ron martinsen - 24 directing motivator (classic) - 6 11 2008

Ron Martinsen

6/11/2008

Personal Profile

Foundation ChapterManagement Chapter

Insights

Insights Discovery 3.1 Ron Martinsen

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

Personal Details

Ron Martinsen

Senior Development Lead

[email protected]

Microsoft

4120 252nd Ave SE

Issaquah

WA

USA

98029

(425) 703-6827

Date Completed 6/11/2008

Date Printed 6/21/2008

Insights Learning and Development Ltd.Jack Martin Way, Claverhouse Business Park, Dundee, DD4 9FF, Scotland

Telephone: +44(0)1382 908050Fax: +44(0)1382 908051

E-mail: [email protected]



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



Introduction

This Insights Discovery profile is based on Ron Martinsen’s responses to the Insights Preference

Evaluator which was completed on 6/11/2008.

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 Ron’s work style. Use this section to gain a

better understanding of his approaches to his activities, relationships and decisions.

Personal StyleRon enjoys work that involves moving projects forward. He needs excitement and variety or he

may lose interest in carrying projects through to completion. He is less suited to work that ties him

down to routine details. He finds it hard to concentrate for long periods on this kind of work,

becoming bored and frustrated. His imaginative perception gives him the energy to start lots of

new projects, and keep a large number of balls in the air. He focuses attention on achieving

success and acquiring status symbols as evidence of that success.

He usually has a theory that will explain everything. He may not necessarily prefer innovative

solutions over established ones but is adept at seeing situations from an unusual perspective. His

enthusiasm for a current project can be so compelling that he may be oblivious to any time and

energy limitations, ignoring his own and others' needs in the process. He is an enthusiastic

innovator, who is dynamic, assertive and interested in success and the status that it can bring. He is

bored by facts, details and repetitive activities, especially those not relevant to his current areas of

interest. He is at his best when planning ahead and launching those plans into action.

Hard work, busy schedules and merit-based remuneration are hallmarks of the way Ron prefers to

work. He can become the ideal representative of whatever group of people he values. His

self-esteem depends upon recognition for his performance and he may consciously seek to project

a positive image. Ron is seen by others as pragmatic, dependable and able to get things done. If he

is in charge of having to monitor the detailed work of others he may find this uninteresting,

stressful and exhausting. His life will tend to be a series of initiated, but unfinished projects.

With his keen analytical abilities and good strategic thinking, Ron can almost always find the

rationale for the things that he wants to do. A robust, direct and keen strategist, Ron sees

possibilities in every situation and can act quickly on those possibilities. Ron likes to make things

happen and drive everything around him. Ron tends to know intuitively what structure and

organisation is necessary to harness ideas and people to achieve long-range goals. Ron has high

energy and is always striking out in a forward direction. He follows his impulses, moving strongly

towards his goal.

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. Highly independent, Ron enjoys

speculative and imaginative activities and work. Ron has a natural instinct for spotting trends and

future developments, often before others are even remotely aware of them. At work he often

makes significantly more starts than finishes and he may need someone else to follow through



with the details. He seeks the attainment of personal success and status, and in this constant

striving he may almost unwittingly compare himself with others in the race for success.

Interacting with OthersCurious and alert, Ron prefers to understand rather than judge. He prefers to try to understand and

relate to people's views rather than be judgmental of them. He can be a good team player, but does

like a somewhat individual approach. He requires continual change in order to avoid becoming

bored, and is rather power and status conscious. Visualising future programmes or outcomes that

seem impossible now, he may well see them come to fruition months or even years later.

Ron is alert to changing situations and will act quickly to get results, giving direction or

instructions to others as he thinks is necessary. He is noted for his innate ability to inspire and

encourage others around him and exhibits excellent interpersonal skills. Errors made by others

may upset him and cause him to react loudly and vociferously. He needs to be aware of being too

outspoken, over-talkative and overly logical with some colleagues. He is a good innovator,

negotiator, and manager.

Ron exudes charismatic charm and a natural ability to communicate well. Ron loves challenge,

and is far-sighted and enthusiastic. While constantly striving to increase his competence and

personal power, he is outgoing, talkative and can cope with a large number of different projects.

Ron's work style is down-to-earth, assertive and persuasive. His “drive” is natural and not

contrived. Because he is so interested in possibilities, Ron sees significance in everything while

preferring to keep lots of options open.

Decision MakingInternally motivated to achieve, Ron is a hard worker, who whilst being prepared to listen to, and

be aware of others, will invariably go it alone if all else fails. He is happiest in a role which allows

him to exercise his ingenuity to tackle one project after another. He may unconsciously manipulate

the process to get his own way. Through his intuitive feeling personality, he may have difficulty in

limiting himself to a single project and usually prefers to keep many balls in the air. As an

extraverted, future oriented person, he may fear failure but knows how to turn it on its head into

something positive, if the event occurs.

He may be perceived by others as a somewhat impulsive decision maker. He prefers action to

conversation and enjoys dealing with difficult situations the moment they arise. He sees so many

possibilities that he sometimes has difficulty selecting the best activity or interest to pursue, or in

keeping to the agreed track. Ron's tendency to think “out loud” enables others to follow his line of

thinking. Always restless, he would rather ignore or put off dealing with troublesome details, by

preferring to move on to something new or unusual.

Ron's natural curiosity for new ideas will bring new and fresh ways of thinking to the group. He is



a good, practical judge of character, and tends to use intuition where both people and decisions are

concerned. He tends to be influenced by the idea, rather than the people behind the idea. He may

lack sustained focus on the problem in hand. “Do it now” is his motto.

Personal Notes



Key Strengths & Weaknesses

StrengthsThis 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:

A natural go-getter with great enthusiasm for life.

His glass is usually half full.

Ability to communicate his vision to others.

Builds relationships quickly and effectively.

Will look for the good in people and events.

Good situational analysis.

Zest for the people and things around him.

Articulate and competitive self starter.

Enthusiastic leader - drives for results.

Excellent communication and presentation skills.

Personal Notes



Key Strengths & Weaknesses

Possible WeaknessesJung 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:

Vocally defends his faults when challenged.

May open his mouth and fall in.

Sometimes lacks attention to detail.

Loses interest when the initial challenge has gone.

Dislikes and avoids routine tasks.

Overly dismissive of negative feedback.

Knows the answer before the question is asked.

His need for variety may leave some tasks incomplete.

May finish others' sentences for them.

Becomes impatient with routine and repetition.

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 Ron brings,

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

As a team member, Ron:

Knows nothing is impossible.

Encourages others to compete.

Is the life and soul of the group - often “centre stage”.

Promotes ideas to, with and through others.

Provides stimulation and resourcefulness.

Will show loyalty and directness to other team members.

Can become a persuasive, inspirational leader.

Likes being in the thick of the action.

Is flexible, co-operative, versatile and easy going.

Brings boundless energy to any situation.

Personal Notes



Communication

Effective CommunicationsCommunication 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:

Talk tangibly and with enthusiasm.

Keep the conversation lively.

Be alert, alive and brief.

Share in and promote his ideas and visions.

Mirror his fast paced style.

Show respect for his ideas and opinions.

Indulge in speculation and offer opinions readily.

Allow him time to consider all the information.

Omit unnecessary and intricate details.

Be bright, be brief and be gone.

Encourage his big picture orientation and vision.

Acknowledge his flashes of creative brilliance.

Personal Notes



Communication

Barriers to Effective CommunicationCertain 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:

Attempt to impose too much structure and formality.

Let him monopolise the conversation.

Forget to agree outcomes or decide conclusions.

Insist on cumbersome reporting procedures.

Expect to “rail road” him - without a fight.

Act aggressively or reject his ideas without explanation.

Be curt-lipped, sharp, prickly or abrasive.

Take credit for his ideas.

Limit his range or scope of activity.

Let his imagination run riot at your expense.

Criticise his ideas too harshly or personally.

Dampen his enthusiastic energy with negative inputs.

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.

Ron’s possible Blind Spots:

Once major problems look like being solved, Ron is off to the next exciting adventure rather than

sticking around to see the original project fully completed. He can sometimes make mistakes by

making decisions before receiving all the information. He may jump to conclusions without

gathering all the necessary information or taking the time to really understand the situation. His

active life keeps him so busy that sometimes he fails to plan ahead. He is a born entrepreneur who

is constantly overselling his next great idea and attempting to generate support for it.

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. While he can be charming, funny and

entertaining, occasionally he gives the impression of insincerity. He could learn to protect himself

against closed-mindedness by waiting a few seconds more before speaking, giving others the

chance to offer input. As he values creativity and innovation, he sometimes ignores the standard

way of doing something because it lacks originality. It is difficult to know what to expect from

him next. He would much rather engage in quick intellectual banter than complete some mundane

task or consider spending quiet time on his own.

Sometimes he is so intent on his own plans that he doesn't stop to listen to what others have to say.

Seen by many as a smooth talking persuader, Ron may seem indifferent to people who appear to

be less of an extraverted achiever than himself. Often after he has enjoyed an initial experience, if

necessary backup to attain the anticipated outcome is not forthcoming, he blocks the experience

from his mind and moves on.

Personal Notes



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



Opposite Type

Communication with Ron's Opposite TypeWritten 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:

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

Respect his personal experience.

Allow time for him to respond to your requests and questions.

Ensure that he understands the rules.

Discuss and agree upon the deadlines.

Use written communications whenever appropriate.

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

Fail to respect his need for occasional isolation.

Fail to be attentive to his suggestions.

Break promises.

Upset or undermine the status quo.

Be disorganised or inaccurate.

Expect an immediate positive reaction.

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 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:

Making a special effort to show appreciation and to acknowledge others contributions.

Being less vocal at group meetings.

Becoming more patient and less restless.

Learning how to relax completely.

Paying meticulous attention to detail before leaping to a conclusion.

Analysing procedures to identify overlaps and possible conflict.

A more structured approach to living.

Drafting watertight policy statements, agreements or procedures.

Reflecting on just how considerate some others think he is.

A weeks private meditation - alone.

Personal Notes



Management

Creating the Ideal EnvironmentPeople 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:

He can question the rules and the traditional ways of doing things.

Ideas are given genuine recognition and consideration.

He can turn a vision into reality.

New products and strategies can be implemented regularly.

Modesty is not a pre-requisite.

Relationships are fast and friendly.

He is involved in design and delivery.

There is opportunity to create and express ideas and to develop these collectively.

Bright, motivational, inspirational posters and prints abound.

He is free to be himself.

Personal Notes



Management

Managing RonThis 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:

Help in restraining the allocation of blame.

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

Limited exposure to bureaucracy and paperwork.

The opportunity to think aloud.

To be more diplomatic at times.

To be advised to tune into negative feedback.

An adaptive, understanding and patient manager.

Some social prestige within the role.

To become his own self, not just his achievements.

Help with planning and preparation.

Personal Notes



Management

Motivating RonIt 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:

Being able to take control of situations.

Setting stretching goals for himself and others to achieve.

Regular breaks from routine.

Discovering and exploiting competitive weaknesses.

Freedom to articulate wild ideas.

Career opportunities with an endless horizon.

Challenge and competition.

People who express flair, talent and creativity.

“Pioneering” opportunities with little limitation.

Taking risks and “smelling the danger”.

Personal Notes



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:

Project a high profile image of self and team.

Expect that every challenge can be resolved by brainstorming.

Inspire others with his forward-looking orientation.

Be viewed by the team as always high profile.

Motivate others through his creativity and imagination.

Prompt people who naturally work at a slower pace.

Put more energy into the project than the task merits.

Be passionate about his ideas.

Overlook the need for detailed analysis and support work.

Take on too much and over extend himself.

Personal Notes



The Insights Wheel

Ron Martinsen

6/11/2008

R E F ORME R

H E L P ER

MOTIVATOR

COORDINATOR

DI

RE

CT

OR

SU

PP

OR

TE

R

OB

SE

RV

ER

IN

SP

IR

ER

REDREDREDREDREDREDREDRED

YELLOWYELLOWYELLOWYELLOWYELLOWYELLOWYELLOWYELLOWGREENGREENGREENGREENGREENGREENGREENGREEN

BLUEBLUEBLUEBLUEBLUEBLUEBLUEBLUE RED

YELLOWGREEN

BLUE

1

21

41

2

22

42

3

23

43

424

44

525

45

6

26

46

7

27

47

8

28

48

9

29

49

10

30

50

11

31

51

1232

52

1333

53

14

34

54

15

35

55

16

36

56

101

121

141 104

124

144

105

125

145

108

128

148

109

129

149112

132

152

113

133

153

116

136

156

Conscious Wheel Position

24: Directing Motivator (Classic)

Personal (Less Conscious) Wheel Position

25: Inspiring Motivator (Classic)



Insights Colour Dynamics

Ron Martinsen

6/11/2008

0

3

6

Persona(Conscious)

BLUE

1.40 23%

GREEN

1.76 29%

YELLOW

4.88 81%

RED

4.92 82%

0

3

6

Persona(Less Conscious)

BLUE

1.12 19%

GREEN

1.08 18%

YELLOW

4.60 77%

RED

4.24 71%

100

0

100

50

50

PreferenceFlow

17.4%

(Conscious) (Less Conscious)

ron martinsen - 24 directing motivator (classic) - 6 11 2008

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