John Bradford Insights Profile

John Bradford
12/05/2010

Personal Profile
Foundation Chapter
Management Chapter
Effective Selling Chapter
Personal Achievement Chapter
Interview Chapter

Insights Discovery 3.5 John Bradford Page 2

Personal Details

John Bradford
Associate
jb@thecolourworks.com

The Colour Works

23 Branksome Hill Road
Bournemouth
Dorset

Date Completed 12/05/2010

Date Printed 09/08/2010

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 1992-2010 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Contents
Introduction 5

Overview 6
Personal Style 6
Interacting with Others 7
Decision Making 7

Key Strengths & Weaknesses 9
Strengths 9
Possible Weaknesses 10

Value to the Team 11

Communication 12
Effective Communications 12
Barriers to Effective Communication 13

Possible Blind Spots 14

Opposite Type 15
Communication with John's Opposite Type 16

Suggestions for Development 17

Management 18
Creating the Ideal Environment 18
Managing John 19
Motivating John 20

Management Style 21

Effective Selling Chapter 22

Selling Style Overview 23

Before The Sale Begins 24

Identifying Needs 25

Proposing 26

Handling Buying Resistance



27

Gaining Commitment 28

Follow-up and Follow Through 29

Sales Preference Indicators 30

Personal Achievement Chapter 31

Living on Purpose 32

Time and Life Management 33

Personal Creativity 34

Lifelong Learning 35

Learning Styles 36

Interview Questions 37

The Insights Wheel 38

Insights Colour Dynamics 39

Jungian Preferences 40



Introduction
This Insights Discovery profile is based on John Bradford’s responses to the Insights
Preference Evaluator which was completed on 12/05/2010.
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 John’s work style. Use this section to gain
a better understanding of his approaches to his activities, relationships and decisions.

Personal Style
John generally achieves a balance between concern for the people being managed and
accomplishment of the task, a combination which makes him appreciated as a colleague.
Fatigue and pressure from over-commitment may trigger stressful reactions in him. Often his
enthusiasm and drive makes him overwork. His social gatherings are frequent and worth
attending, particularly when they mark important events. He is motivated by approval and
reacts unfavourably to indifference or rejection from others. John is energetic, enthusiastic,
responsible, conscientious and persuasive.

John has a real zest for living and enjoys company. John tends to know intuitively what
structure and organisation is necessary to harness ideas and people to achieve long-range goals.
John radiates goodwill and enthusiasm. He is optimistic about life in general and human
potential in particular. His aim is to fit all the pieces of the jigsaw together into a complete
picture, but for John the jigsaw keeps expanding with the discovery of every new piece. John is
adaptable, easy-going, warm, friendly and generous.

He may lose interest and move on to the next thing, once a job becomes routine or dull. He
appears to thrive on a wide variety of tasks focusing on a motivating or promoting role. Only
when a strongly held value is at risk will he willingly attend to important facts and details.
Lively and entertaining, and with infectious energy, he needs change and variety in order to be
at his best. He prefers to improvise on the spot and get started right away, instead of preparing
and planning ahead.

He focuses attention on achieving success and acquiring status symbols as evidence of that
success. He is bored by facts, details and repetitive activities, especially those not relevant to
his current areas of interest. He values the gifts of inspiration and intuition above almost
everything else in all that he does. His ability to do detailed work extends only to that work
which is necessary to achieve a specific objective - that ability is there however, particularly if
the goal is clearly defined. 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.

He can benefit from learning and applying time management and personal organisation skills,
rather than just giving the impression of having mastered the system. When he becomes
charged with a mission to fulfil, once that possibility is recognised, he needs to consider the
details and possible options before proceeding. He is used to doing several things at once, but
others may view some of this as superficial activity. John is extremely perceptive about the
attitudes of others, aiming to understand rather than judge events. He may find it hard to



prepare as thoroughly as he should.

Interacting with Others
John has a remarkable ability to get people to follow his lead. Usually exciting for most of
those involved, his activities do tend to leave some others exhausted by the process. John
remains open and perceptive to the attitudes and views of others, often seeking to understand
others rather than to judge them. He is noted for his innate ability to inspire and encourage
others around him and exhibits excellent interpersonal skills. He constantly seeks opportunities
to talk things through with others.

Energetic, gregarious and sociable, his intuition heightens his insight, vision, curiosity and
desire for new ideas. 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. Usually verbal
and persuasive, he will seek or wish to withdraw quickly from confrontation unless provoked
to the extreme, when he may go “off the deep end” verbally. Although he may fail to recognise
the symptoms, he can become rather uncomfortable if separated from his family or group for
long periods of time. He normally reads people well, continually looking for the good in both
the situation and in others.

Shifting attention inward for long periods may produce anxiety for him as he prefers to look
outward towards others for his emotional security. Very much a positive team player, he
enjoys the support of most people, although he may become too optimistic about what others
will produce and is let down occasionally as a consequence. Errors made by others may upset
him and cause him to react loudly and vociferously. He usually finds working with another
person, even on a less interesting phase of a project, preferable to working by himself. John
exudes charismatic charm and a natural ability to communicate well.

Decision Making
John expresses what he thinks are strong, decisive opinions in the hope that unresolved issues
and conflicts can be concluded quickly. Optimistic, spontaneous, creative and confident, he has
an original mind and a strong sense of the possible. He is constantly full of enthusiasm for
new ideas. He may be perceived by others as a somewhat impulsive decision maker. He is
happiest in a role which allows him to exercise his ingenuity to tackle one project after
another. John's natural curiosity for new ideas will bring new and fresh ways of thinking to the
group.

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. John's many accomplishments are
achieved mainly through determination and perseverance in reaching or exceeding his high
standards. 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 may find it difficult
to make decisions based purely on objective considerations. With his enthusiasm and
spontaneity, John brings a refreshing approach to decision making.



He prefers to make decisions based on “gut feel” rather than on exhaustive and repetitive
analysis. To carry out his innovative ideas, John relies on his impulsive energy. He is a keen
initiator who finds most problems stimulating. In his attempts to please others he may make
promises he cannot fulfil. Open-minded, curious and insightful, John has excellent long-range
vision. Occasionally a non-conformist, John is good at seeing new ways of doing things.

Personal Notes



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

John’s key strengths:

Displays high levels of energy.

Will join different organisations to further his cause.

A natural go-getter with great enthusiasm for life.

Creative and future orientated visionary.

Able to see the larger picture.

Highly resourceful around people.

His glass is usually half full.

Original inventive thinker.

High profile and visibility.

Constantly seeking his new mountain to climb.

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

John’s possible weaknesses:

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

Finds it difficult to say “no” if relationships are being threatened.

Loses interest when the initial challenge has gone.

May take criticism of his work personally.

May appear superficial or glib.

Fails to recognise the finer nuances.

Avoids and is easily bored by detail.

Finds it difficult to concentrate on a single topic for long periods.

His need for variety may leave some tasks incomplete.

Not always attracted to what is practical.

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

As a team member, John:

Sees the “big picture”.

Provides charismatic leadership.

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

Initiates and self-starts the projects.

Ensures there is never a dull moment where he is involved!

Has strong personal and interpersonal skills.

Can generate fast results by prioritising well and taking action.

Brings boundless energy to any situation.

Brings a fresh outlook.

Communicates clearly and effectively.

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

Strategies for communicating with John:

Add to the challenge and opportunity regularly.

Keep returning to the realities.

Adapt to sudden changes in direction.

Respect his “global” view.

Be prepared to share problems openly.

Be aware of his social interests.

Share his passion for new challenges.

Be alert, alive and brief.

Use a partnering style when in contact with him.

Encourage his creative intuition.

Be tolerant of his need to switch topics without notice.

Acknowledge his flashes of creative brilliance.

Personal Notes



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

Overload him with facts, details and paperwork.

Approach him in a bombastic or autocratic manner.

Impose a “can't be done” or defeatist attitude on him.

Involve him in formal, lengthy or tedious meetings.

Be vague or imprecise.

Be surprised if he breaks the rules.

Dampen his enthusiastic energy with negative inputs.

Burden him with your problems.

Be vague or leave things open to interpretation.

Ignore his creative and intuitive thinking.

Isolate him or disregard his involvement.

Assume that because you have “told it like it is”, this will make the slightest difference
to the way that he does things.

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.

John’s possible Blind Spots:

John tends to enjoy the admiration of others and may almost unknowingly seek personal
power. He could learn to protect himself against closed-mindedness by waiting a few seconds
more before speaking, giving others the chance to offer input. He tends to be seen by others as
dictatorial and can be aggressive in arguing his position. In his enthusiasm to make changes,
John may not be fully aware of others' opposing views. Fast, energetic, dynamic and creative,
his motto could be “If at first you don't succeed, drop it and try something else!”, which can
lead to unfinished tasks.

He may jump to conclusions without gathering all the necessary information or taking the time
to really understand the situation. 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. Slowing down to consider the ramifications of his
actions on others will make him more effective. John may unconsciously seek material
dominance, social standing and status. As an extraverted, future oriented person, he may fear
failure above all else.

He would do better if he sought the advice of more practical people to find out how workable
and useful his ideas are. Tending to take on too much at one time he can find himself
overloaded and unable to keep his commitments. His natural quickness and pressure to
anticipate what is coming means he occasionally assumes wrongly that he knows what a
person is going to say, and is tempted to jump in to finish their sentences.

Personal Notes



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

John’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.
John will often observe the Coordinator procrastinating on a decision until all of the facts and
details are available. John 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 John!
Coordinators are concerned with what is “right” and, to John, 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. John 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 John's Opposite Type
Written specifically for John, this section suggests some strategies he could use for effective
interaction with someone who is his opposite type on the Insights Wheel.

John Bradford: How you can meet the needs of your Opposite Type:

If you must criticise, do it slowly, constructively and honestly.

Discuss and agree upon the deadlines.

Take time to discuss all the details.

Match and mirror his communication style and slower pace.

Respect his personal competencies.

Recognise his solid efforts and acknowledge his input.

John Bradford: When dealing with your opposite type DO NOT:

Be vague or rush him.

Ignore his authority for the sake of it.

Create a hostile environment devoid of feelings.

Use his quiet demeanour to seek to dominate or control.

Go to a meeting with him without adequate facts and figures.

Fail to be attentive to his suggestions.

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

John may benefit from:

Analysing procedures to identify overlaps and possible conflict.

Taking life more seriously.

Experiencing from the past and focusing on the present.

Writing lengthy and comprehensive reports.

Taking over fewer new projects.

Doing a detailed analysis of how he spends his time.

Organising situations so they proceed exactly as he predicts and plans.

Trying to finish one thing completely before moving to the next.

Becoming less outspoken and empathetic.

Accepting rather than rejecting negative feedback.

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 John’s ideal environment and his
current one and to identify any possible frustrations.

John’s Ideal Environment is one in which:

He can set the pace.

He can turn a vision into reality.

Decisions can be made quickly.

He is free to be himself.

There are like-minded colleagues to provide invention, enthusiasm and fun.

There is ample opportunity to express ideas.

Detail and routine tasks are carried out by someone else.

The game is never over.

There is a wide variety of differing tasks and challenges, with teams fully supported.

The daily “battle” can be fought on a large “field” with few boundaries.

Personal Notes



Management
Managing John
This section identifies some of the most important strategies in managing John. Some of these
needs can be met by John 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.

John needs:

Take the time to smell a few more roses.

To fully understand the corporate mission.

Consistent recognition of his achievements.

Varied work, which will incorporate his creativity and allow his free expression of ideas.

Worthy and talented competition.

Practical follow-through and a support structure to handle the completion of projects.

Regular reinforcement of goals, activities and timeframes.

Freedom from controls, supervision and details.

Compliments and admiration for work accomplishments.

Some social prestige within the role.

Personal Notes



Management
Motivating John
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 John. With his agreement, build the most important ones into
his Performance Management System and Key Result Areas for maximum motivation.

John is motivated by:

Team activities to lighten the gloom.

Public recognition.

New principles and imaginative concepts.

Working towards targets, goals and objectives.

People who express flair, talent and creativity.

Tasks which predominantly involve the group.

Knowing he has the approval of others.

Financial incentives, with bells and whistles!

The availability of support staff to assist with some of the “paperwork”.

“Pioneering” opportunities with little limitation.

Personal Notes



Management Style
There are many different approaches to management, most of which have different situational
applications. This section identifies John’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, John may tend to:

Fail to listen actively to the views and opinions of others.

Provide “life force” and energy to the team.

Appear somewhat shallow at times.

Lead the team with his energy, enthusiasm and personal charisma.

Offer tangible rewards for extra effort.

Give team members plenty of freedom.

Seek to boost team performance through exceptional personal input.

Motivate best when working towards a bonus or prize.

Choose “favourites” in his team and offer them individual inducements to achieve
objectives.

Prompt people who naturally work at a slower pace.

Personal Notes



Effective Selling Chapter
Effective selling has three main requirements:
First, the salesperson must understand him or herself, and how to build on strengths and
develop any areas of weakness, aware of how different customers perceive him or her.
Secondly, the salesperson must understand others - particularly customers - who are different.
Customers will often have opposing needs, expectations, desires and motivations than those of
the salesperson. These distinctions need to be appreciated and respected.
Thirdly, the salesperson must learn to adapt his or her behaviour to relate to, connect
effectively with, and influence, the customer.
This chapter is designed to support the development of each of these requirements at each
stage of the sales process.

The model below illustrates the conceptual overview of each of these different stages and the
corresponding sections explored in this chapter.

Use the Effective Selling Chapter to develop strategies for improved customer relationships,
greater self-understanding and more & greater sales.

6. Follow-up & Follow-Through

5. Gaining Commitment

4. Dealing with Buying Resistance

3. Proposing The Solution

2. Identifying Needs

1. Before The Sale Begins



Selling Style Overview
These statements provide a broad understanding of John's selling style. Use this section to
gain a better understanding of his approaches to his customer relationships.

Inventive and gregarious, John's intuitive vision constantly results in new sales ideas. When
prospecting with someone with whom he connects, John will often enjoy talking about his
personal experiences. In most cases this will be an effective strategy in building the sales
relationship, but he must also be careful to listen intently. John can be quick witted and
positive. His bubbly personality helps to build good customer relationships. John is
warm-hearted, popular and sociable, with a large number of friends and business
acquaintances. He may believe that he can talk his way round any customer. He encourages
independence in others.

He is a "networking" expert and likes to develop a large bank of varied prospects. Motivated
by the needs of his customers, he provides real and practical assistance through direct action
and co-operation. More reserved customers may feel impressed, though perhaps exhausted, by
his sales presentation. He usually makes a great effort to go the extra mile in the service of his
customers. John displays high energy in most sales activities, using his persuasiveness and
creativity to secure customer commitment.

John is a verbally skilled communicator who can present appealing images to people, excelling
in bringing future or intangible benefits into the present. He is externally directed and is skilled
in identifying the wants and motivations of his customers and prospects. He will reap greater
benefits in the sale if he makes a more conscious effort to be sure to obtain, and listen carefully
to, his customer's views and fully integrate them into his business proposal.

Personal Notes



Before The Sale Begins
The sale begins long before the formal sales process starts and continues long after it ends.
Here are some of the key ideas that John needs to be aware of in the initial stages when
planning and approaching the customer.

John's key strengths before the sale begins:

Balances task and people issues in account planning.

Empathises well with the customer's issues.

Uses his imagination to create high value leads and opportunities.

Sets a fast prospecting pace.

Is responsive to requests for help.

Enjoys meeting new customers and building relationships.

Before the sale begins John could:

Allocate time and effort to developing his product knowledge.

Assess any risk openly and honestly.

Reflect on call objectives, and put them in writing.

Recognise the benefits of a more carefully planned call preparation.

Prioritise his prospecting more effectively.

Do more research into the customer, the market and the competition.

Personal Notes



Identifying Needs
In identifying needs, the goal is to find out what the customer's real problems are. Here is an
overview and some advice relating to how John may identify customer needs.

John's key strengths in identifying sales needs:

Promptly addresses critical concerns that might preoccupy his customer.

Generates a fast pace for the interaction.

Articulates critical issues when communicating his view of customer priorities.

Adopts a direct, versatile and robust interviewing style.

Motivates his customers to extend his or her horizons.

Shows strong relating skills.

When identifying needs John could:

Ask paced and probing questions which open up the customer's earlier responses or
statements.

Probe more and assume less.

Add a truly consultative approach to his repertoire.

Remember the importance of gathering fuller details for complex processes.

Be less eager to offer immediate "fix-it" solutions.

Tell less and learn more!

Personal Notes



Proposing
Having identified the customer's needs, the proposing phase should close the gap between
their needs and the current situation. Here are some of the keys for John to develop a
powerful and effective proposing style.

John's key strengths in proposing:

Brings brightness and "theatre" to the process.

Employs an emotive language which engages the customer's attention.

Maintains his high standards in telling it like it is.

Copes well with the unexpected.

Can display high levels of energy when proposing.

Prefers situations that are fast-paced and dynamic.

When proposing John could:

Get organised and prepare - avoid being caught later by the important detail.

Support the use of systems and procedures into the process.

Support his statements with written evidence.

Avoid a tendency to oversell the advantages.

Consider immediate needs in tandem with future possibilities.

Take care not to overwhelm with emotional enthusiasm.

Personal Notes



Handling Buying Resistance
If the customer relationship has been built effectively, buying resistance should be low.
However, this section suggests strategies for John to deal effectively with buying resistance.

John's key strengths in dealing with buying resistance:

Answers questions creatively and with authority.

Is constantly alert to customer concerns.

Responds to resistance in a positive manner.

Accepts resistance simply as a challenge that must be overcome.

Appeals to logical and emotional motives when responding to the customer.

Uses intuition to uncover the hidden blockers to the sale.

When dealing with buying resistance John could:

Interpret "negative feedback" as "constructive feedback", and avoid taking it too
personally.

Probe more to discover the customer's real fears.

Remember the importance of asking more questions and really listening to the answers.

Remember to recap on areas of agreement.

Seek first to understand before trying to be understood.

Regularly restate and confirm the customer's needs.

Personal Notes



Gaining Commitment
The close should be the natural progression of the sale, not the conflict at the end! When your
customer trusts you, is clear about what they are buying and needs what you have to sell, you
are ready to propose commitment. Here are the strengths and suggestions for development in
John's closing style.

John's key strengths in gaining commitment to the sale:

Readily deals with the unexpected.

Persuades and motivates towards sale completion.

Anticipates a positive outcome to every situation.

Helps customers to identify optimum outcomes.

Focuses on future long-term benefits.

Can use both authority and involvement to lead his customer through the process.

When gaining commitment John could:

Ask more questions.

Refrain from over-assuming during the sales process. At times, try taking smaller steps.

Understand that "risk" means different things to different people.

Be more methodical about gathering all the details.

Respect that certain customers need more time to reflect before deciding.

Minimise misunderstandings by assuming less.

Personal Notes



Follow-up and Follow Through
It is your job, having built a relationship with your customer, to continue that relationship and
to be of service to your customer beyond the initial sale. Here are some ideas which John can
use to support, inform and follow-up with the customer.

John's key strengths in sales follow-up and follow through:

Will take action quickly to resolve service issues.

Develops a broad networking base of contacts.

Relies on social interaction to maintain customer relationships.

Sees people and ideas as the key to success in sales support.

Enjoys the customers' company and sees many of them as friends.

Is good at creating a referral flow as a result of positive customer contact.

When following-up and following through John could:

Ask for referrals and testimonials to be provided in writing.

Discipline himself to attend regular reviews with a prepared agenda.

Double check all the paperwork before giving it to his customer.

Ensure that he has received the payment before spending the bonus cheque!

Check his customers' levels of satisfaction more regularly.

Curb a desire to "hit and run" with repeat business or servicing commitments.

Personal Notes



Sales Preference Indicators
Before The Sale Begins
Researching 3.7
Building Trust 4.4
Clear Objectives 4.5
Getting Appointments 9.0

Identifying Needs
Listening 1.4
Questioning 2.5
Encouraging 5.6
Creating Opportunities 8.9

Proposing
Focused & Relevant 4.6
Enthusiastic Presentation 8.4
Shows Understanding of Needs 3.6
Organisation & Accuracy 2.0

Dealing With Buying Resistance
Direct Handling of Objections 6.1
Persuasion 8.3
Clarifying Details 4.1
Meeting Concerns 3.6

Gaining Commitment
Closing 9.0
Flexibility 4.7
Minimising Risks 1.4
Meeting Clients' Needs 3.0

Follow-up And Follow Through
Maintains Contact 2.8
Account Planning 4.5
Relationship Maintenance 5.2
Developing the Account 8.5



Personal Achievement Chapter
At its best, life is a rewarding journey of personal exploration and growth.
This chapter is designed to focus on several highly important aspects of personal development.
Using the guidance suggested in these pages can lead to exciting changes and can have a
profound impact on success.
The sections will help John define his life's purpose, set his goals and organize his time and
life to achieve them. It offers suggestions on how he can tap into his natural creativity, and
unleash further creative potential from deeper aspects of his personality, to overcome any
obstacle.
Finally, it gives powerful suggestions for John to understand and enhance his preferred
learning styles.
When applied, the ideas contained in this profile can provide insights and support to life’s
journey of development.



Living on Purpose
Having a sense of purpose and worthy goals are important to building a strong foundation for
a successful life. Here are some of the things John should be aware of in setting goals and
defining his purpose.

Living on purpose

John can work towards his results equally well either on his own or in a team environment. He
may lose heart if his personal goals are severely questioned by others whom he respects. His
life's purpose may not be well defined, although he has an over-riding awareness that he is
working towards something significant. Skilled at setting broad, long term objectives, he
should endeavour to break these down into smaller steps. Occasionally he will work in a
determined way for extensive periods, recognising an opportunity to excel.

Often charming and persuasive, he is able to harness the support of others in achieving his
objectives. John's self-esteem is strongly linked to his personal achievement and recognition,
so visionary goals are important for him. Sometimes distracted by his desire for popularity and
acceptance he may unconsciously set goals which gain approval rather than stretch him as an
individual. He drives towards his objectives at his own fast pace rather than follow a more
moderate one set by others. He will initiate many goals, in the knowledge that just some will
be completed.

He needs a variety of different activities to avoid repetitive tasks and the risk of losing interest
through boredom. Always open to change, John can direct team members towards turning the
vision into reality. Although he prefers his own time scales, he can focus on team deadlines
when necessary.

Personal Notes



Time and Life Management
Benjamin Franklin said "Dost thou love life? Then do not squander time, for that is the stuff
life is made of". This section contains some strategies that John can use to become more
effective in the area of time and life management. Choose the most significant ones and apply
them every day for high levels of effectiveness.

In managing his time, John, Suggested Action For Development

Will often try another approach if time Set a deadline, with milestones, and
is running short. stick to the plan where practical.

Will gravitate towards the most exciting Apply energy to the most important
or newest challenge first. instead.

Thrives on considering the next "big Ask - "What is the fatal flaw?".
project".

Has difficulty concentrating on one Be sure to see one task through to
topic for long periods. completion.

Is versatile, adaptable, and flexible in Ensure he is managing time and not
the role. vice-versa.

Plans spontaneously to good effect. Remember failing to plan is planning
to fail!
Personal Notes



Personal Creativity
Creativity has been defined as seeing the same thing as someone else but thinking something
different. Different people have different creative strengths. This section identifies some of
John's creative characteristics and how he can build on them.

In his creativity, John, Suggested Action For Development

Will tackle change in any part of a Follow through to completion to be
system. more effective.
Likes the encouragement of others to Use criticism to build on, not destroy
remain confident and productive. the idea.

Can address diverse issues Allow adequate time for analytical
simultaneously. reflection.

Prefers a less structured approach. Stick to one thing at a time to avoid
frustrating others.
Uses lateral thinking as his mind set. Be aware that others may not always
follow his reasoning.
Generates many ideas in his head. Take time to commit ideas to paper
and evaluate their viability.
Personal Notes



Lifelong Learning
Continual learning is a key part of personal development and growth. This section identifies
several ideas John can use to learn more effectively. Use these statements to map out a
learning strategy and to create the environment for optimum personal growth.

John's preferred learning style is supported when he:

Tries out non-traditional approaches.

Has a job description that offers learning opportunities through task and people.

Bounces ideas around and turns the best of these into action.

Finds new applications and links for existing theories.

Can seek opinions from others on their experiences.

Is more open to the impact of humour.

John can stretch in learning by:

Occasionally working on his own, uninterrupted, for a period.

Setting regular time aside for disciplined study and reading.

Setting aside time to study the problem in depth.

Preparing more for a learning session.

Paying attention to details beneath the big picture.

Disciplining himself to slow down and adopt a more considered approach.

Personal Notes



Learning Styles
John Bradford
12/05/2010

Focused Thinking

Detached Practical
Analysis Action

Systematic Intuitive
Processing Experimentation

Considered Interactive
Reflection Participation

Flexible Involvement

Focused Thinking
Practical Action
Intuitive Experimentation
Interactive Participation
Flexible Involvement
Considered Reflection
Systematic Processing
Detached Analysis

Less Comfortable Comfortable Preferred



Interview Questions
This section lists several questions which can be used in interviewing John Bradford. The
questions can be used as they appear here, or can be adapted to suit the interviewer's own
style or needs. The questions are raised by considering issues John may be less comfortable
with - those development areas in which he may have fewer strengths. Some or all of these
topics should be used along with other questions which may be job specific. Using them will
help establish the level of John's self-awareness and personal growth.

Interview Questions:

What steps would you take to ensure your objectives/targets and commitments were
being met?

When is it appropriate to have informal and close relationships with your team
colleagues?
Describe your ideal work environment.

How do you react to a "failure"?

Do you prefer to get on with a job accepting that there may be a few hitches, or reflect
longer on alternative solutions?

What percentage of time do you take to consider your approach before acting?

What do statistics mean to you?

Exactly how much did you earn?

Do you like to complete one activity before moving on to another?

Describe the ideal way to exchange ideas at a group meeting.

Personal Notes



The Insights Wheel
John Bradford
12/05/2010

BLUE R E F O RM 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
John Bradford
12/05/2010

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
2.48 0.20 5.72 4.08 0.28 1.92 3.52 5.80
8.3%
41% 3% 95% 68% 5% 32% 59% 97%

(Conscious) (Less Conscious)



Jungian Preferences
John Bradford
12/05/2010

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)


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