Glenn Watkins Colour Works Profile

Glenn Watkins
07/07/2012

Personal Profile
Foundation Chapter
Management Chapter

Insights Discovery 3.5 Glenn Watkins Page 2

Personal Details

Glenn Watkins
Chairman NW London
glenn.watkins@chiefexecutive.com

ACE

18 Newman Street
London
London
UK
W1T 1PE

07714 246509

Date Completed 07/07/2012

Date Printed 09/07/2012

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

http://www.insightsworld.com/
© Copyright 1992-2012 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.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 Glenn's Opposite Type 14

Suggestions for Development 15

Management 16
Creating the Ideal Environment 16
Managing Glenn 17
Motivating Glenn 18

Management Style 19

The Insights Wheel 20

Insights Colour Dynamics 21

Jungian Preferences 22



Introduction
This Insights Discovery profile is based on Glenn Watkins’s responses to the Insights
Preference Evaluator which was completed on 07/07/2012.
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 Glenn’s work style. Use this section to
gain a better understanding of his approaches to his activities, relationships and decisions.

Personal Style
Glenn wants to sample the best that life can offer. He has a sense of adventure and likes to
keep his spirits and expectations high. He helps the innovative process by regularly coming up
with ideas. He feels that work should be enjoyable, or it is probably not worth doing. His
obvious charm and enthusiasm tends to make him popular with friends and colleagues alike.
He prefers to be seen as rather sociable and may relish the occasional spotlight.

He usually has a theory that will explain everything. He may not necessarily prefer innovative
solutions over established ones but is adept at seeing situations from an unusual perspective.
As he puts as much energy into maintaining personal relationships than into maintaining tasks,
Glenn likes to keep a wide assortment of relationships alive and kicking. He has started many
interesting projects in his time, but has finished considerably fewer. He is inventive,
independent and can be extremely perceptive of the potential contained within the views of
others. He may lose interest and move on to the next thing, once a job becomes routine or dull.

If he is in charge of having to monitor the detailed work of others he may find this
uninteresting, stressful and exhausting. He can get bored and restless with his projects once the
major challenge has been solved, and he may well need to engage others to see things through
to completion. His speed of articulation may generate a few rough edges in conversation.
Glenn's interest, enthusiasm and energy levels are high. He will dismiss negatives, being eager
to accomplish the task. He flourishes in jobs where he can be of constant service or use his
talent to persuade.

Glenn is curious for new ideas and insights. He is bored by facts, details and repetitive
activities, especially those not relevant to his current areas of interest. He needs work that
makes use of his strongly creative drive. Routine work and administration is of little interest to
him, though unexplored and unexpected elements of a job often aren't considered work at all.
He is a good improviser who will go to great lengths to please others.

Work that is purely practical or work that leaves him on his own for long periods can make him
irritable. He will lose interest quickly and lack the self-discipline necessary to complete what
he has started unless the project can continue to excite his vision. He is versatile, clever,
enthusiastic, easy with people and full of ideas about everything under the sun. He is
accomplished at working with individuals and groups and can quickly find himself pushed into
a leadership role. His social gatherings are frequent and worth attending, particularly when they
mark important events.

Interacting with Others
Glenn is outgoing and makes things more fun for others by his pure and unreserved enjoyment



of the moment. People see Glenn as enthusiastic, ingenious, imaginative and dynamic, with
highly developed interpersonal skills. Having a high need to be affirming of others and to
receive affirmation from others, he exhibits an infectious enthusiasm for living. He encourages
freedom and independence and is good at getting things done through other people when he
slows down and takes the time to delegate. He may become rather over-emotional when
stressed.

He is noted for his innate ability to inspire and encourage others around him and exhibits
excellent interpersonal skills. He prefers creating a busy and exciting world around him. Some
events for him quickly turn into special occasions for everyone. Curious and alert, Glenn
prefers to understand rather than judge. He can be very vocal about social or people issues that
concern him and can often be seen as the underdog's “champion”.

Glenn's work style is down-to-earth, assertive and persuasive. Glenn exudes charismatic charm
and a natural ability to communicate well. He prefers to try to understand and relate to people's
views rather than be judgmental of them. He deals imaginatively with social relationships
which generate a large variety of acquaintances. He is a “networking” expert. He prefers
communicating verbally rather than through the written word.

Decision Making
Occasionally a non-conformist, Glenn is good at seeing new ways of doing things. Work that
uses his ideas to improve or start a project suits him, but once these ideas get off the ground he
prefers someone else to carry on with the details. He is a good, practical judge of character, and
tends to use intuition where both people and decisions are concerned. He has a tendency
towards making higher risk decisions. A born entrepreneur, he is alert to all the possibilities
and is fascinated by new ideas. He shows strong initiative and operates through creative
impulses.

He may get bored quickly and tend to ignore significant detail in his desire to move on to more
exciting things. Glenn's many accomplishments are achieved mainly through determination and
perseverance in reaching or exceeding his high standards. His occasional failure to face up to
disagreeable facts can mean that problems are sometimes ignored rather than solutions sought.
Glenn's natural curiosity for new ideas will bring new and fresh ways of thinking to the group.
In decision-making he may prefer to apologise for exceeding his authority rather than getting
permission in the first place.

He may be thinking of so many things that his decisions may on occasions appear to be
ill-considered. He sees so many possibilities that he sometimes has difficulty selecting the best
activity or interest to pursue, or in keeping to the agreed track. Sometimes he makes poor
choices by getting involved with too many things at once. Carefully choosing where he will
focus his energy may help him avoid wasting his time and considerable talent. He should take
care not to take on too many commitments, and be sure to take time to see to the completion of
current work before starting a new project.

Personal Notes



Key Strengths & Weaknesses
Strengths
This section identifies the key strengths which Glenn brings to the organisation. Glenn 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.

Glenn’s key strengths:

Able to turn vision into a reality.

Can act spontaneously.

His glass is usually half full.

Willing to be involved in most activities.

A visionary generating infectious enthusiasm.

Adaptable and adventurous.

Motivates others to “achieve the impossible”.

Strong sense of humour and fun.

Creative thinker and dynamic innovator.

Original inventive thinker.

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. Glenn's responses to the Evaluator have suggested
these areas as possible weaknesses.

Glenn’s possible weaknesses:

May not dot all the “i”s and cross all the “t”s.

Can be perceived as manipulative or coercive.

Can come across as superficial or shallow.

Tasks can be left undone if something more interesting comes along.

Fails to recognise the finer nuances.

May not appreciate symptoms of underlying stress and anxiety.

Will experience difficulty in concentrating on one thing for long periods.

May become depressed if bored or forced to moderate tedious tasks.

Some of his ideas may be perceived as unrealistic.

Adopts a superficial approach, ignoring details.

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
Glenn brings, and make the most important items on the list available to other team members.

As a team member, Glenn:

Demonstrates leadership and involvement.

Provides charismatic leadership.

Is always ready to offer service to colleagues.

Is seen as a good team builder.

Responds well to immediate challenges.

Can generate fast results by prioritising well and taking action.

Has an awareness of the people issues in the world around him.

Has foresight and farsight.

Inspires with motivation, energy and direction.

Maintains and generates high team aspirations.

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 Glenn.
Identify the most important statements and make them available to colleagues.

Strategies for communicating with Glenn:

Appeal to his open style of decision making.

Use a casual, informal style of conversation.

Indulge in speculation and offer opinions readily.

Keep up a lively, but steady pace.

Be spontaneous and harmonious.

Generate inspiration by recalling past successes.

Be bright, be brief and be gone.

Engage in lively, animated, bright “chats”.

Confirm agreements in writing.

“Temper” his optimism with realism.

Do not obstruct opportunities for his development.

Maintain a positive and open stance.

Personal Notes



Communication
Barriers to Effective Communication
Certain strategies will be less effective when communicating with Glenn. 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 Glenn, DO NOT:

Engage in laboriously long meetings.

Spend too much time discussing “what ifs”.

Forget to recognise him personally in a job well done.

Burden him with too many papers to read.

Criticise his ideas too harshly or personally.

Be addicted to rules and procedures.

Isolate him or disregard his involvement.

Overload him with facts, details and paperwork.

Talk with him using a low-key voice tone.

Be curt-lipped, sharp, prickly or abrasive.

Be surprised if he breaks the rules.

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.

Glenn’s possible Blind Spots:

Glenn has a strong active conscience and may not be prepared to even consider others' values
and opinions, particularly if they are not prepared to follow his lead. He has a hard time
separating his “persona” from the reality of who he is deep down, and may be unaware of, or
ignore stress signals until stopped in his tracks by a severe emotional experience. As he values
creativity and innovation, he sometimes ignores the standard way of doing something because
it lacks originality. He runs the risk of deciding too quickly and should first stop and listen to
the views of others before barging ahead. He may be seen by others as shallow or superficial
due in part to his glib way with words and his orientation with the future.

He may not wish to hear the objections of others because, to him, his own position usually
seems unquestionable. He may need to slow down to consider the feelings of others even if he
doesn't share them. He may adopt an “if you've got a headache take an aspirin” attitude, which
indicates a lack of empathy to some. Endowed with the gift of articulation, he is likely to feel
that he is competent in most areas. Glenn's biggest drawbacks are sometimes perceived by
others as arrogance, impatience and insensitivity to others' feelings.

He is seen to perform better when he reins in his boldness, energy and enjoyment of being in
control to a level where other people take priority. He may need to learn and apply time
management and long-range planning techniques to help him complete his projects. Under
pressure, he acts in a domineering way, but he needs to consciously stop and listen to others
before charging ahead with his own idea.

Personal Notes



Opposite Type
The description in this section is based on Glenn'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:

Glenn’s opposite Insights type is the Coordinator, Jung’s “Introverted Sensing” type.
The Coordinator is a careful, cautious, conventional person who is diplomatic and sincere.
Coordinators tend to be very loyal, precise and disciplined with high standards and
expectations of self. Coordinators may appear to lack self-confidence and prefer to operate in a
structured and ordered manner, focusing on established guidelines rather than future
possibilities.
Glenn will often observe the Coordinator procrastinating on a decision until all of the facts and
details are available. Glenn may also see the Coordinator as a critical and ideological thinker
who will be quiet and reserved around strangers. Coordinators do not like stress or chaos and
tend to be rather private, requiring support and reassurance. They prefer to build close
relationships with small groups of people and like to retain the familiar and predictable. The
Coordinator becomes stubborn if pressured, particularly by Glenn!
Coordinators are concerned with what is “right” and, to Glenn, appear slow in decision
making. They prefer a steady-paced environment with little interpersonal aggression and they
tend to distrust outgoing people. They are motivated by schedule and order and are among the
most private of the Insights types. Glenn sees the Coordinator as ever concerned with
efficiency, becoming stressed when others do not stick to tightly laid down schedules and plans.

Personal Notes



Opposite Type
Communication with Glenn's Opposite Type
Written specifically for Glenn, this section suggests some strategies he could use for effective
interaction with someone who is his opposite type on the Insights Wheel.

Glenn Watkins: How you can meet the needs of your Opposite Type:

Balance opportunities for reflection with gentle conversation or interaction.

Provide facts and figures.

Deal with “here and now” projects.

Appreciate his ability to amass a wide range of information.

Provide regular support and feedback - show interest.

Encourage him to be forthcoming with the information he has.

Glenn Watkins: When dealing with your opposite type DO NOT:

Set tight deadlines or force him to make an immediate decision.

Ignore his authority for the sake of it.

Demand an instant reaction.

Comment on his personal appearance.

Exert unnecessary pressure.

Focus on his weaknesses or chastise him publicly.

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 Glenn’s development. Identify the most
important areas which have not yet been addressed. These can then be incorporated into a
personal development plan.

Glenn may benefit from:

Solving problems more slowly and methodically.

Really listening to the views of others.

Becoming less intense, steadier and more reliable.

Reflecting for a moment before responding.

Taking life more seriously.

Finishing and reflecting on each book he reads before starting a new one.

Being left alone to work quietly.

Becoming less outspoken and empathetic.

Focusing more upon objective, measurable criteria.

Being seen as less concerned with money and status.

Personal Notes



Management
Creating the Ideal Environment
People are generally most effective when provided with an environment which suits their
preferences and style. It can be uncomfortable to work in an environment which does not.
This section should be used to ensure a close match between Glenn’s ideal environment and
his current one and to identify any possible frustrations.

Glenn’s Ideal Environment is one in which:

A flexible approach is taken to the specification of hours and days worked.

Decisions can be made quickly.

Regular feedback and encouragement is given.

He does not have to sit quietly in reflection for longish periods.

Modesty is not a pre-requisite.

He can turn a vision into reality.

Ideas are given genuine recognition and consideration.

Rules on time keeping and dress code are generally more relaxed.

Modern “executive toys” are available to satisfy playful and tactile interests.

Rules and regulations have not yet been invented!

Personal Notes



Management
Managing Glenn
This section identifies some of the most important strategies in managing Glenn. Some of these
needs can be met by Glenn himself and some may be met by his colleagues or management.
Go through this list to identify the most important current needs, and use it to build a personal
management plan.

Glenn needs:

To know clearly where the future prospects and opportunities lie.

Regular complements on dress, appearance and style.

To control the pace and deadlines.

Support in completing tasks he starts.

To become his own self, not just his achievements.

The opportunity to think aloud.

To understand systems and cultures if he is to avoid upsetting others.

Support for his style by providing back-up.

Compliments and admiration for work accomplishments.

Freedom from controls, supervision and details.

Personal Notes



Management
Motivating Glenn
It has often been said that it is not possible to motivate anyone - only to provide the
environment in which they will motivate themselves. Here are some suggestions which can
help to provide motivation for Glenn. With his agreement, build the most important ones into
his Performance Management System and Key Result Areas for maximum motivation.

Glenn is motivated by:

Participation in lively arguments, debate and discussions.

Working towards targets, goals and objectives.

Rewards that reflect his immediate needs.

The chance to make a reputation for himself.

Authority to match his responsibilities.

Regular breaks from routine.

Acceptance, with co-operation that meets his ideal.

Ideals, visions and the big picture.

Freedom to articulate wild ideas.

Seeing the results of his efforts.

Personal Notes



Management Style
There are many different approaches to management, most of which have different situational
applications. This section identifies Glenn’s natural management approach and offers clues to
his management style, highlighting both gifts and possible hindrances that can be further
explored.

In managing others, Glenn may tend to:

Appear superficial and rather flamboyant to some.

Expect that every challenge can be resolved by brainstorming.

Disregard certain opinions and ideas which differ from his own.

Project a high profile image of self and team.

Support a friendly, participative environment.

Prompt people who naturally work at a slower pace.

Be seen as manipulating the process when he sells the solution to the team.

Use “gut feel” effectively in processing information.

See drawbacks simply as challenges to overcome.

Show great pride in, and demand recognition for, his team.

Personal Notes



The Insights Wheel
Glenn Watkins
07/07/2012

BLUE R E F ORM E R RED
R 16 1 D
E 116 101 I
V R
R E
E C
S 15 2 T
B O
O 36 21 R
136 121
14 3
35 22

34 56 41 23
113 156 141 104
55 42
C 133 54 43 124
O M
O 153 144 O
13 4
R 33 24 T
D 53 44 I
I V
N 52 45 A
A 32 25 T
T 12 5 O
152 145
O R
R 132 51 46 125
50 47
112 149 148 105
31 49 48 26

30 27
11 6
129 128
S 29 28 R
U E
P 7 R
P 10
O I
R P
T S
E 109 108 N
R I
9 8

GREEN HE L PER
YELLOW
Conscious Wheel Position
25: Inspiring Motivator (Classic)

Personal (Less Conscious) Wheel Position
24: Directing Motivator (Classic)



Insights Colour Dynamics
Glenn Watkins
07/07/2012

Persona Preference Persona
(Conscious) Flow (Less Conscious)
BLUE GREEN YELLOW RED BLUE GREEN YELLOW RED
6 100 6

50

3 0 3

50

0 100 0
1.56 1.32 5.44 5.40 0.56 0.60 4.44 4.68
33.5%
26% 22% 91% 90% 9% 10% 74% 78%

(Conscious) (Less Conscious)



Jungian Preferences
Glenn Watkins
07/07/2012

Attitude/Orientation:

100 0 100

Introversion (I) Extraversion (E)

Rational (Judging) Functions:

100 0 100

Thinking (T) Feeling (F)

Irrational (Perceiving) Functions:

100 0 100

Sensing (S) Intuition (N)

(Conscious) (Less Conscious)


Glenn Watkins Colour Works Profile

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