planner, highly
skilled in strategic
foresight.
Responds quickly to
organisational
challenges.
High self-confidence.
Will take prompt and
decisive action when
necessary.

Page 8
2nd Dimension: How Others See Gosia
Gosia should invite some key people to read the profile and note their feedback
Name
2 statements
you agree with
2 statements to ask
"how true is this?"
Other feedback points
not included in profile
Accuracy
%
Person 1
Person 2
Person 3

Page 9
3rd Dimension: Areas of Hidden Potential
Gosia has the following areas of potential growth
Can appear to have the
hide of a rhinoceros and
be full of self-importance.
Can become obsessed
with reaching an
outcome.
Doesn't like asking for
help.
May not attempt to listen
to other peoples'
opinions.
Can over-manage a
situation.
Fails to be empathetic in
some situations.
Speaks her mind and
doesn't mind who she
upsets.
Frequently puts data
before emotions.
Can fail to follow through
once she has lost
interest.
Sometimes doesn't think
far enough about the
outcome of her actions.

Page 10
4th Dimension: The time it takes to develop your potential
Self Coaching:
This page is designed to support you by asking questions that might provoke some self-reflection and
consideration of the feedback received from others.
What do you want to achieve?
Why is that?
What will it mean to you when
you achieve it?
What is the current situation?
What evidence do you have
to support this?
Is the evidence validated or is
it your "opinion"?
What is the one thing you
could do right now?
What other options are there?
What might a wise person say
to you?
What is stopping you from
taking action?

Page 11
Action Plan
As a result of reading your Clarity4D Profile what action steps will you take?
Describe the person you aspire to be:
By When:
To achieve this, what will you stop doing?
By When:
What will you start doing?
By When:
What else do you need to consider?
By When:
This report represents how you completed the questionnaire, and the questions you might like to consider
now are:
a) Who else do I interact with who may benefit from completing a Clarity4D questionnaire?
b) What other areas would I like to develop?
There are further chapters of Clarity4D profiles available on:
a) Working as a Team
For more information on the above visit our website www.clarity4d.com.

Gosia Braszczyk in a Team

Page 12
Gosia in a Team
These are the key attributes and talents Gosia brings to a team. Circulate the following pages around the
team.
Responds in a positive
way to emergency
situations.
Can work out practical
results.
Brings her highly ethical
judgement to the group.
Isn't taken off course by
unimportant issues.
Likes people to be
pragmatic and straight
forward.
Shows active interest
and leadership skills.
Seldom admits defeat,
even when losing the
battle.
Enjoys being in the
centre of the action.
Has high principles
regarding truth and is
prepared to make a
stand.
Will push others to gain
improved results.

Page 13
Gosia in a Team - Communicating with Gosia
Effective communication is essential to good teamwork, and individuals have preferred strategies that help
them to send and receive the message. When we use their preferred style, we can reduce the barriers that
may cause the message to be misinterpreted.
Here are strategies to help communicate with Gosia:
To Communicate Effectively What Not to Do
Demonstrate your support of her with evidence.
Be prepared to overlook her perceived pompous
manner.
Behave in a sensible and serious manner.
Be on her side whenever appropriate.
Be quick, forthright and direct.
Ensure that your suggested solutions are practical.
Don't bring personal characteristics into the equation.
Act in a positive and energetic manner.
Watch for signs that she's switched off.
Concentrate on what needs to be done.
Give her measurable evidence.
Be as bold and self-confident as her.
Lose track of the point.
Attend a meeting with her ill prepared and without the
relevant information.
Give your opinion on her personal life unless she
asks for your advice.
Question her motives or principles.
Try to pass the buck onto her.
Instruct her on how to do things.
Brush off or overlook her views.
Question how she perceives herself.
Be untidy, disorganised or unprepared.
Be effusive and gushing.
Disparage her thoughts too strongly.
Go into her private space.

Page 14
Gosia in a Team - Here are some strategies for communicating
with other types.
For effective communication within a team, we need to recognise and understand how the different types
prefer to be communicated with. Here are some strategies for communicating with other types.
Communication with Red preference
Do Do Not
Get straight to the point
Take ownership of problems
Keep up with their pace
Be prepared
Ask relevant, practical questions
Be organised and punctual
Keep to the agenda
Be positive and enthusiastic
Speak in a clear, assertive manner
Be short, sharp and gone
Become emotional in discussions
Appear negative or critical
Waffle or procrastinate
Appear hesitant or unsure
Interrupt
Challenge their authority
Mumble or speak slowly
Flit from topic to topic
Disagree in public with them
Tell them what to do
List below those people who display high RED energy:
..............................................................................................................................................................
..............................................................................................................................................................
..............................................................................................................................................................
..............................................................................................................................................................
..............................................................................................................................................................
..............................................................................................................................................................

Page 15
with other types.
Communication with Blue preference
Do Do Not
Speak in a calm, measured manner
Follow agreed procedures
Come prepared with facts
Respect their need for privacy
Write details down for them
Research details before meeting them
Recognise their accuracy
Give advance notice
Use their expertise
Value their objective analysis
Fire rapid questions
Be disorganised and “woolly”
Offer ill thought out concepts
Push for an immediate answer
Finish their sentences
Indulge in social chit chat
Talk loudly and energetically
Put them on the spot in meetings
Try to “sweet talk” them
Hurry them
List below those people who display high BLUE energy:
..............................................................................................................................................................
..............................................................................................................................................................
..............................................................................................................................................................
..............................................................................................................................................................
..............................................................................................................................................................
..............................................................................................................................................................

Page 16
with other types.
Communication with Green preference
Do Do Not
Speak in a friendly manner
Create a harmonious environment
Have a relaxed, easy approach
Ask questions rather than tell
Allow time for them to feel comfortable
Appreciate their loyalty
Take time to talk to them personally
Find out what are their personal values are
Offer support when needed
Listen empathetically
Appear demanding
Become confrontational
Talk loudly and quickly
Put them in the spotlight
Appear insincere
Push for a quick response
Give insensitive feedback
Give effusive praise
Cut them off before they have finished
Question their integrity
List below those people who display high GREEN energy:
..............................................................................................................................................................
..............................................................................................................................................................
..............................................................................................................................................................
..............................................................................................................................................................
..............................................................................................................................................................
..............................................................................................................................................................

Page 17
with other types.
Communication with Yellow preference
Do Do Not
Speak in a positive, enthusiastic way
Involve them whenever possible
Indulge in some light hearted chit chat
Keep the pace moving
Ask for their opinion
Allow them to speak their mind
Recognise their talent for raising spirits
Have an informal manner
Acknowledge their creative approach
Offer a variety of tasks and topics
Appear dour or disinterested
Overlook their need for recognition
Talk only in terms of facts & figures
Ask for or give too much detail
Leave them out of the picture
Question their stories in public
Appear “nit picky”
Impose restrictions and procedures
Send long, detailed reports
Ignore their need for some response
List below those people who display high YELLOW energy:
..............................................................................................................................................................
..............................................................................................................................................................
..............................................................................................................................................................
..............................................................................................................................................................
..............................................................................................................................................................
..............................................................................................................................................................

Page 18
Gosia in a Team - Creativity
Strong teams need diverse ideas and different creative approaches.The following statements will identify
how Gosia approaches creativity and how she can develop these strengths
Gosia’s Creative Strengths Areas for Development
Likes to set a fast pace. Get agreement from the team for best results.
Thinks the outcomes will always be positive. Be prepared with a back up plan.
Concentrates on long-term plans.
Small stepped improvements will keep the pace
going.
Can see the logical outcomes.
Get other people involved in coming up with the right
solution.
Can make the impossible happen on her own. It's more likely to happen with the help of others.
Likes to work alone. Different ideas from the team enrich the outcomes.
Strives to build new structures.
Make sure they are constructed on solid ground with
built-in flexibility.
Is highly independent. Listen to advice from others.
Can control the innovative process. Give autonomy to others for quicker results.
Is constantly striving for perfection by improving
processes.
This could be perceived by others as "nit picking".

Page 19
Action Plan
As a result of reading your Clarity4D Profile what action steps will you take?
Describe the person you aspire to be:
By When:
To achieve this, what will you stop doing?
By When:
What will you start doing?
By When:
What else do you need to consider?
By When:
This report represents how you completed the questionnaire, and the questions you might like to consider
now are:
a) Who else do I interact with who may benefit from completing a Clarity4D questionnaire?
b) What other areas would I like to develop?
There are further chapters of Clarity4D profiles available on:
a) Working as a Team
For more information on the above visit our website www.clarity4d.com.

FULLC4D_Gosia_Braszczyk_15534 (1)

Recommended

Recommended

More Related Content

Viewers also liked

Viewers also liked (6)

Similar to FULLC4D_Gosia_Braszczyk_15534 (1)

Similar to FULLC4D_Gosia_Braszczyk_15534 (1) (20)

FULLC4D_Gosia_Braszczyk_15534 (1)