the instinctive drives i.d. ™) of david robins · 2013-11-28 · verify authenticate complete...

The Instinctive Drives ™ (I.D. ™) of

David Robins

Australia’s leading Performance Advice Group

© Copyright (Licensor) Link-up International Pty Limited, December 1991 - November 1997

The Instinctive Drives™ (I.D.™) of

David Robins August 10, 2007

I.D.: 7554

For each Instinctive Drive™, you are either:- • driven to use it (6 - 9: ) • not driven by that instinct (5: ) or, • driven to avoid it (4 - 1: ). The needs listed in the direction of your Instinctive Drives, along with the following pages, help explain your particular I.D. As for the other needs listed, it is not that you are driven to avoid them or "do the opposite" to them. Rather, they are just not a "compelling force" for you.

Unconditional encouragement Conciseness Unconditional acceptance Answers

Philosophical discussions Diplomacy Leverage

Acceptance of intuition

Freedom to pioneer Variety

Spontaneity

Flexibility

Certainty Logic

Composure Quiet time to

think

Comparisons Clarification Reassurance

Justice

Hands on involvement

Useful outcomes Literal & candid communication

Visualisation

Advance notice Harmony Structure & routines

Time to finish

Simplicity New challenges Productive pressure Dynamic interaction

The instincts you are

driven to avoid explain

your need for…

The instincts you are

driven to use explain

your need for…

1

2

3

4

5

5

6

7

8

9

Verify Authenticate Complete Improvise


How to Read the I.D.™ Chart

VERIFY AUTHENTICATE COMPLETE IMPROVISE

This is the Instinctive Drive™ for continuously checking and constantly evaluating:

To make sure things

are right.

To (know how to) do

things right / better.

To determine the right

thing to do.

This is the Instinctive Drive for constant and genuine congruency:

In what is discussed.

In what is done.

In what is perceived.

This is the Instinctive Drive for keeping everyone and everything in your “world” in harmony:

Not just some things,

but every aspect of your life;

Yesterday and

tomorrow as well as today.

And the “what ifs” as

well as what “is”… the whole lot!

This is the Instinctive Drive for committing:

Without knowing

whether the time or resources are available to enable success.

To outcomes which

stretch existing boundaries or methodologies.

Then inventing,

inspiring or persuading to achieve the outcomes.

= Each Instinctive Drive has two possible directions (to USE � or AVOID � ), given that a score of “5” means there is no drive from that particular instinct.

= Each direction (� and �) has its strengths and vulnerabilities. One direction is not better or worse than the other, just as each instinct is equal in value to the other instincts.

= All four instincts combine together to form your I.D.™. And it is possible to have any combination!

= The numerical scaling on the side of the chart measures the intensity of your instincts. “5” equals a “zero drive” and the more you extend to a “9” or a “1”, the greater the intensity of your drive.

A common question: Are there actually 8 Instinctive Drives? Answer: Even though there are 8 directions, this does not mean that there are 8 Instinctive Drives.

Eight instincts would give the potential for scores in both directions for one drive - which is not possible.

As an example, people driven to avoid the Instinct to Improvise, may do things “off the cuff”. They may have acted that way because they saw it as reducing an even bigger risk or pressure; or they may have made their commitments because they feared that, if they did not speak up at that particular time, they ran the risk of being criticised or ignored - which to them may have been a more significant risk than the risk of saying something that was not carefully considered first.


How to Read the I.D.™ Chart

USE (��) You need to know why and need to think things through, working out the right way to do the right thing at the right time... and you need reassurance then to know you were right!

Your reality is what you see, hear and interpret because these things are real to you. You strive to eliminate the gap between your perceived reality and the way things are meant to be. Things must ultimately manifest for you to be fulfilled.

You need to integrate everything and are always anticipating (and recalling!) so that you keep all of the wheels turning. That is why you need structure - so you can see how everything fits together.

You always say "Yes!" (one way or another) which helps you then see possibilities and opportunities in seemingly impossible or nothing situations and thrive on making it happen - especially when others think it can't be done.


The instinct to get it right!

The instinct to make it real!

The instinct to keep everything

whole!

The instinct to make anything possible!

If your score for any Instinctive Drive is a "5", the only time you will exhibit the characteristics associated with either direction of that drive is when instigated by your other stronger drives.

You don't really see things as being "right" or "wrong". They just "are". You accept them as is. After all, what does right mean anyway? It is not that you "don't check", it's just that you will do what you can to avoid that process: for example, trust, assume, accept, avoid, etc.

You are motivated more by the feelings you and others have (or could have) "on the inside" more than what is or is meant to be externally. Such intangibles (emotions, philosophies, perceptions, dreams and ideals) are reality to you.

You view things as exceptions or "one-offs". You thrive on challenging the sense of harmony that exists by (for example) changing things for the sake of change, starting but not always finishing, acting spontaneously, interrupting, etc.

You need to "set your own pace" and need to work within existing boundaries and with proven methods so that you are always certain the desired outcomes will be achieved. Certainty is the key!

AVOID (��)


Welcome… Dear David, Welcome to a brand new horizon… discovering your I.D.™! Actually, you have always had your I.D., it is just that now, with the I.D. System™, you can define it much more specifically and fully utilise it to enjoy a more successful and meaningful life. Your I.D. is 7554. The following pages will help you gain a better understanding of your true self: including your needs, natural talents and why you do things the way you do. 1. This is the real you

Your most inner self. It reveals the way you need to be to achieve your absolute best in any role or relationship – which may or may not be how you are currently performing. Your childhood conditioning, various life long experiences, education, roles and relationships have all moulded your personality and general behaviour. However, if the person you are trying to be is out of alignment with the person you need to be (as defined by your I.D.), then your performance and fulfilment will be significantly compromised. Conversely, when your behaviour is in alignment with your I.D., you excel. Be proud of who you are!

2. Your I.D. is different to your behaviour & personality

Your I.D. can be (temporarily) quite different to your behaviour or your personality. Your I.D. is not necessarily what other people see but rather, the real drive behind what you say and do. This is why misunderstandings occur so frequently – because people often assume that the external signs (what they see, hear and perceive) are what the other person meant to convey. However, to understand the message or action properly, you need to know the motives or drives… which are defined by the person’s I.D. Personality tests and "profiles" may give you feedback on current behaviour or personality, but they do not identify whether a person is performing at their optimum level nor do they identify what motivates someone. These are some of the unique features of the I.D. System and why learning about your I.D. can lead to such significant improvements… in all areas of your life.


3. Your I.D. does not change over time Your I.D. does not change over time or in different situations… unlike your behaviour or personality. Yes, at times your behaviour and personality might be out of alignment with your I.D., but this is why you experience stress, frustration, diminished confidence, fatigue, illness, etc. If your instincts could change according to the expectations placed upon you, then the stress that occurs from “working against your grain” (as the cliché goes) would be eliminated. Effective stress management therefore requires that you have strategies to help you adjust roles and expectations instead of trying to adjust yourself!

4. Strategies to boost your performance and fulfilment

The I.D. System includes hundreds of proven and practical strategies, tailored to your I.D., which can help you tackle any task or situation in almost every area of your life - in your stride. Some of them are included in this booklet, but there are many more available for your I.D. via other I.D. products, workshops and related materials. As you may have already gathered, your I.D. is not a “personality profile”. Your I.D. and the I.D. System essentially provide an instruction manual for how you need to perform to reach your full potential… and live an abundant and fulfilling life. Study your I.D. Understand it! Share it with others so that they understand who you really are and know how to work with you and communicate with you effectively. By doing so, you actually could make a significant difference in their life as well.

Indeed, this is one of the significant ways that you could make a positive difference in the world. Imagine how much better our planet would be if there was a greater sense of equality: where people genuinely understood themselves and each other better – not only tolerating the differences between themselves, but harnessing the different talents to achieve synergy. Stress and conflict would reduce dramatically: productivity and relationships would improve substantially! In actual fact, there are already many homes, businesses and schools “living” the I.D. System and experiencing its benefits on a daily basis. Some even display the plaque, “I.D. Spoken Here” - as a symbol of the equality that exists, the respect for the differences between people and the commitment (especially from the leaders) to help everybody reach their full potential.


Congratulations on discovering your I.D. You now have the vital key to doing the things you love, loving the way you do them and loving the people you do them with. Enjoy every step on your self development journey. Sincerely,

PAUL BURGESS Developer of the I.D. System and Founder of Link-up International Pty. Limited


Personalised I.D. Report for

David Robins 7554

David, you have a very unique I.D.™ in that you are very strongly driven by only one Instinct - the Instinctive Drive to Verify™. Indeed, less than 2% of the general population are as strongly driven as you are by this Instinct. (Even though it only appears as a "7" on the bar graph, as you are not strongly driven in the opposite direction by any of the other instincts the Instinct to Verify is free to "take off". It's almost as if it isn't "counter-balanced".) It is really important for you to understand and nurture this level of uniqueness. At times, it will be a real asset - it will make you stand out and enable you to do some things that are truly amazing. At other times, being so unique will be quite lonely. At the end of the day, your success and fulfillment in life will depend on your ability to:

(a) maintain a perspective that thrives on the benefits of being unique rather than the loneliness of being the exception; and

(b) channel your energies into tasks, roles and situations that require or match your unique talents.

Above all, you need to be very selective in what you do, how you do it and who you do it with in order to protect your energy. Otherwise, you may make others happy but you won't achieve the level of success and fulfillment that you truly deserve. Even though the Instinctive Drive to Verify is very strong, all 4 instincts do work together and in your case, you will perform at your best and be fulfilled when you:

• have a crystal clear purpose,

• are solving complex problems, carefully think them through, evaluating the options at your own pace to determine precisely the right thing to do and then

• receiving fair recognition, respect and reward for your expertise and effort. You then need to continuously monitor and measure the outcomes, analysing the feedback in your quest for continuous improvement. It's all about doing the right things, at the right time, for the right reasons, the right way!


YOUR NEEDS Your needs are also very intense - to match the intensity of your Instinct to Verify. When you read each of the following needs you need to interpret them as applying "to the nth degree". For example, other people with the Instinct to Verify might need reassurance 2 or 3 times to confirm or clarify things. With your intensity, your need for reassurance never stops - you're always thinking, analysing, working out how to do things better and one way or another, seeking reassurance. A concise list of your needs is included later in the booklet. Here are some explained in more depth.

• Purpose

Your �� Verify explains why you need to know "why" for everything and

anything! To you, everything has a purpose, even if it's not immediately apparent. Indeed, unless the purpose is both clear and acceptable to you, you won't be able to get yourself motivated.

The essential point here is that the purpose must be one that is important to you. Unless you believe in it completely, you wont be able to give of your best. You may comply initially to merely keep the peace, but you won't display "ownership" if you don't agree with (or can't see) the purpose.

• Feedback

Your �� Verify explains why you constantly need evidence and feedback to

confirm that your actions or perspectives are correct. In actual fact, you work most of them out for yourself but you still need confirmation. Such feedback not only develops your expertise, it also builds your confidence to perform even better next time.

Now you know why you often ask similar questions about the same thing even when nothing has actually changed – you just need to “make sure”.

• Problems to Solve

Your �� Verify explains why you need to think things through and work

things out so that they make sense to you - especially those things that are complex and require a great deal of perseverance. Even when others have already solved the problem or “worked things out” you need to think things through and have them make sense to you in order to accept their outcomes. Indeed, if things don't make sense to you, you find it impossible to agree, comply or commit. Similarly, if you don’t have problems to solve, you are vulnerable to creating


them in order to “be true to yourself". Problems… who needs them? You do!

• Certainty

Your �� Improvise explains your need for certainty in everything you do.

This is why you will often feel tentative about making a decision especially on things that are new or important because it may be difficult for you to establish the level of certainty you need to be comfortable. You don't just pull answers out of thin air! For you, the devil you know is better than the devil you don't. Indeed, the only time you will consciously take a risk is when the risk of not doing so is greater (i.e. you are still acting to avoid the greater risk).

• Eliminate the pressure You have probably already noticed that you don’t perform at your best when you are rushed or racing to meet a tight deadline. This includes being persuaded to do things that you haven't had a chance to comprehend at your own pace first.

Your �� Improvise explains why, to be at your best, and fulfilled, you need

to operate at your own pace - however fast or slow that may be at the time. This is also why you will avoid situations where you know (or sense) that you will be pressured as this is also when you are most likely to make mistakes. Above all, this feature is not a function of inexperience. Even with years of experience your best outcomes will always be achieved when you are striving at your own pace and not threatened or pressured by others.

NATURAL TALENTS David, your I.D. gives you a number of very special, natural talents. Indeed, these talents are so natural that it is easy to underestimate how special and unique they really are. i.e. Many people often think that because these particular talents don’t take any real “effort”, everyone else must be able to do them too! Not true. Here are some examples:

• Perseverance until the problem is solved

Your �� Verify instinct equips you with a natural flair for working your way

through problems and persevering with them until they are actually resolved. Indeed, the more challenging the problem, the more fulfilling the process is for you.


In addition to your sense of perseverance, your real talent here is in knowing where to start with the problem solving process in the first place. For you, the evaluation process comes naturally and seems logical whereas for those who do not share this drive, they often don't know where to start in the first place.

Your �� Verify drive provides you with a talent to take stock of all the options

and alternatives and evaluate the common ground or appropriate way forward. You are a natural arbitrator and whilst the strategy is often "obvious" to you (because your instinct is so intense), it is not such an obvious or natural process for those who do not have this instinct.

• Your Conservative Approach

The combination of your �� Verify and �� Improvise drives means that you

are driven to avoid the risks ( �� Improvise ) associated with not getting

things right ( �� Verify ). In the eyes of others, you therefore build a very

strong sense of credibility because you think things through and are naturally able to explain your rationale in all that you do.

Your sense of posture is particularly noticeable when others question your decision or method because even when you appear to have acted quite quickly or spontaneously, in reality you have a reason for everything!

• A Natural Manager

Your �� Verify instinct compels you to get things organised. You function

best when you feel on top of things and in control.

Furthermore, you naturally maintain responsibility for a task or situation even though you may not actually be the person doing the work. You make sure expectations are achieved and that standards are maintained - quality control comes naturally to you.

A combination of your �� Verify and �� Improvise drives means that you

will not assign work to people who are likely to risk or compromise the quality required. You will check on them at various intervals to make sure that if anything is likely to go wrong, you learn about it before too much exposure occurs.

• Even-Keeled! Another talent is your ability to stay objective and stable even in heated or

emotional situations. Your �� Improvise means that you don’t get animated

about things too readily nor do you need to be inspired about a task to do it well. If it is part of your responsibility you will perform well regardless of how much personal enjoyment it provides you.


You are driven to "keep a level head" and meet obligations even in the most dramatic or mundane situations.

NATURAL VULNERABILITIES All natural forces can be life giving and constructive but they also have the power to be debilitating and destructive. So it is with Instinctive Drives. Just as your I.D. delivers special natural talents, there is also a “flip side” – we call them vulnerabilities. Learning more about your I.D. and the I.D. System can help reduce these vulnerabilities but you will never eliminate them. That is why we call them vulnerabilities, not weaknesses. Some people focus on their weaknesses and eventually, may convert them to strengths. However, as you cannot change your I.D., your vulnerabilities will always exist. Take note of your vulnerabilities and be particularly aware of your bias.

• A Common Vulnerability: Bias! There are specific vulnerabilities associated with your particular I.D., but there is also the common vulnerability of bias. Your I.D. is such an intricate and sub-conscious part of you that you will often forget to consciously rationalise that other people can be just as effective even though they operate so differently to you.

• Your critical streak!

When people do 95% of things well your �� Verify drive explains why you

miss the significance of those things and instead focus on the 5% of things that could have been done better. I.e. as the 95% are already "right", they don't grab your attention, whereas the 5% category attracts your problem solving abilities! This can be very demotivating for others when it seems like no matter how well they do, you don't give them the full recognition or complete acknowledgement their efforts deserve. In reality, you are actually more critical of yourself than you are of others but they don't necessarily know that!


Relevant Strategies 1. Even though you see the "wrongs" before the "rights", identify all

the things people have done right and summarise the things they have done wrong into only 1 or 2 main items (and before mentioning them, ask yourself whether they affect the overall goal anyway). Then start with the positive things bearing in mind that most people don't mind being shown the things they could have done better, as long as you use an approach which is positive - and their good points receive as much of your "personal attention" as their mistakes or failures.

2. Treat your "critical streak" as a major weakness that will cause you to develop practical techniques to convert it to one of your main strengths.

• Predetermined Outcomes When you seek to discuss a problem with another party, your extensive preparation can make them feel like you already have it all worked out and therefore the discussion is really only "obligatory". When they question you, you have probably already thought through some of their issues and therefore, even though you may be using words to the contrary, the message they get is that their perspective is not really going to change the outcome anyway.

Relevant Strategies 1. Don’t see your solution as the solution but rather a solution. This

will then let you communicate more openly with others because your mind will be searching for more information so that you can then compare your perspective with theirs and determine the best or right way to proceed. After all, your perspective is based on your current knowledge, skills, experiences and values, all of which may change from time to time. It really makes sense therefore to keep a more open mind even though at any point in time you are looking for the right way – it is only right until the next perspective is introduced.

2. Involve them early in the problem solving process or walk them through the work you have already done.

• Analysis Paralysis You are so driven to get things "right" that you avoid the risk of making a decision until you are absolutely certain of the outcome. Although this is valuable at times, there are other situations when such certainty will be difficult or impossible to obtain, causing you to delay making the decision until you are basically forced to do so. This is why ultimatums are frequently the ultimate catalyst to your actions.


Relevant Strategies 1. Rather than waiting for other people to give you such ultimatums,

put them in place yourself. 2. Redefine the definition of risk of "getting it right". In many cases,

it is more of a risk to not make a decision than to make a decision that may need some adjustments later for example, procrastination erodes your credibility which may be far worse for your ultimate career ambitions than if you were to make faster decisions that were only perfectly right 90% of the time. At the end of the day, it is all about perspective.

• Telling - not selling When other people's opinions or methods are different to yours, you can appear quite dogmatic if you try to prove your logic to them. Logic is not always the most effective way to help others believe or accept your methods and opinions. It is most unlikely that others will have exactly the same definition of "right" as you do.

Similarly, you can speak to others with the greatest of authority but your audience can often feel uninspired or almost scared to take action for fear they won't succeed.

Relevant Strategies

1. Use your �� Verify drive to listen carefully to other peoples

needs and their definitions of "right". Give others the opportunity to share their side of the story first which also gives you time to think through your own perspective in light of their comments.

2. Instead of simply answering people questions (telling) ask yourself, "Have I inspired them to take action?", if not, what else do they need? Focus on continuously improving this technique so that it becomes one of your strengths.

RECOMMENDATIONS We have worked with and coached many people who have a similar I.D. to you and, to save you reinventing the wheel, here are some tips we have learned from them which may be useful to you as well.

• Broaden your evaluation "tool kit". Make sure your evaluations include all relevant factors, not only those which can be easily measured or specified. This would particularly include other intangible or less obvious factors such as aesthetics, sense of fun, another person's impact on your own fulfillment and success including their ability to make you look good. For example, it may be


cheaper to hire an expert rather than do something yourself, but maybe the benefit your children would have received by being involved with you could have been priceless!

• When trying something new, do a test run first. You always work best when you can do a draft when the pressure isn’t being applied to you and then build on that experience the second time around which will obviously include the fine tuning as well.

• Make a point of looking for specific ways to measure everything. Then, don’t focus on the things that aren’t achieved, look at the results that do represent improvement and build on those. Make sure you tell others of your success, as they won’t automatically notice for themselves.

• You might like to think that "your results speak for themselves", but the reality is that others spend so much time preoccupied with their own lives that you need to be proactive in promoting your own in order for them to notice. That is, of course, until you become such a celebrity or superstar that the media will do that for you!

THE NEXT FEW PAGES The remaining pages of the booklet will help you learn even more about yourself. They are only a synopsis but you have probably gained enough insight now to fully understand how to use and appreciate the significance of this material. YOUR FUTURE DIRECTION Your greatest talent is to persevere with the most complex of problems (no matter the obstacles) until you pinpoint the cause...and solve it! You are definitely a specialist rather than a generalist and need to constantly accumulate as well as share your technical expertise. Indeed, the network you develop regarding such expertise will be one of your greatest assets. You will always excel where you feel a tremendous sense of purpose, primarily in a technical, scientific or precision-based niche and where there is a healthy, genuine respect for your high standards and professionalism. Aim to make your roles, relationships and vocation congruent with these needs and talents and you will be sure to gain the handsome rewards and recognition you need for a happy, successful and meaningful life.


PEAK PERFORMANCE ACTION STEPS – Where to from here? 1. Re-read your I.D. booklet several times now and at least every 6 months – as

part of your ongoing peak performance journey. 2. Ask yourself these 3 questions now - and again on a regular basis (for each

area of your life):

i) What does being true to you mean? If you were being true to yourself at work, at home, in your relationships, with sport or even just a particular task, what would that look like? How would you be functioning?

In this context, your I.D. is both a guide and a reality check to help you discover and/or fine-tune your answers. It defines the optimum way for you to live and contribute in each area.

ii) Where are you now?

Are you in stride or working against your grain? Why?

iii) How do you get back on track (and stay there)?

The first step to addressing any issue is awareness. Then you need action! 1) Identify 2 specific needs (based on your I.D.) that are not being met (refer to the following page – NEEDS). Simply overlay your I.D. chart with the NEEDS chart to identify the columns relevant to you. 2) Find the Needs that have greatest impact for you right now, then 3) Develop strategies that match your I.D. or 4) Take advantage of our international help desk service or contact your local I.D. qualified consultant and gain priority access to proven strategies that are tailored to your I.D. We invite you to briefly discuss any issue without any charge or obligation. We also have additional resources regarding:

Communication strategies Leadership strategies Team development Stress management Time management Dealing with change Managing money Parenting

And many more…

Operating at your best means staying in alignment with your natural instincts! It’s also the key to eliminating stress and enjoying consistent success.

3. You can also use the TALENTS and VULNERABILITIES pages to better

understand your own I.D. as well as those who are opposite to you.


Synopsis of the NEEDS of each Instinctive Drive™

- to ensure action, fulfilment and decision making.

(If these needs are not met, there will be procrastination, resistance or resentment.)

To know why – there must

be a purpose for everything.

Feedback and reassurance

including the opportunity for clarification.

A fair reward according to a

cost / benefit analysis.

To evaluate problems and determine solutions / strategies.

To determine the priorities

and work accordingly.

Evidence to understand,

accept and / or agree.

Specific information in writing so that it can be studied and digested.

To be working with or

working towards “the best”. This includes comparing options to find the right / best one.

To develop and share expertise.

A congruent environment

where what is promised or proclaimed actually happens.

To see how things work,

preferably by personally experiencing them.

To be constructing things that produce tangible, essential and practical outcomes.

Loyalty to the spoken word.

To demonstrate skills, knowledge, attitude, etc.

Quality tools, equipment and resources.

Two-way, upfront literal communication and a candid environment.

To know what is essential.

To visualise the outcomes.

Time to finish - or else they

won’t start.

Advance notice - so they can

keep things organised.

Long term solutions and

continuity.

Harmony.

Contingency plans for all the

ramifications - even those that are unlikely to happen.

Clear expectations.

Instructions, procedures and relevant training.

The opportunity to focus without interruptions.

A complete game plan with structure, budgets, timetables, routines, etc.

To function with a sense of

urgency, passion and excitement.

Absolutely committed

outcomes, especially deadlines.

New, seemingly impossible challenges.

Inspiration, (e.g. via interaction with positive people, big benefits, recognition, etc.).

To make a stunning impression.

A fun and dynamic

atmosphere.

To solve problems by brainstorming and make decisions on the run.

The “bottom line” up front.

Freedom to experiment.


Unconditional encouragement.

Unconditional acceptance – this includes listening to them without trying to solve their problems, i.e. accept that they do not automatically require improvement or solutions.

A foregoing reputation to

eliminate the need for justification – this includes fame, profile, qualifications, image, etc.

To get it right the first time.

Conciseness and synopses.

An environment where

everybody’s contribution is regarded as vital even though there may be obvious distinctions according to title, experience, remuneration, etc.

Answers.

To leverage their effort (e.g. by delegation).

To be personally involved in conceptualising, but not the “doing” / implementation.

Diplomacy and discretion from others and an appreciation for the “invisible” contribution including subtle communication, past experience, lobbying behind the scenes, etc. This also includes being given the “benefit of the doubt”.

To be recognised for their mental rather than physical contribution, including the contribution of their “personality”.

To be free to act on their intuition and not have it automatically dismissed.

To share their philosophies.

To be able to pursue their idealistic beliefs and values.

To start and finish things in one go (a short term approach).

Variety and spontaneity.

Goals rather than processes

– they work things out as they go along.

To pioneer and pave the way for others to follow.

To keep their options open.

To treat things as exceptions and be treated the same way, standing out from the crowd.

Flexibility.

To be certain before committing.

A logical approach to problem solving.

A quiet, calm environment.

To avoid being rushed or pressured.

To eliminate risks.

To separate diligence and

striving from playing and fun.

To derive ongoing value from

their decisions.


Synopsis of

TALENTS for each Instinctive Drive™

Naturally quantify, compare and prioritise, then work through the top priorities with precision.

Strive to develop a

genuine sense of expertise and share it.

See both sides of a

situation and the relevant “middle ground”.

Investigate thoroughly and persevere with problems until they are resolved.

Check and make sure.

See ways to continuously

refine and improve things.

Justify their opinions or decisions with evidence.

Function with fairness.

Always get personally involved.

Communicate openly, honestly and literally.

Deliver outcomes which are practical, durable and of high quality.

Have a strong sense of personal endurance.

Are loyal to a spoken

commitment, regardless of subsequent developments, feelings and pressure.

Demonstrate congruency between words and actions.

Naturally use a tactile approach.

Function with an “anti-waste” nature, doing exactly what is required and focusing on the basics.

See and address ramifications to maintain harmony (the whole picture).

Follow things through to

completion with tenacity and focus.

Deliver what is promised

without taking shortcuts.

Have a strong sense of anticipation and forward planning.

Comply with rules and

expectations, also demonstrating reliability and dependability.

Function systematically

and have a great memory for context.

Combine their sense of anticipation and memory to prevent hiccups and chaos.

Take risks (and experiment) if necessary to usually find a way.

Respond positively

because their instinctive reaction is always “yes”.

Are quick on their feet and

“off the cuff”, often appearing to create opportunities out of nothing.

See problems as

challenges, even if seemingly impossible.

Inspire and persuade others to go beyond their comfort zones.

Get enthusiastic and

excited about things very quickly.

Strive for simplicity in

everything.

Make a memorable first

impression.

Don’t need to have reasons, a purpose or understanding to take action.

Give unconditional encouragement and acceptance, including listening without advising.

Look at things on their own merits, not blocked by past experience or comparisons.

Move on quickly – don’t

hold grudges or get “bogged down” in detail.

Naturally trusting.

Encourage answers from others.

Treat everything equally and don’t segregate.

Communicate concisely.

Give unilateral support.

Are very intuitive, naturally reading the unspoken language “between the lines”.

Are very perceptive of other peoples’ feelings and adjust their approach accordingly.

Strive for idealistic outcomes and are not suppressed by current realities.

Leverage their time

including delegation and non-involvement.

Show discretion and diplomacy, varying their delivery and timing as required to meet outcomes.

Influence and produce

results without being obvious (i.e. working behind the scenes).

Are loyal to feelings,

motives and values more than the spoken word.

Conceptualise and theorise.

Embellish.

Are interruptible and therefore very approachable.

Exhibit genuine flexibility, naturally willing to change direction.

Act spontaneously.

Focus on goals / projects rather than processes / effort.

See where things are “exceptions” rather than “norms”.

Tailor make their

approaches and solutions.

Pioneer – working things out as they go.

Get started quickly.

Naturally find quick ways to do things.

Commit only when certain.

Identify the risks and work to eliminate them.

Work to take the pressure off themselves and others.

Perform to deliver a

standard that won’t need “self promotion”.

Work with and use logic rather than emotion / hype.

Natural composure, even

in emotional situations.

Provide consistent energy

and emotions.

Meet obligations even if not enthusiastic or a deadline doesn’t exist.

Extract more value from

things because they don’t lose interest quickly.



Synopsis of

VULNERABILITIES for each Instinctive Drive™

Think in terms of either/or

rather than “both”.

Are naturally sceptical and critical (seeing the “wrongs” before the “rights”).

Have firm opinions and

can be confrontational which, although often right, when the other party “loses”, both lose.

Get blocked by past

experience, keeping scorecards and needing them to be balanced.

Are seldom satisfied because of their thirst for continuous improvement.

Freely give advice even when not actually required.

Need valid reasons for everything.

Don’t read the “unspoken”

language (silence, pauses, physiology, facial expressions, emotion, innuendo, history, etc) which can lead to misunderstanding and insensitivity.

Translate literally when others expect them to read between the lines.

Can stifle workflow because everything receives their personal touch.

Frequently go overboard on quality, paying attention to all components, even those that don’t really matter.

Can be blunt and offensive, which can be inappropriate and insensitive.

Often overlook finesse and aesthetics when only paying attention to the basics and essentials.

Can appear to lack

initiative when they perform exactly as requested.

Frequently worry about all

possible ramifications, even those unlikely to happen, which can make mountains out of molehills.

Have a great memory for context which can cause them to remind people of things that would be best forgotten, including “I told you so!”.

Stick to their routines and traditions, which can be boring and stale to others.

Often stay with their own

plans and timetables, appearing inflexible and uninterruptible.

Are effort and process

oriented and get frustrated when others criticise them for not achieving results even though they applied solid effort.

Look for things to fit into existing patterns instead of treating them as the exceptions they may well be.

Can be laborious with their

step by step procedures.

Commit unnecessarily to

tasks and people, frequently putting unnecessary pressure on others.

Appear to lack conviction when they are easily persuaded or change so dramatically.

Don’t always deliver on

their promises (which they deal with by trying to “sell” a change in expectation) – compromising their credibility.

Appear superficial with their overly simplistic solutions, causing others not to take them seriously.

Can appear inconsiderate when they want everything done yesterday.

Struggle to sustain the

impact of their first impression.

Appear flighty and prone

to error when rushing from one thing to the next.

Lose posture when

caused to justify.

Are indiscriminate with

time and people, which can lead to conflict and inefficiency.

Are non-confrontational.

Assume and are very trusting, often appearing naive.

Can appear superficial

and half-hearted due to their conciseness.

Often do not see problems until they are significant or inescapable.

Can cause others to feel

ignored or unimportant due to their non-involvement.

Are vulnerable to misunderstanding and conflict because they don’t (consistently) fully disclose their true thoughts and feelings.

Compromise their

credibility and time management because of their idealism, apparent “rainbow chasing” and frequent “blindness” to reality.

Can exaggerate situations

out of context and read too much into things, especially when not dealing with them face to face.

Often contribute so

subtlely that it can go unnoticed.

Often are not taken seriously because of their constant hyperbole.

Don’t anticipate all

contingencies, which may have otherwise prevented obstacles or crises from occurring, compounded by their “short term memory”.

Don’t say things the same

way twice, which can lead to inconsistent communication, affecting credibility.

Are inefficient when repetitious tasks are tackled as one-offs.

Get easily distracted and

sidetracked on tangents.

Appear to lack discipline

when they don’t follow everything through to completion.

Can appear inconsiderate when they do not give sufficient advance notice or instruction.

Appear negative when

they identify all the risks and reasons not to do something.

Often ignore the “psychology” and emotion of a situation.

Appear slow or

unenthusiastic when they don’t act with a sense of urgency.

Miss opportunities due to lack of self-promotion.

Appear to lack conviction

or “attitude” when they don’t commit absolutely.

Often do not see or take opportunities of the moment.



Notes


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the instinctive drives i.d. ™) of david robins · 2013-11-28 · verify authenticate complete...

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