Vous êtes sur la page 1sur 22

Adiel Akplogan 2008-12-06

Personal Profile
Foundation Chapter Management Chapter

Insights Discovery 3.5

Adiel Akplogan

Page 2

Personal Details

Adiel Akplogan CEO adiel@afrinic.net AfriNIC

Date Completed Date Printed

2008-12-06 2008-12-09

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 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 3

Contents
Introduction Overview Personal Style Interacting with Others Decision Making Key Strengths & Weaknesses Strengths Possible Weaknesses Value to the Team Communication Effective Communications Barriers to Effective Communication Possible Blind Spots Opposite Type Communication with Adiel's Opposite Type Suggestions for Development Management Creating the Ideal Environment Managing Adiel Motivating Adiel Management Style The Insights Wheel Insights Colour Dynamics Jungian Preferences 4 5 5 5 6 7 7 8 9 10 10 11 12 13 14 15 16 16 17 18 19 20 21 22

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 4

Introduction
This Insights Discovery profile is based on Adiel Akplogans responses to the Insights Preference Evaluator which was completed on 2008-12-06. 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. Jungs 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.

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 5

Overview
These statements provide a broad understanding of Adiels work style. Use this section to gain a better understanding of his approaches to his activities, relationships and decisions.

Personal Style
Adiel is an analytical thinker, who prefers to be fully objective in his work. When he does need company it may be difficult for him to reach out to people and to overcompensate for this he may retreat even further into himself. When pressured, he will be seen as critical, precise and sceptical. He may appear more tolerant of others who prefer to operate in a moderate or controlled way. Both for himself and others, fun, relaxation and free time are scheduled and prioritised events. He prefers to be left to work quietly on his own, which is when he achieves his best work. Work that doesn't involve intellectual stretch and the opportunity for mastery may soon become a drudgery for him. His desire for privacy sometimes generates a vague feeling in others that there is an unlived life that may be passing him by. He may sometimes take over the work of others rather than leave important tasks undone, or done poorly. He is seen as practical, trustworthy and dedicated to preserving traditional values. His need to detach himself from his emotions allows him to retain objectivity when assisting others in times of stress. Although he will never ask for it, he does need positive feedback and a rationale for what he is doing. He is a good listener, with an ability to talk well when appropriate. He is highly independent and can live and work quite contentedly in modest surroundings. He may need assistance in tapping into his creativity and to bring projects to completion. He is seen by others as intellectually independent. Adiel is painstakingly accurate and methodical, with great powers of concentration. Adiel is a curious and keen student of all that is going on around him. A capacity for cool emotional detachment makes Adiel a good decision maker, because he thinks clearly under pressure. He is strongly motivated to get things right, especially factually, and to be most effective he should be allowed to operate in a private environment. Adiel conveys great precision and economy of effort in both thought and language. He values the development of his intellectual awareness and the opportunity to learn, improve and grow. Adiel is careful and orderly in his attention to facts and details. He is thorough and conscientious in fulfilling all his responsibilities. Adiel has a gift for seeing the important facts of a situation. Adiel is an ingenious and original problem solver. Serious, conscientious and loyal, Adiel is a dedicated worker. He will seek an environment in which he can be quietly productive.

Interacting with Others


Adiel prefers quiet and may develop ingenious ways to make himself invisible, particularly when he is called upon to take part in social or gregarious interaction. His continual attention to

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 6

inner thoughts in part explains his apparent disinterest with external events. In a conflict, he typically appears calm, unruffled, efficient and pragmatic. Turning his energy outward would help gain the practical knowledge to make his ideas immediately acceptable to other people. Sometimes his introverted analytical preferences may prevent him from expressing outwardly what is really going on inside his head. He is outstanding at establishing and implementing orderly procedures, rules and regulations, and may show impatience with those who don't carry out their designated tasks or work by the rules. Adiel is competent at extracting information by asking relevant, non-threatening questions. He avoids interactions that will make him highly visible to others or where he has to perform or compete for attention. He may have an aversion to having his time and energy constantly put at the disposal of others. He may also be rather uncomfortable in touchy-feely situations. Adiel will tend to talk openly only about subjects he knows well and which allow him to share his great breadth of information. Adiel prefers to organise concepts, knowledge and ideas rather than people or situations. He is mild mannered, with the decisiveness of his thinking usually revealed in intellectual matters. He tends to withdraw when stressed. Most people have limited understanding of his complex, adaptable and creative mind. Adiel is a private, reserved person who does not share his thoughts with his colleagues unless absolutely essential.

Decision Making
Adiel thinks in extremely complex ways and seeks to organise concepts and ideas rather than people. His decision making is based on prior reflective, contemplative thought. He views life as an intellectual challenge and needs to think things through before deciding. Making decisions comes logically to him, although his need for detachment results in colleagues viewing him as rather distant. With a love of problem solving, he can be very perceptive and has a highly developed capacity for inner reflection. He applies analysis and objectivity to discover the underlying principles, relying on clear thinking in making decisions. Adiel can usually get to the heart of any situation and implement an effective solution. If something does not seem rational, he runs the risk of dismissing it out of hand, even if it is a critical issue. Adiel's quizzical and probing nature may create solutions which open up fresh processes. He may at times make others feel defensive due to his incisive, critical and often persistent questioning. Every project presents itself as a mental challenge and he reflects on every stage of decision making. Using past experiences to help him solve current problems and get things done is one of his strong points. Adiel is self-reliant and is not frightened to take the path of maximum resistance in his efforts to produce the best results. He is reticent about expressing his feelings and may be rather slow to make decisions as he wants to gather all essential information before acting. His natural introversion does not prevent him from making critical and incisive comments with conviction and presence.
Personal Notes

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 7

Key Strengths & Weaknesses


Strengths
This section identifies the key strengths which Adiel brings to the organisation. Adiel 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.
Adiels key strengths:

Encourages structure and order. Commitment to his work. Quiet and conscientious. Keen observer. Realistic and systematic. Usually weighs up all relevant factors before reaching decisions. Dependable. Thorough and painstaking. Painstaking, conscientious, industrious and dependable. Accuracy.
Personal Notes

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 8

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. Adiel's responses to the Evaluator have suggested these areas as possible weaknesses.
Adiels possible weaknesses:

Has difficulty in quick or unprepared articulation. May have difficulty switching off from work. Over-dependence on rules and procedures. Can look for flaws and errors in almost everything. Occasionally his criticism may de-motivate others. Can be unaware of others needs. Tends to be drawn into splitting hairs. Does not enjoy fast change. Constantly finding faults. More interested in intellectual rather than practical challenges.
Personal Notes

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 9

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 Adiel brings, and make the most important items on the list available to other team members.
As a team member, Adiel:

Helps to create and maintain an orderly work environment. Helps ensure that routine tasks get done. Ensures all individuals pull their weight. Thinks clearly under pressure. Encourages independent thinking. Provides a rich variety of alternative solutions. Creates commitment within team. Makes the best uses of available resources. Encourages down to earth realism. Likes designing workable systems and enjoys problem solving.
Personal Notes

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 10

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 Adiel. Identify the most important statements and make them available to colleagues.
Strategies for communicating with Adiel:

Give him time to reflect inwardly. Allow him time to gather his thoughts and to express his feelings. Provide an environment which allows him to express his thoughts. Use written communications whenever appropriate. Use logical and rational questions and arguments. Provide a safe environment in which he can learn, improve and grow. Approach him in a structured, logical way. Be sure that he is ready to communicate before pressing ahead. Gently remind him of the human dimension. Allow him time to consider all the information. Act in an adult and mature way. Be honest, moderately paced, straightforward and open with him.
Personal Notes

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 11

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

Be flippant, inconsistent, fanciful or ostentatious. Press for an immediate response. Waste his time with irrelevancies. Invade his personal space. Cut him off before he has finished. Be too loud and hearty. Talk emotionally, quickly or loudly. Spend too much time talking; he is more impressed by your actions. Expect him to immediately strike up close relationships or friendships. Touch his body or his belongings. Encourage him to undertake a high profile task against his will. Set unrealistic deadlines that restrict his quality outputs.
Personal Notes

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 12

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.
Adiels possible Blind Spots:

Adiel needs to try to become more aware of the talents, efforts and contributions of others and to more regularly offer compliments and praise for good performance. He can be reserved and hard to get to know, only willing to share his inner feelings with people he trusts. Because of his well developed tolerance of himself and other people, Adiel may appear detached and disinterested. As he can be seen as somewhat cold and uncaring, he needs to become more aware of his own feelings as well as more considerate of the thoughts and feelings of others. Making many assessments privately, Adiel keeps the most important issues to himself, leaving others ignorant of what is going on. He carries on personal interests rather privately without involving other workmates in his conduct. Because Adiel often chooses to be alone and single-minded in his efforts, he occasionally neglects to invite others to participate in any of his activities. Adiel's ideas may occasionally get lost because he tends to rethink them continually, preferring to keep them private. He finds it extremely difficult and even embarrassing to express gratitude for any assistance he has received. He needs to work toward becoming more articulate and action-oriented. Because of his ability to focus on one thing at a time for long periods, he may appear rather stubborn and plodding. Tending to shy away from making quick decisions, he has little understanding of the difficulties this preference creates for fast-paced people. He may need to develop more assertiveness and would benefit from learning how to offer honest criticism of others when necessary.
Personal Notes

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 13

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

Adiels opposite Insights type is the Inspirer, Jungs Extraverted Feeling type. Inspirers are outgoing and enthusiastic, seeking favourable social environments where they can develop and maintain contacts. Verbally effusive, they are good at promoting their own ideas. They can create enthusiasm in others for their cause. They have a wide network of acquaintances and relationships. Adiel will notice that the Inspirer tends to misjudge the abilities of self and others. Inspirers often leap to favourable conclusions without all of the information. To Adiel they may appear inconsistent. Inspirers find controlling and planning their time difficult. The Inspirer is a smooth talking persuader and may appear indifferent to people, such as Adiel, who appear to be not such extraverted achievers as themselves. However, Inspirers sometimes take conflict or rejection personally and bitterly. Many Inspirers are convinced that they are naturally superior and may come across to Adiel as somewhat boastful. They will prefer communicating orally rather than through the written word and may dislike and avoid tasks that require attention to detail or heavy paperwork. Adiel may perceive Inspirers as shallow or superficial, due to their glib way with words.
Personal Notes

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 14

Opposite Type
Communication with Adiel's Opposite Type
Written specifically for Adiel, this section suggests some strategies he could use for effective interaction with someone who is his opposite type on the Insights Wheel.
Adiel Akplogan: How you can meet the needs of your Opposite Type:

Provide opportunities for socialising. Be clear on completion details. Be enthusiastic and positive. Maintain harmony in exchanges - minimise conflict. Sprinkle in praise, flattery and compliments. Agree exactly what needs to be done.
Adiel Akplogan: When dealing with your opposite type DO NOT:

Be addicted to rules and procedures. Shout, bully or threaten with position power. Remove the opportunity for socialising. Burden him with too many papers to read. Ignore or disregard his views. Talk with him using a low-key voice tone.
Personal Notes

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 15

Suggestions for Development


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

Being more prepared to openly discuss major issues. Seeking the positive side of every situation. Meeting with and talking to more assertive and energetic people. Reading motivational books and listening to motivational tapes. Evaluating his job to ensure it remains appropriate and fulfilling. Recognising the need for heightened urgency in some projects. Breaking the routine and doing something outrageous. Trying to make a significant contribution within ten minutes of a meeting's commencement. More confidence, sincere appreciation, job clarity and sympathetic management. Being more prepared to acknowledge his mistake.
Personal Notes

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 16

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 Adiels ideal environment and his current one and to identify any possible frustrations.
Adiels Ideal Environment is one in which:

His highly developed analytical skills are fully utilised. Meetings are planned and well structured. He is intellectually challenged and stretched. A comprehensive welfare policy is provided. Time is carefully allocated to allow him to express his view. People are seen to be responsible. He is encouraged to express views and opinions. There is time to gather thoughts and ideas. There's a place for everything and everything is in its place. He has time to prepare for meetings or discussions.
Personal Notes

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 17

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

To work with people similar to himself. Rewards for achieving deadlines. Clear statement of the relative importance of deadlines and quality. To be allowed to get on with it. Not to be expected to deal with emotionally charged people. To be convinced by reason, not emotion. Respect for his need for reflection and solitude. His intelligence to be complimented. Help to look for the silver lining. Respect for his workspace.
Personal Notes

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 18

Management
Motivating Adiel
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 Adiel. With his agreement, build the most important ones into his Performance Management System and Key Result Areas for maximum motivation.
Adiel is motivated by:

Rewards for his accuracy and attention to detail. Being given time to assimilate a change of plan. Low-key celebrations. Having access to all the information he needs. Attending seminars, lectures and other knowledge based activities. Critical, analytical and logical dialogue. Gathering and analysing technical information. Being asked to find the flaws in an argument. Successful completion of major projects. Encouragement to share his technical knowledge.
Personal Notes

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 19

Management Style
There are many different approaches to management, most of which have different situational applications. This section identifies Adiels natural management approach and offers clues to his management style, highlighting both gifts and possible hindrances that can be further explored.
In managing others, Adiel may tend to:

Be unimpressed with slick or brash arguments and presentations. Get involved in the detail. Be good at spotting problems in advance. Appear to be less understanding of his colleagues' feelings. Appreciate time to share the wealth of information or knowledge in which he specialises. Overlook the need to encourage others. Want to explain the What, How and Why. Be demanding of accuracy, logic and focus. Ignore the feelings of those around him. Appear cold and aloof until he gets to know people well.
Personal Notes

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 20

The Insights Wheel


Adiel Akplogan 2008-12-06

BLUE
R V E R
116 15

R E F O RM E R

RED
D
101 2

16

E S B O

36 136 14 35 34

21 121 3 22 23

C T O R

113 55

156 54 153

56

41

141 42 43 144 44 45 145 46

104 124

C O O R D I N A T O R

133

13

33

53 52 152

24

12

32

25

M O T I V A T O R

132 112 31 30 11

51 50 149 49 48 148 47

125 105 26 27 6

S U P P O R

129 29 10 28

128 7

109

108 9 8

R E R

GREEN

HE L PER

YELLOW

Conscious Wheel Position

55: Reforming Observer (Accommodating)


Personal (Less Conscious) Wheel Position

15: Reforming Observer (Focused)

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 21

Insights Colour Dynamics


Adiel Akplogan 2008-12-06

Persona (Conscious)
6
BLUE GREEN YELLOW RED

Preference Flow
100 6

Persona (Less Conscious)


BLUE GREEN YELLOW RED

50

50

0 5.20 87% 3.40 57% 1.60 27% 4.44 74%

100 56.4%

0 4.40 73% 1.56 26% 0.80 13% 2.60 43%

(Conscious)

(Less Conscious)

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com

Insights Discovery 3.5

Adiel Akplogan

Page 22

Jungian Preferences
Adiel Akplogan 2008-12-06

Attitude/Orientation:

100

100

Introversion (I)

Extraversion (E)

Rational (Judging) Functions:

100

100

Thinking (T)

Feeling (F)

Irrational (Perceiving) Functions:

100

100

Sensing (S) (Conscious)

Intuition (N) (Less Conscious)

http://www.insightsworld.com/ Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com