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DISCOVERY

Ron Martinsen
2/13/2007

Personal Profile
Foundation Chapter
Management Chapter

Gatehouse Alliance

Insights® Learning & Development Ltd


http://www.insightsworld.com/
Insights Discovery 3.0 Ron Martinsen Page 2

Personal Details

Ron Martinsen
Senior Software Development Lead
ronmart@microsoft.com

Microsoft

One Microsoft Way


Redmond
WA
USA
98052

(425) 703-6827

Date Completed 2/13/2007

Date Printed 2/28/2007

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@insightsworld.com

www.gatehousealliance.com
© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
Insights Discovery 3.0 Ron Martinsen Page 3

Contents
Introduction 4

Overview 5
Personal Style 5
Interacting with Others 6
Decision Making 6

Key Strengths & Weaknesses 8


Strengths 8
Possible Weaknesses 9

Value to the Team 10

Communication 11
Effective Communications 11
Barriers to Effective Communication 12

Possible Blind Spots 13

Opposite Type 14
Communication with Ron's Opposite Type 15

Suggestions for Development 16

Management 17
Creating the Ideal Environment 17
Managing Ron 18
Motivating Ron 19

Management Style 20

The Insights Wheel 21

Insights Colour Dynamics 22

Jungian Preferences 23

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
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Introduction
This Insights Discovery profile is based on Ron Martinsen’s responses to the Insights
Preference Evaluator which was completed on 2/13/2007.
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.

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
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Overview
These statements provide a broad understanding of Ron’s work style. Use this section to
gain a better understanding of his approaches to his activities, relationships and
decisions.

Personal Style
Ron enjoys working with complex problems and is unceasing in his pursuit of mastering
anything he finds intriguing. His focus is on the immediate, resulting in a rather low tolerance
for detailed procedures and routines. His obvious charm and enthusiasm tends to make him
popular with friends and colleagues alike. He will invariably have more to show for his efforts
when he follows through to completion the necessary but tedious parts of a project. He is
inventive, independent and can be extremely perceptive of the potential contained within the
views of others.

He needs work that makes use of his strongly creative drive. He is at his best when planning
ahead and launching those plans into action. If he is in charge of having to monitor the
detailed work of others he may find this uninteresting, stressful and exhausting. Ron's skill at
taking a very broad, long-range view of things contributes to his reputation as something of a
visionary. Ron has high energy and is always striking out in a forward direction. He follows
his impulses, moving strongly towards his goal.

He constantly opens up new avenues of thought or action and can keep them open against all
comers. 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. 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. Ron may generate more
ideas, possibilities and plans in one day than others might manage in a month! Quick to see
the possibilities of new ideas and projects, Ron is outstanding at initiating these and
persuading people to support him.

His interest lies in seeing possibilities beyond what is already present and known, by using his
insight, ingenuity and intellect. He may have had personal experience of the view that
worthwhile success comes only after suffering significant misfortune. He has started many
interesting projects in his time, but has finished considerably fewer. Ron's natural intuition,
fed by a drive to discover, brings with it the readiness to work long and hard in the pursuit of
an ongoing dream. Fatigue and pressure from over-commitment may trigger stressful
reactions in him. Often his enthusiasm and drive makes him overwork.

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
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Writing important facts or steps down on paper helps him keep from getting side-tracked, but
he may lack the discipline necessary to do this well. One of his greatest contributions to life
is his creation of ideas, which flow almost continuously for him. Tending to pursue success
mainly to reinforce his sense of self worth, he likes to experience a steady stream of new
ideas to assist him in goal attainment. Ron has a real zest for living and enjoys company. His
social gatherings are frequent and worth attending, particularly when they mark important
events.

Interacting with Others


Ron's preferred focus is on the positive, harmonious and uplifting aspects of people and
human relations. He can take issue with both colleagues and superiors but is unlikely to bear a
grudge for long. He may become rebellious or sulk if people try to railroad him or interfere
in his plans. His “drive” is natural and not contrived. People see Ron as enthusiastic,
ingenious, imaginative and dynamic, with highly developed interpersonal skills.

Ron can display quick humour and optimism. He can be charming and stimulating company
and will often enthuse with others to become involved in his projects through his infectious
personality. Some events for him quickly turn into special occasions for everyone. He is
gifted with insight amounting to a quick wisdom and is able to persuade others to follow. He
is rather indifferent to authority, preferring a flattened structure where everyone is equally
capable of advancing. Ron has a remarkable ability to get people to follow his lead.

Ron is both charming and popular, constantly enthusing through his gift of ready articulation.
He prefers communicating verbally rather than through the written word. He constantly seeks
opportunities to talk things through with others. He deals imaginatively with social
relationships which generate a large variety of acquaintances. He is a “networking” expert.
He prefers to be active and working with like minded people.

Decision Making
Ron expresses what he thinks are strong, decisive opinions in the hope that unresolved issues
and conflicts can be concluded quickly. Always restless, he would rather ignore or put off
dealing with troublesome details, by preferring to move on to something new or unusual. He
may have so many ideas on the go that he has difficulty in making up his mind on the best
course of action. Carefully choosing where he will focus his energy may help him avoid
wasting his time and considerable talent. Sometimes he makes poor choices by getting
involved with too many things at once.

He can be creative and imaginative. Decisions made on the basis of logic alone are not highly
valued by him. Ron's tendency to think “out loud” enables others to follow his line of

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thinking. He enjoys the executive role and usually rises to challenges although he needs
someone around with enough common sense to bring up overlooked facts and take care of
important details. His direct, sometimes erratic approach tends to work against him being
totally consistent on a day to day basis.

He is likely to exercise his intuition constantly on the most important and challenging parts
of a problem. He has the ability to appear to listen to other people's viewpoints but may not
necessarily be hearing or intending to action them. Ron finds problems stimulating and is
ingenious in tackling complex situations. He is driven to think up many alternatives for a
project or system due to his ability to constantly see the big picture. In decision-making he
may prefer to apologise for exceeding his authority rather than getting permission in the first
place. Others may see his decisions as unrealistic in certain circumstances.

Personal Notes

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
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Key Strengths & Weaknesses


Strengths
This section identifies the key strengths which Ron brings to the organisation. Ron 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.

Ron’s key strengths:

Exuberant, enthusiastic, energetic and effusive.

Finger constantly on the pulse.

Will look for the good in people and events.

Grasps opportunities quickly.

Assumes both authoritative and democratic leadership.

Imaginative problem solver.

A natural go-getter with great enthusiasm for life.

Appears open-minded and receptive.

Becomes involved in many activities.

Will join different organisations to further his cause.

Personal Notes

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
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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. Ron's responses to the Evaluator have
suggested these areas as possible weaknesses.

Ron’s possible weaknesses:

Has difficulty delegating. Likes to do it himself.

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

May appear too smooth to some people.

Unduly affected or influenced by others' opinions.

Feels that some who may be modest are justified in their modesty!

Can be perceived as manipulative or coercive.

Takes too many unjustified risks.

Optimism is occasionally misplaced.

May ignore others who contribute in a less energetic style.

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

Personal Notes

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
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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 Ron brings, and make the most important items on the list available to other team
members.

As a team member, Ron:

Demonstrates leadership and involvement.

Sees the “big picture”.

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

Shows ingenuity and imagination.

Provides stimulation and resourcefulness.

Is always ready to offer service to colleagues.

Brings sparkle, zest and vigour.

Makes friends quickly and easily.

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

Is seen as a good team builder.

Personal Notes

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
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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 Ron. Identify the most important statements and make them available to colleagues.

Strategies for communicating with Ron:

Allow scope for negotiation.

Generate inspiration by recalling past successes.

Be warm, friendly and open.

Agree exactly what needs to be done.

Indulge in speculation and offer opinions readily.

Encourage his creative intuition.

Support his need for new ideas, material and challenges.

Be tolerant of his need to switch topics without notice.

Respect his “global” view.

Encourage him to stick to the agenda.

Keep the conversation lively.

Talk tangibly and with enthusiasm.

Personal Notes

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
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Communication
Barriers to Effective Communication
Certain strategies will be less effective when communicating with Ron. 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 Ron, DO NOT:

Reduce the pace of a free-flowing conversation.

Be vague or leave things open to interpretation.

Judge, criticise or embarrass him in public.

Forget to recognise him personally in a job well done.

Stick rigidly to business issues.

Be curt-lipped, sharp, prickly or abrasive.

Create a hostile environment devoid of feelings.

Involve him in formal, lengthy or tedious meetings.

Appear slow, sluggish or too formal.

Bore him with the routine or details.

Act aggressively or reject his ideas without explanation.

Impose final judgements on his views and opinions.

Personal Notes

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
Insights Discovery 3.0 Ron Martinsen Page 13

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.

Ron’s possible Blind Spots:

Ron 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. As he values creativity
and innovation, he sometimes ignores the standard way of doing something because it lacks
originality. With his boldness and abundant energy, he may give the impression that task is
significantly more important than people. People can see that he doesn't always take a rational
or objective view of the world. What he perceives as his own flamboyant behaviour can
sometimes be seen by others as crudeness and may alienate the very people he is trying to
impress.

Taking the time to pay closer attention to what is actually going on in the world around him
and listening carefully to both the input and reactions of others will help him. Because he is
fascinated with solving problems, he tends to be impatient with routine details and may lose
interest in a project if it requires intensive follow-through. In his enthusiasm to make
changes, Ron may not be fully aware of others' opposing views. Endowed with the gift of
articulation, he is likely to feel that he is competent in most areas. A take-charge type with
very high control needs, he may not cope well personally when things do not go as planned.

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. As an extraverted, future
oriented person, he may fear failure above all else. Becoming more aware of what is around
him and relying more on proven information may help him root his creative ideas in the real
world.

Personal Notes

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
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Opposite Type
The description in this section is based on Ron'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:

Ron’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.
Ron will often observe the Coordinator procrastinating on a decision until all of the facts and
details are available. Ron 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 Ron!
Coordinators are concerned with what is “right” and, to Ron, 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. Ron sees the Coordinator as ever concerned with efficiency,
becoming stressed when others do not stick to tightly laid down schedules and plans.

Personal Notes

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
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Opposite Type
Communication with Ron's Opposite Type
Written specifically for Ron, this section suggests some strategies he could use for
effective interaction with someone who is his opposite type on the Insights Wheel.

Ron Martinsen: How you can meet the needs of your Opposite Type:

Put important messages in writing for clarity.

Explain why, what and how, and do it clearly and concisely.

Avoid personal conflict.

Deal with him in an honest and sincere way.

Be honest, moderately paced, straightforward and open with him.

Encourage him to consider flexibility and change.

Ron Martinsen: When dealing with your opposite type DO NOT:

Use unnecessary verbiage.

“Tell”, instruct or command.

Assume that hesitation implies a lack of knowledge.

Get too excited or emotional.

Speak in generalities.

Call on him when uninvited.

Personal Notes

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
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Suggestions for Development


Insights Discovery does not offer direct measures of skill, intelligence, education or
training. However, listed below are some suggestions for Ron’s development. Identify
the most important areas which have not yet been addressed. These can then be
incorporated into a personal development plan.

Ron may benefit from:

Reflecting longer on other alternatives before jumping in to start the process.

Judging ideas on their practical merits rather than on their potential.

Withholding his opinions.

Becoming less intense, steadier and more reliable.

Sticking to the to-do lists he makes.

Constructing orderly situations which then go exactly as planned.

Including more logical analysis in the process of his decision making.

Being made to plan a completion in great detail.

Focusing more upon objective, measurable criteria.

Becoming neater, tidier, more systematic and orderly.

Personal Notes

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
Insights Discovery 3.0 Ron Martinsen Page 17

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

Ron’s Ideal Environment is one in which:

Presentation aids are of the highest standards - colour, image and sound.

Activities, variety and change are constantly taking place.

He has freedom from authority and bureaucracy.

Certificates of achievement and quality awards can be seen.

The culture promotes a democratic management style.

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

The emphasis is on informality and tapping in to inner creativity.

A political talent is required.

Relationships are informal and there is opportunity for social contact with colleagues.

The game is never over.

Personal Notes

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
Insights Discovery 3.0 Ron Martinsen Page 18

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

Ron needs:

Freedom to experiment with his own visions.

To maintain focus and direction.

Regular reinforcement of goals, activities and timeframes.

To hit the most balls in the shortest amount of time.

To stop “doing” and take time out to just “be”.

Help in delegating tasks and recognising priorities.

Established support systems and procedures.

Regular complements on dress, appearance and style.

To be advised to tune into negative feedback.

Freedom from controls, supervision and details.

Personal Notes

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
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Management
Motivating Ron
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 Ron. With his agreement, build the most important
ones into his Performance Management System and Key Result Areas for maximum
motivation.

Ron is motivated by:

Freedom to articulate wild ideas.

The possibility of winning against the odds.

Setting stretching goals for himself and others to achieve.

Peer “heroes” that he admires, respects and can emulate.

Career opportunities with an endless horizon.

A relentless drive to competency and effectiveness.

Authority to match his responsibilities.

Participation in lively arguments, debate and discussions.

“Pioneering” opportunities with little limitation.

Team activities to lighten the gloom.

Personal Notes

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
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Management Style
There are many different approaches to management, most of which have different
situational applications. This section identifies Ron’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, Ron may tend to:

Welcome free expression within the team.

Delegate administration and concentrate on outcomes.

Light “false fires” to divert attention.

Feel ineffective if he loses control of the task or process.

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

Surround himself with like-minded, open, enthusiastic people.

Appear somewhat shallow at times.

Inspire others with his forward-looking orientation.

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

Allow his team plenty of freedom to make decisions.

Personal Notes

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© Copyright 1992-2007 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved.
Insights Discovery 3.0 Ron Martinsen Page 21

The Insights Wheel


Ron Martinsen
2/13/2007

R E FORM E R
BLUE RED
R 16 1 D
E I
V 116 101 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
R 13 4 T
33 24
D 53 44 I
I V
N 52 45 A
A 32 25 T
12 5
T 152 145 O
O R
51 46
R 132 125
50 47
112 149 148 105
31 49 48 26

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

H EL P E R
GREEN YELLOW
Conscious Wheel Position
25: Inspiring Motivator (Classic)

Personal (Less Conscious) Wheel Position


24: Directing Motivator (Classic)

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Insights Colour Dynamics


Ron Martinsen
2/13/2007

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

2.36 2.04 4.36 4.28 1.64 1.72 3.64 3.96


19.0%
39% 34% 73% 71% 27% 29% 61% 66%

(Conscious) (Less Conscious)

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