Dayvid Mirbel completed a behavioural assessment that identified their primary behavioural style as a Promoter with secondary characteristics of a Driver and Administrator. The summary highlighted that they are influential, optimistic, friendly, and enjoy working with people. They also enjoy challenges and achieving results in a precise manner. Careers well-suited for their profile include PR, sales, marketing, finance, engineering, and teaching/coaching positions.
This document provides a behavioral profile report for an individual named Mark Rowsell-Turner. The report identifies their primary behavioral style as a Promoter with secondary characteristics of a Driver and Administrator. It describes promoters as influential, optimistic, friendly, and cordial. It also provides tips on how to effectively communicate with the individual by having an informal two-way discussion and valuing their ideas, opinions, and feelings.
The document discusses how companies analyze personality traits when recruiting for customer service roles. It provides examples of traits that are important, such as communication skills, problem solving, and ability to handle stressful situations. Companies use personality tests, case studies, and role plays to identify candidates that demonstrate traits like cooperation and understanding that are well-suited to serving customers. Personality testing helps ensure good alignment between the individual's personality type and the job requirements to increase employee satisfaction and performance.
This document provides a behavioral profile report for an individual named Mark Rowsell-Turner. It analyzes their behaviors using the categories of Driver, Promoter, Supporter, and Administrator. The report finds Mark's primary behavior is a Promoter and they also display characteristics of a Driver and Administrator. It provides descriptions of their preferred work environment, communication style, potential careers, and management approach based on these behavioral tendencies. The purpose is to help employers understand an individual's behaviors and how to effectively work with them.
The document is a behavioral profile report that assesses an individual's dominant behaviors and personality traits for career matching purposes. It uses the DPSA framework to evaluate someone as primarily a Driver and secondarily an Administrator. It provides details on the individual's preferred work style, effective communication approaches, suitable careers, and management style based on this assessment. The report was generated by MyProfile, a behavioral profiling company founded by Dr. Ilan Kogus, an expert in change management and sports psychology.
The document discusses the essential ingredients for an effective human resource development (HRD) function. It states that the main objectives of the HRD department are to create a learning environment and developmental climate. This requires top management support and active cooperation from line managers. Some key aspects that create a learning climate in an organization include employees enjoying their work, a climate of trust, and mistakes being seen as learning opportunities. The HRD manager must do things like develop a clear HR philosophy, inspire line managers, and ensure goals are in sync across departments to bring about a learning culture. An effective HRD system views training as a dynamic process that transforms inputs like management commitment and employee competencies to outputs like improved performance. The HRD manager should
This document discusses several aspects of leadership, including:
1. It outlines key responsibilities of leaders such as establishing values, defining a mission, and unleashing potential in others.
2. Leadership is defined as the process of influencing others to achieve goals, while influence is the power to sway others' views.
3. There are three variables that impact leadership: the leader, those being led, and external circumstances.
4. Several leadership theories are presented, including situational leadership theories that evaluate what style is most effective based on the situation.
This document provides a behavioral profile report for an individual named Mark Rowsell-Turner. The report identifies their primary behavioral style as a Promoter with secondary characteristics of a Driver and Administrator. It describes promoters as influential, optimistic, friendly, and cordial. It also provides tips on how to effectively communicate with the individual by having an informal two-way discussion and valuing their ideas, opinions, and feelings.
The document discusses how companies analyze personality traits when recruiting for customer service roles. It provides examples of traits that are important, such as communication skills, problem solving, and ability to handle stressful situations. Companies use personality tests, case studies, and role plays to identify candidates that demonstrate traits like cooperation and understanding that are well-suited to serving customers. Personality testing helps ensure good alignment between the individual's personality type and the job requirements to increase employee satisfaction and performance.
This document provides a behavioral profile report for an individual named Mark Rowsell-Turner. It analyzes their behaviors using the categories of Driver, Promoter, Supporter, and Administrator. The report finds Mark's primary behavior is a Promoter and they also display characteristics of a Driver and Administrator. It provides descriptions of their preferred work environment, communication style, potential careers, and management approach based on these behavioral tendencies. The purpose is to help employers understand an individual's behaviors and how to effectively work with them.
The document is a behavioral profile report that assesses an individual's dominant behaviors and personality traits for career matching purposes. It uses the DPSA framework to evaluate someone as primarily a Driver and secondarily an Administrator. It provides details on the individual's preferred work style, effective communication approaches, suitable careers, and management style based on this assessment. The report was generated by MyProfile, a behavioral profiling company founded by Dr. Ilan Kogus, an expert in change management and sports psychology.
The document discusses the essential ingredients for an effective human resource development (HRD) function. It states that the main objectives of the HRD department are to create a learning environment and developmental climate. This requires top management support and active cooperation from line managers. Some key aspects that create a learning climate in an organization include employees enjoying their work, a climate of trust, and mistakes being seen as learning opportunities. The HRD manager must do things like develop a clear HR philosophy, inspire line managers, and ensure goals are in sync across departments to bring about a learning culture. An effective HRD system views training as a dynamic process that transforms inputs like management commitment and employee competencies to outputs like improved performance. The HRD manager should
This document discusses several aspects of leadership, including:
1. It outlines key responsibilities of leaders such as establishing values, defining a mission, and unleashing potential in others.
2. Leadership is defined as the process of influencing others to achieve goals, while influence is the power to sway others' views.
3. There are three variables that impact leadership: the leader, those being led, and external circumstances.
4. Several leadership theories are presented, including situational leadership theories that evaluate what style is most effective based on the situation.
The document discusses the concepts of managerial excellence and business excellence. It defines managerial excellence as displaying strong leadership and management skills, obeying company policies, and getting the best from employees. Business excellence refers to outstanding organizational practices for achieving results based on fundamental values and models. The key aspects of managerial excellence are types of managers, required qualities, competencies, roles and skills. It emphasizes developing technical, human and conceptual skills through roles like monitoring, decision making, and people management.
The document provides an overview of management. It discusses key concepts like mission, strategy, goals, objectives, organization, values, quality, customers, leadership, planning, functions, roles, skills, myths, and evaluation of managers. Management involves defining a mission and strategy to achieve goals and objectives through organizational structures and leadership while addressing customers, values, and quality. Planning and a variety of managerial roles and skills are required at different levels of the organization.
This document defines leadership and discusses various leadership styles and theories. It begins by defining leadership as influencing others and identifying characteristics of good leaders. It then outlines several styles of leadership including autocratic, participative, and free rein. The document also summarizes several theories of leadership such as the trait approach, management grid, path-goal theory, and contingency model. It concludes by discussing transformational leadership and characteristics of charismatic leaders.
Join Greg Stewart, Vice President of Enterprise Solutions Sales at Profiles International and learn about talent management strategies for high impact positions that will bring success to your organization.
Join us for this webinar and learn:
Engage top performers
Engage talents
Improve performance through coachin
This document discusses the roles and skills of managers and leaders. It defines a manager as someone who coordinates and oversees the work of others to accomplish organizational goals. Managers can be classified as first-line, middle, or top managers. The key functions of management are planning, organizing, leading, and controlling. Henry Mintzberg identified 10 common managerial roles grouped into interpersonal, informational, and decisional categories. Leadership is defined as influencing a group towards achieving a goal. The document contrasts managers, who maintain the status quo, with leaders, who challenge it and do the right thing. Qualities of good leaders include a positive focus, continuous learning, strong self-esteem, and avoiding negative influences.
This document discusses the differences between management and leadership. It defines management as focusing on planning, organizing, coordinating, staffing, directing, controlling and disseminating information. Leadership is defined more broadly as establishing a vision and engaging in continuous improvement. The document also examines different leadership styles like autocratic, bureaucratic and democratic and discusses which may be best depending on the situation. It notes leadership has evolved over time to focus more on compassion, balance, participation and inclusion rather than just return-on-investment. Various leadership theories are also mentioned like personality-based, situational, transactional and transformational.
The document provides an overview of general management concepts and functions. It discusses traditional and modern management models, the principles and functions of management including planning, organizing, staffing, directing, leadership, and management styles. It also covers situational leadership and the different leadership styles that may be appropriate depending on the situation.
This document discusses various aspects of leadership including definitions, ingredients, approaches, theories, styles, qualities, importance, skills, and differences between managers and leaders. It defines leadership as the process of influencing others to work willingly towards common goals. Some key leadership theories discussed include Fiedler's contingency theory, path-goal theory, and transformational vs transactional leadership. The document also compares leadership styles such as autocratic, democratic, and free-rein and lists important leadership qualities and skills.
The document provides information on competency dictionaries for IT jobs in the government, including:
1) The dictionaries describe both behavioral and technical competencies, with behavioral competencies covering skills like communication, creativity and relationship building.
2) Technical competencies cover skills specific to IT jobs like application development, database management and security.
3) The dictionaries are tools that can be used to develop job competency profiles describing the skills and behaviors needed for successful job performance.
The document provides information on competency dictionaries for behavioral and technical competencies for IT jobs across the government. It includes:
1) An introduction to competency-based management and how competency dictionaries are used to develop job competency profiles for human resources functions.
2) Details on the behavioral competency dictionary which describes non-technical competencies like adaptability, communication, and teamwork that apply to IT jobs.
3) Details on the technical competency dictionary which includes skills, abilities and behaviors required for specific technical knowledge and jobs in areas like application development, database management, and security.
This document provides an overview of management roles, responsibilities, regulations and realities. It discusses why people choose management careers and common myths about management. Effective managers act as teachers to help employees reach their potential. The document outlines core manager responsibilities like communication, ownership, resolve and executing for excellence. Managers are accountable for team performance and outcomes. Dysfunctional managers can damage team productivity while strong communication and leadership build successful teams.
The document discusses the importance of executive coaching for developing competencies critical for senior-level business leaders. It notes that 70% of executive development comes from on-the-job experience, while 20% comes from coaching and 10% from formal training. Replacing an executive can cost an estimated $800,000 due to separation, vacancy, replacement, socializing, and ramp-up costs. Executive coaching helps maximize performance, enhance retention, and strengthen competencies like strategic orientation, customer impact, and change leadership. Coaching addresses blind spots, builds on strengths, and improves leadership approaches through activities like diagnostic assessments, development planning, and meetings.
This document discusses the functions, roles, and skills of a manager. It begins by defining a manager as someone who plans, organizes, leads, and controls people to achieve organizational goals. It then outlines the main functions of management as planning, organizing, leading, and controlling. It differentiates between the three levels of management - top-level managers who make strategic decisions, middle-level managers who implement strategies, and frontline managers who oversee daily operations. Finally, it discusses important managerial skills like conceptual skills, technical skills, and human skills, as well as the ten main roles managers play as identified by Mintzberg, including figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur
Webinar developing successful_managers_leadersProfiles Asia
Did you know that you are giving an average of 38% of the assets of your company to every manager and leader you place in your organization ? By giving them insights into their own strengths and surfacing self improvement opportunities, you equip them to increase their employee engagement and achieve higher standard of productivity
The Quality Manager Needs to be a LeaderScottDSiders1
Training presentation on the Quality Manager's necessary role as a leader within accredited environmental testing laboratories. Discusses quality management leadership, leadership styles and characteristics of a leader. Provides references for further study and ways to determine your leadership style. Utilize this presentation as you see fit.
The Quality Manager Needs to be a Leader (edited 03252023).pptxScottDSiders1
Leadership training presentation for Quality Managers at environmental testing laboratories. Discusses why a quality manager needs to be a leader, leadership styles and characteristics of a leader.
Everybody in your business is all about reducing cost, improving productivity and increasing the bottom-line- Nothing Else Matters!. As a leader where do you start and how will you do it?
In this webinar you will learn:
Creating a leadership strategy that increases your leadership ROI.
How to implement a leadership strategy specific to the needs of your unique organization
How to hire the right leader / manager the first time.
Identify and develop future leaders of your organization.
Manager Interview Essay summarizes an interview with Regina Geis, acting supervisor of a county mental health adult day program. Geis discusses how her management style has changed over her first 15 months in a managerial position, becoming more direct. She also emphasizes the importance of demonstrating confidence as a leader and being an effective communicator to advance in management.
This document contains a chapter on management and marketing from a professional marketing final paper. It begins with definitions of management, discussing it as an art, science and profession. It then covers the differences between management and administration, the functions of management including planning, organizing, leading, staffing and controlling. It discusses the nature and principles of management, outlining Henry Fayol's 14 principles. It concludes by covering types of managers based on job and competency, characteristics of natural vs professional managers, and how professional managers lead by example, build relationships and manage for results.
The Quality Manager Needs to be a Leader.pptxScottDSiders1
Quality Managers at environmental testing laboratories need to be Leaders. This training presentation broadly covers the topic and provides insights on leadership types, characteristics and application in the laboratory.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
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Join us to introduce Milvus Lite, a vector database that can run on notebooks and laptops, share the same API with Milvus, and integrate with every popular GenAI framework. This webinar is perfect for developers seeking easy-to-use, well-integrated vector databases for their GenAI apps.
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The document discusses the concepts of managerial excellence and business excellence. It defines managerial excellence as displaying strong leadership and management skills, obeying company policies, and getting the best from employees. Business excellence refers to outstanding organizational practices for achieving results based on fundamental values and models. The key aspects of managerial excellence are types of managers, required qualities, competencies, roles and skills. It emphasizes developing technical, human and conceptual skills through roles like monitoring, decision making, and people management.
The document provides an overview of management. It discusses key concepts like mission, strategy, goals, objectives, organization, values, quality, customers, leadership, planning, functions, roles, skills, myths, and evaluation of managers. Management involves defining a mission and strategy to achieve goals and objectives through organizational structures and leadership while addressing customers, values, and quality. Planning and a variety of managerial roles and skills are required at different levels of the organization.
This document defines leadership and discusses various leadership styles and theories. It begins by defining leadership as influencing others and identifying characteristics of good leaders. It then outlines several styles of leadership including autocratic, participative, and free rein. The document also summarizes several theories of leadership such as the trait approach, management grid, path-goal theory, and contingency model. It concludes by discussing transformational leadership and characteristics of charismatic leaders.
Join Greg Stewart, Vice President of Enterprise Solutions Sales at Profiles International and learn about talent management strategies for high impact positions that will bring success to your organization.
Join us for this webinar and learn:
Engage top performers
Engage talents
Improve performance through coachin
This document discusses the roles and skills of managers and leaders. It defines a manager as someone who coordinates and oversees the work of others to accomplish organizational goals. Managers can be classified as first-line, middle, or top managers. The key functions of management are planning, organizing, leading, and controlling. Henry Mintzberg identified 10 common managerial roles grouped into interpersonal, informational, and decisional categories. Leadership is defined as influencing a group towards achieving a goal. The document contrasts managers, who maintain the status quo, with leaders, who challenge it and do the right thing. Qualities of good leaders include a positive focus, continuous learning, strong self-esteem, and avoiding negative influences.
This document discusses the differences between management and leadership. It defines management as focusing on planning, organizing, coordinating, staffing, directing, controlling and disseminating information. Leadership is defined more broadly as establishing a vision and engaging in continuous improvement. The document also examines different leadership styles like autocratic, bureaucratic and democratic and discusses which may be best depending on the situation. It notes leadership has evolved over time to focus more on compassion, balance, participation and inclusion rather than just return-on-investment. Various leadership theories are also mentioned like personality-based, situational, transactional and transformational.
The document provides an overview of general management concepts and functions. It discusses traditional and modern management models, the principles and functions of management including planning, organizing, staffing, directing, leadership, and management styles. It also covers situational leadership and the different leadership styles that may be appropriate depending on the situation.
This document discusses various aspects of leadership including definitions, ingredients, approaches, theories, styles, qualities, importance, skills, and differences between managers and leaders. It defines leadership as the process of influencing others to work willingly towards common goals. Some key leadership theories discussed include Fiedler's contingency theory, path-goal theory, and transformational vs transactional leadership. The document also compares leadership styles such as autocratic, democratic, and free-rein and lists important leadership qualities and skills.
The document provides information on competency dictionaries for IT jobs in the government, including:
1) The dictionaries describe both behavioral and technical competencies, with behavioral competencies covering skills like communication, creativity and relationship building.
2) Technical competencies cover skills specific to IT jobs like application development, database management and security.
3) The dictionaries are tools that can be used to develop job competency profiles describing the skills and behaviors needed for successful job performance.
The document provides information on competency dictionaries for behavioral and technical competencies for IT jobs across the government. It includes:
1) An introduction to competency-based management and how competency dictionaries are used to develop job competency profiles for human resources functions.
2) Details on the behavioral competency dictionary which describes non-technical competencies like adaptability, communication, and teamwork that apply to IT jobs.
3) Details on the technical competency dictionary which includes skills, abilities and behaviors required for specific technical knowledge and jobs in areas like application development, database management, and security.
This document provides an overview of management roles, responsibilities, regulations and realities. It discusses why people choose management careers and common myths about management. Effective managers act as teachers to help employees reach their potential. The document outlines core manager responsibilities like communication, ownership, resolve and executing for excellence. Managers are accountable for team performance and outcomes. Dysfunctional managers can damage team productivity while strong communication and leadership build successful teams.
The document discusses the importance of executive coaching for developing competencies critical for senior-level business leaders. It notes that 70% of executive development comes from on-the-job experience, while 20% comes from coaching and 10% from formal training. Replacing an executive can cost an estimated $800,000 due to separation, vacancy, replacement, socializing, and ramp-up costs. Executive coaching helps maximize performance, enhance retention, and strengthen competencies like strategic orientation, customer impact, and change leadership. Coaching addresses blind spots, builds on strengths, and improves leadership approaches through activities like diagnostic assessments, development planning, and meetings.
This document discusses the functions, roles, and skills of a manager. It begins by defining a manager as someone who plans, organizes, leads, and controls people to achieve organizational goals. It then outlines the main functions of management as planning, organizing, leading, and controlling. It differentiates between the three levels of management - top-level managers who make strategic decisions, middle-level managers who implement strategies, and frontline managers who oversee daily operations. Finally, it discusses important managerial skills like conceptual skills, technical skills, and human skills, as well as the ten main roles managers play as identified by Mintzberg, including figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur
Webinar developing successful_managers_leadersProfiles Asia
Did you know that you are giving an average of 38% of the assets of your company to every manager and leader you place in your organization ? By giving them insights into their own strengths and surfacing self improvement opportunities, you equip them to increase their employee engagement and achieve higher standard of productivity
The Quality Manager Needs to be a LeaderScottDSiders1
Training presentation on the Quality Manager's necessary role as a leader within accredited environmental testing laboratories. Discusses quality management leadership, leadership styles and characteristics of a leader. Provides references for further study and ways to determine your leadership style. Utilize this presentation as you see fit.
The Quality Manager Needs to be a Leader (edited 03252023).pptxScottDSiders1
Leadership training presentation for Quality Managers at environmental testing laboratories. Discusses why a quality manager needs to be a leader, leadership styles and characteristics of a leader.
Everybody in your business is all about reducing cost, improving productivity and increasing the bottom-line- Nothing Else Matters!. As a leader where do you start and how will you do it?
In this webinar you will learn:
Creating a leadership strategy that increases your leadership ROI.
How to implement a leadership strategy specific to the needs of your unique organization
How to hire the right leader / manager the first time.
Identify and develop future leaders of your organization.
Manager Interview Essay summarizes an interview with Regina Geis, acting supervisor of a county mental health adult day program. Geis discusses how her management style has changed over her first 15 months in a managerial position, becoming more direct. She also emphasizes the importance of demonstrating confidence as a leader and being an effective communicator to advance in management.
This document contains a chapter on management and marketing from a professional marketing final paper. It begins with definitions of management, discussing it as an art, science and profession. It then covers the differences between management and administration, the functions of management including planning, organizing, leading, staffing and controlling. It discusses the nature and principles of management, outlining Henry Fayol's 14 principles. It concludes by covering types of managers based on job and competency, characteristics of natural vs professional managers, and how professional managers lead by example, build relationships and manage for results.
The Quality Manager Needs to be a Leader.pptxScottDSiders1
Quality Managers at environmental testing laboratories need to be Leaders. This training presentation broadly covers the topic and provides insights on leadership types, characteristics and application in the laboratory.
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Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
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Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
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In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Large Language Model (LLM) and it’s Geospatial Applications
About Dayvid Mirbel-Nelson - Professional Mentality
1. MYPROFILE
Report for Dayvid Mirbel BEHAVIOURAL
Report code PDA2032
Reference 6816:4714
Date issued 19 February 2008, 6:43
From Logistics Recruitment Solutions
REPORT
INTRODUCTION PAGE 1
PDA2032
BEHAVIOURAL A person’s ability to perform tasks reflects their knowledge, skill and
experience. Their willingness, desire and suitability to perform those tasks
STYLES reflect their behavioural preferences.
Each individual has unique behavioural preferences that can be identified and
indicates how that person deals with most situations.
People carry out tasks in their own preferred style and determining that style
avoids placing “square pegs in round holes”.
Applicants respond to 32 questions that ask them to identify which word and
HOW WE phrase most and least describes their working personality. Their response
determines their behavioural profile.
PRODUCE THIS
REPORT MYPROFILE uses four behavioural identifiers to describe the Applicant. All four
in a number of combinations can be used to define a person’s profile.
D.P.S.A is an acronym for DRIVER, PROMOTER, SUPPORTER and
ADMINISTRATOR. These terms are used to describe the applicant (the person
completing the evaluation).
D - DRIVER
Decisive and Direct
Drivers want to take charge in order to succeed and win.
P - PROMOTER
Outgoing and Optimistic
Promoters want to influence others and inspire them to act.
S - SUPPORTER
Sympathetic and Accommodating
Supporters want to help others and solve conflicts.
A - ADMINISTRATOR
Precise and Reserved
Administrators want to do things right and pay attention to detail.
Most people display a combination of behavioural types and
MYPROFILE reflects these combinations by designating the dominant
profile as the Primary Behaviour and the second and or third less
dominant type as Secondary Characteristics. Combined they make up
the applicants behavioural profile.
By knowing what profile type the applicant or your staff are, employers can
avoid the costly mistake of hiring the wrong person. Some profiles will contain
only the Primary Behaviour.
www.myprofile.com.au
2. MYPROFILE
Report for Dayvid Mirbel BEHAVIOURAL
Report code PDA2032
Reference 6816:4714
Date issued 19 February 2008, 6:43
From Logistics Recruitment Solutions
REPORT
PROFILE TYPE PROMOTER/Driver/Administrator PAGE 2
PDA2032
PROFILE SUMMARY The Applicant is influential, optimistic, friendly and cordial. They are
good promoters and can also be described as competitive, active,
persuasive, adaptable, systematic, demonstrative and conventional.
Chart PDA2032
100% This person is of a generous and sympathetic leader who uses people
management style. They use influence and persuasion to win their
way and they like freedom to act without close supervision. They
enjoy popularity and being in the limelight.
75% 75%
The working environment should be people oriented and involve
attention to detail and the use of specialist knowledge or expertise.
60% They also seek a challenging and changing environment. They need
an environment where they can meet people with the freedom to act.
They should not be involved in repetitive activities where detail and
administration bog them down.
The Applicant also seeks constant recognition for their achievement
13%
and ideas. A rigid and structured environment does not appeal to this
Applicant.
0%
D P S A The Applicant is best suited for positions where counselling and
negotiation skills are required and where jobs need to be done well
The Chart indicates the comparative
intensity of each behavioural dimension.
without delays. Their best fit is PR, sales and marketing, finance,
60% and above are recorded as profile engineering, technical, hospitality, customer service and teaching/
dominant. coaching positions.
WORDS THAT Primary Behaviour - Promoter
Influential, Inspiring, Friendly, Persuasive, Verbal, Confident, Optimistic,
BEST DESCRIBE Extrovert, Sociable.
THE APPLICANT Secondary Characteristics - Driver/ Administrator
Ambitious, Competitive, Forceful, Determined, Innovative, Insistent,
Self Starter, Enterprising, Careful, Compliant, Dependent, Orderly, Precise,
Logical, Perfectionist, Conventional
PREFERRED The Applicant is a Promoter and excels where recognition, freedom
and group activity are a part of their job. Employment opportunities where
WORKING relationships are important are natural to Promoters. They enjoy coaching
and mentoring. Promoters are very motivational and enthusiastic.
CONDITIONS As a Driver the Applicant enjoys working conditions that include having
power, authority, prestige and challenges. Drivers love to solve problems,
make decisions and are very action oriented. The Applicant also shows
Administrator characteristics and wants to work in an environment that
clearly defines performance expectations, and requires quality, accuracy
and expertise.
www.myprofile.com.au
3. MYPROFILE
Report for Dayvid Mirbel BEHAVIOURAL
Report code PDA2032
Reference 6816:4714
Date issued 19 February 2008, 6:43
From Logistics Recruitment Solutions
REPORT
PROFILE TYPE PROMOTER/Driver/Administrator PAGE 3
PDA2032
The Applicant is a Promoter, therefore informal discussions are best. Use a
HOW TO two way dialogue to exchange ideas. Respond to their feelings and comments
EFFECTIVELY by sharing stories. Ask for their opinion and ideas. Don’t over control the
conversation and don’t talk down to them. Always provide them with ideas for
COMMUNICATE WITH implementing action.
THE APPLICANT The Applicant’s Secondary Characteristics are a Driver/Administrator so be
direct to the point and don’t ramble, avoid social chatter and stick to business.
Use open questions and ask how, when, where, why, what to get to the real
issue. Avoid personal questions and use logic rather than emotion when in
discussion. Check for points of disagreement or misunderstanding and always
prepare your case in advance. Stick to business and be direct. Providing
tangible and practical evidence will always succeed.
As a Promoter, they prefer to persuade others and talk people into things.
HOW DOES THE They are great communicators and tend to be open and talk about thoughts
and feelings. They like to work with people rather than alone and enjoy telling
APPLICANT TEND TO stories and entertaining. Promoters get enthusiastic about things and in most
BEHAVE cases don’t like dealing with the little details and are usually big picture
people. The Applicant is also a Driver/Administrator and they like to solve
problems and get results quickly. They tend to question the rules and
definitely like being in charge. Administrators like to meet high personal
standards and tend to think a lot about things before deciding what to do.
They must have clear rules and assignments and dislike people questioning
their work. Administrators prefer working with people who are organised and
are good at their job.
VALUE TO THE Primary Behaviour - Promoter
They generate enthusiasm and make
Secondary Characteristics
Driver/Administrator
ORGANISATION favourable impressions
They are excellent at morale boosting
They accept challenges
They value time and love authority
They are excellent communicators They take risks and get results
They enjoy contacting people and They are accurate and precise
helping others They follow directions and standards
They motivate people to act rigorously
They are peacemakers They focus on detail and bring reality
to the situation
They enjoy working to guidelines and
adhere to procedures and policies
CAREERS CHOICES Financial Specialist, Financial Manager, Engineering Manager/Specialist,
Insurance, Buyer, Draughtsman, Hotelier, Project Engineer, Consultant,
Trainer, Lecturer, Chef, Travel Agent, Personnel and Marketing Services
Specialist/Technical Selling (Computers, Finance, Engineering), Sales
Engineer
www.myprofile.com.au
4. MYPROFILE
Report for Dayvid Mirbel BEHAVIOURAL
Report code PDA2032
Reference 6816:4714
Date issued 19 February 2008, 6:43
From Logistics Recruitment Solutions
REPORT
PROFILE TYPE PROMOTER/Driver/Administrator PAGE 4
PDA2032
The Applicant’s profile is Promoter dominant. They are emotional,
MANAGEMENT enthusiastic and always optimistic. They are persuasive, animated and
STYLE talkative. Promoters can be stimulating and excitable when they wish to
promote their point of view.
The Applicant also displays Driver and Administrator characteristics.
Drivers are decisive, efficient and quick to change. They enjoy being
competitive, and are independent. Administrators are perfectionist and are
accurate. They have persistent quality that is often expressed as serious
and orderly. They do tend to be critical, although they themselves dislike
criticism.
WORK STYLE STYLE & BEHAVIOUR PROMOTER / Driver / Administrator
REVIEW
At work they tend to use their Personality, character & knowledge
They mostly communicate by Selling, telling & writing
They are motivated by Recognition, ambition
They are de-motivated by Rejection, failure & conflict
Leading and working with people to achieve
Their value to the company is
results in an quality detailed manner
Communicative and friendly, but in an assertive,
Their management style is
competitive and precise manner
Opening & closing technical contracts and
Their negotiating strengths are
agreements
Variety of tasks with action and active
They enjoy participation provided clear objectives are
followed
Administrative tasks that waste time and are
They dislike
vague
Friendly but forceful style, through praise and
They influence others by
personal relationships and presented factually
www.myprofile.com.au
5. MYPROFILE
Report for Dayvid Mirbel BEHAVIOURAL
Report code PDA2032
Reference 6816:4714
Date issued 19 February 2008, 6:43
From Logistics Recruitment Solutions
REPORT
CONCLUSION PAGE 5
PDA2032
ABOUT MYPROFILE is an online behavioural personality assessment tool. It focuses on
work related behaviour and provides suggestions for career opportunities
depending on the behavioural profile of the applicant (person completing the
MYPROFILE profile).
MYPROFILE uses well known and proven personality research concepts called
Psychometric tests which determine personality types and enables the applicant to
maximise their potential.
Please visit www.myprofile.com.au for more information about MYPROFILE,
including CareerMatch that matches profile types with career suggestions, and a
detailed explanation about each profile type (D.P.S.A. methodology) A slide show
presentation is also available on screen or downloadable from the web.
DR. ILAN KOGUS Dr. Kogus holds a B.A, M.A and Ph.D. degrees in Change Management and Sport
Psychology and has more than 15 years experience in behavioural profiles.
BEHAVIOURAL Dr Kogus is a Director of MYPROFILE Pty Ltd and consults to organizations and
individuals on how to achieve greater profitability and success. He is noted for his
SPECIALIST work in inspiring success, change, quality and teamwork. Dr. Kogus has a proven
unique ability in solving conflicts and in creating a profitable and productive work
environment.
Dr. Kogus is recognised for his innovations in applying psychological and
behavioural models for peak individual and team performance with elite sporting
teams. His clients include the Australian 2000 Olympic Team, the Wallabies, Junior
Wallabies, the Sydney Flames and Tennis Australia.
Find out how Dr. Kogus can make your business successful and profitable by
visiting www.kogus.com.au
CONFIDENTIALITY This report is based entirely on the Applicants response to the questionnaire and
is intended solely for the named addressee and is strictly confidential. Any
confidentiality or privilege is not waived or lost if this report was sent to you by
mistake. MYPROFILE makes no warranties, express or implied about the accuracy
or reliability of this report. By using this report, the user agrees to release
MYPROFILE from any and all liability.
PRIVACY MYPROFILE does not view, retain, store or keep copies of the Applicants Profile.
Profiles are sent electronically to the e-mail address specified by the Applicant.
If the Applicant is requested by a Recruitment company to complete a Profile for
AND the purposes of evaluating the Applicants worthiness for a job then a copy of the
Profile is also sent to the Recruitment Company and may only be used by them for
SECURITY this purpose.
MYPROFILE has adopted a policy of sending Profile reports using a PDF format.
PDF files are least likely to contain viruses and provide greater security. Strict
confidentiality is maintained by the Applicants name not appearing in the Report.
www.myprofile.com.au