sample report for clarity 4 d

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rofile - Glenn Dobson - 31 July 2014

Discover - Discuss - Diversify - Develop

Personal ProfileGlenn Dobson

le:///D|/CLARITY4D/Web/Sections/ProfileMerge/Pre_Publish/FULLC4D_Glenn_Dobson_17603.htm (1 of 20) [31/07/2014 07:30:53]




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Why Clarity 4D?

If we liken our lives to a journey, it is wise to establish where you are starting from and where you intend togo. Some people may amble through life without any sense of direction or purpose, and others may wishto challenge themselves on the way by metaphorically climbing mountains. The behavioural model which

is offered by Clarity4D is a pathway to establish the most effective route 'up the mountain' in order to bring'clarity' and 'purpose' to our goal: to reach the heights of self-understanding.

The Clarity4D profile is a snap shot of you at "base camp". It provides an opportunity to discuss theoptions you have in terms of your behaviours - those you have now, those you wish to develop, and othersyou may wish to minimise or discard. The colour energies, which are outlined overleaf, offer an easylanguage to describe how we interact and modify our behaviours when confronted by different types ofpeople and varying situations. The Clarity4D profile can be used for a number of applications frompersonal and career development, personal relationships, team dynamics, leadership style, salestechniques and can also be used as a coaching tool.

Specifically, why “ Clarity ” ? This is about looking at our behaviours and psychological preferences from anumber of viewpoints and gaining greater awareness of the impact of those behaviours on others. We canthen make conscious informed choices about what is right for us.

Why then “ 4D ” ? The 4D is about the 4 dimensions of our development:

1st Dimension: How you see yourself We all have a self concept, an identity. Some people are very clear about who they are, others less so. Byanswering the questionnaire you have provided a current picture of how you see yourself. Pages 5-7 ofthe profile cover this.

2nd Dimension: How others see Glenn

We should recognise that because we are all different, the way other people see us will vary too as theorigin of their thinking/behaviours will be different. On page 8 of the profile you are invited to get feedbackfrom key people on how they see you.

3rd Dimension: Your hidden potential Having established how we see ourselves and how others see us, we can explore how much better wecould be by unlocking our potential. By working through this, we may reveal strengths of which we werepreviously unaware. Page 9 of this profile will show the areas identified for your potential growth.

4th Dimension: The time it takes to develop your potential Development doesn ’t happen overnight. It takes a long time and committed effort to produce consistentbehaviours. The last part of this profile is designed to help us to develop more useful habits to form theperson we choose to become as we journey through life. We can control the speed of the progression,and the only limitation we have is that imposed by ourselves.





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Understanding The Background

This Clarity4D profile is compiled from a set of statements that is unique to Glenn Dobson .

The idea of personality profiling is not new; it has been around since the Ancient Greeks when

Hippocrates, the Greek philosopher and medical doctor, identified that his patients behaved in four quitedifferent and distinctive ways. Over 2,000 years later, the psychologist Carl Jung also identified thedifferences in personality types. Referring to “ The Psychology of C G Jung ” written by his pupil, Dr JolandeJacobi, the Clarity4D model is based on his work – linking the Ancient Greeks with modern psychology byusing colour as a behavioural language.

The Link from the Ancient Greeks

Using the idea from the Ancient Greeks of the four elements, Water, Earth, Fire and Air, and the energythat is created by those four elements, the Clarity4D model has been linked to the four psychological typesidentified by Carl Jung, and our preferred way of behaving. The concept of colour has also been added tohelp the reader recognise and remember the different types of personality.

INTROVERTED PREFERENCES are representedby Water and Earth – energies that are hiddenbeneath the surface i.e. sea or soil

EXTRAVERTED PREFERENCES are representedby Fire and Air – energies that are above thesurface

(WATER) BLUE energy is shown by people

who are introspective and reserved. They like toobserve others and think before taking action. Theyare happy in their own company, and can give anindependent, detached analysis, which cansometimes give the impression of aloofness.

(FIRE) RED energy is demonstrated by

people who are highly energetic and action-orientated. They are positive, straight-talking andassertive. They tend to be goal-focussed and enjoythe challenge of achieving quick results. They arepragmatic thinkers who have an objective approachwhich can sometimes overlook the needs of otherpeople.

(EARTH) GREEN energy is observed in

people who are warm and friendly in an under-stated way. They value close relationships and willbe loyal and supportive of their family and friends.They like to create a harmonious atmosphere andprefer consensus to confrontation, which cansometimes make them appear indecisive and laid-back.

(AIR) YELLOW energy is displayed by people

who are out-going, sociable and fun-loving. Theyparticularly enjoy the company of other like-mindedpeople and frequently stand out in a crowd, oftenenjoying being the centre of attention. They arepersuasive, charming and can sometimesoverwhelm people with their enthusiastic energy.

As individuals we are a mixture of these four elements, but we have a preference for using some of theenergies over others, and the Clarity4D profile will identify which these preferences are, and how we canadapt and use the energies to meet the needs of different people and situations in our personal andprofessional lives. At the end of the profile is an action plan designed for Glenn to complete and work on afuture personal development strategy.





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How Do You Show Up?

Conscious-self Graph (R4H)





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The 4 Dimensions of Glenn Dobson

These pages give an overview of Glenn ’s personal style and some insight into how he works with peopleand tasks.

1st Dimension: How Glenn Sees Himself

Being aware of his emotions and stepping back from them rather than responding to them, will help him stayin control in a difficult situation. He holds the gifts of creativity and intuition in high regard. It would help him ifhe really applied time management techniques, rather than doing lip service to any learning he has receivedon this subject. He regularly examines new ideas and approaches and is prepared to persevere against allodds.

He may become distracted and bored if he has to spend too much time on tedious details. He likes spendingtime with people like him, and may find it difficult to relate to his opposite psychological type, finding them

somewhat dull and unexciting. He may come across as rather proud of his accomplishments and veryconfident of his own abilities and excellence. He likes to be the driver and get things happening aroundhim. Glenn likes to be results focused and single minded which means he does not always take time to thinkabout the people involved. Highly self-sufficient, Glenn likes to work at creative and conceptual activities.

Glenn is enthused by new challenges and demonstrates originality in achieving them. He likes to havecontrol, and will accept responsibility when it is offered to him. Glenn is stimulated by the challenge ofcomplicated problems and will persevere in solving them if he finds them interesting. He has a high sense ofself-worth and to be successful is important to him. Glenn has a gift for getting the right structure in place tocapture ideas from the team members to achieve the common goal.

He has probably started more new and exciting projects than finished them. Glenn has a talent for sensingfuture direction and trends before most others are aware of them. He will be a fine spokesperson for anyteam he is a part of. He is most effective when he receives praise for his performance and this will inspirehim to convey a positive image. He has energy, resourcefulness, and a single-minded attitude towards hisgoal and could be described as a natural achiever.

His high intuition together with a will to achieve his dream, gives him the necessary perseverance and driveto work hard at it. He is good at starting projects and less good at completing them, and it may help to havesomeone to follow through with the details. He doesn't enjoy paperwork and routine tasks, and yet doesn'tconsider exploring new aspects of a job to be hard work. Glenn is an intelligent and analytical planner andgood at making decisions based on quick evaluation. He may be unaware that he sometimes compares

himself to other successful people, and tries to distance himself from any envy this may cause. There isalways something exciting about to to happen for him.





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Continue

He prefers to lead people rather than manage them, and has an unbiased and expectant style. He likes tohave a good reason for changing things. He can become quite bullish and single minded if asked to acceptchange or new initiatives which are not his own. He connects with people who appreciate his outspoken anddirect approach. He gets bored with routine tasks because he needs variety and independence to maintainhis enthusiasm. He needs constant stimulation and challenge to avoid switching off, and has a high opinionof his own abilities.

He may become defiant if others try to bulldoze him or impose their will. Glenn enjoys a challenge and looksahead with enthusiasm for opportunities. He continually strives to improve his personal abilities and hisextraverted talents help him cope with lots of different projects at once. Slightly avant garde in manner andenjoying the challenge of motivating people to exceed expectations, he likes freedom and variety in his dailyactivities. He demonstrates a zest for living that is contagious and has a need to give and receive recognitionfrom others. He needs to tone down his tendency for talking too much, too directly and too logically for someof his colleagues. Interested and active, Glenn likes to comprehend rather than make a judgement.

Glenn has a natural warmth, charm and ability to understand others which gives him a great deal of self-confidence. He is an effective leader, able to convince people of the benefits of his vision. He needs to slowthe pace and really listen to other peoples' points of view and be prepared to accept these sometimesopposing opinions. He has the ability to have great foresight and many of his predictions may come tofruition in months or years to come. When he is under stress he may become uncharacteristically moroseand reflective, showing a complete loss of enthusiasm and energy. He may become demoralised if partedfrom his team or family for long spells, and may not be aware of how this affects him.

Inquisitive, receptive and perceptive, Glenn has future-orientated focus. Glenn likes tackling complicatedprojects and will enjoy coming up with alternative options because of his skill at seeing the bigger picture. He

tends to over promise because he wants to please others. He uses his high intuitive ability on the importantand difficult parts of a problem.

He will challenge procedures and protocols if he believes that he is right. He finds problems stimulating andfinds clever ways to solve them. Glenn is his own person and is not afraid to tackle big issues when it'snecessary to achieve the best results. Projects that need him to get things started interest him, and then heprefers to hand over the reins to someone else to carry out the details. He can find it hard to be decisive ona way forward because of having so many initiatives going on at the same time. His sometimes haphazard,yet blunt approach, can sometimes make him seem inconsistent.

Some people might think of him as a hasty decision maker. There are so many opportunities in his world that

he has trouble in choosing the best potential and making it happen. He tends towards making high riskdecisions. Highly ambitious, Glenn is industrious and while willing to listen to advice, will nevertheless go fora result on his own if he believes it to be right. He would prefer to move onto something new or challengingrather than put the time into sorting out irritating problems.





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Strongest Areas

In no particular order, these are what Glenn considers to be his major strengths and intrinsic talents.

Skilled at communicatinghis vision to others.

Shows high levels of self-confidence.

Finds a challengestimulating.

Highly skilled atpresentations andcommunicating generally.

Develops goodrelationships quickly. Frequently handling a lotof projects.

Skilled at conflictresolution.

Clever planner, highlyskilled in strategicforesight.

Inspires others to exceed

expectations.Discerning and creative.





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2nd Dimension: How Others See Glenn

Glenn should invite some key people to read the profile and note their feedback

Name 2 statementsyou agree with

2 statements to ask"how true is this?"

Other feedback pointsnot included in profile

Accuracy%

Person 1

Person 2

Person 3





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3rd Dimension: Areas of Hidden Potential

Glenn has the following areas of potential growth

Can switch off once theinitial "buzz" has gone.

Tries to avoid and isbored by detailed

information.

Speaks out whencriticised.

May overlook theobvious solutions whichare right in front of him.

Can come across as self-important when stressed.

Has a style of tellingrather than askingquestions.

May finish what the otherperson is trying to say.

Causes waves bychallenging the statusquo for the sake of it.

Becomes so absorbed

that he may overlook thepersonal needs of people.

Acts before he thinks.





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4th Dimension: The time it takes to develop your potential

Self Coaching: This page is designed to support you by asking questions that might provoke some self-reflection andconsideration of the feedback received from others.

What do you want to achieve?

Why is that?

What will it mean to you whenyou achieve it?

What is the current situation?

What evidence do you haveto support this?

Is the evidence validated or isit your "opinion"?

What is the one thing youcould do right now?

What other options are there?

What might a wise person sayto you?

What is stopping you fromtaking action?





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Action Plan

As a result of reading your Clarity4D Profile what action steps will you take?

Describe the person you aspire to be:

By When:

To achieve this, what will you stop doing?

By When:

What will you start doing?

By When:

What else do you need to consider?

By When:

This report represents how you completed the questionnaire, and the questions you might like to considernow are:

a) Who else do I interact with who may benefit from completing a Clarity4D questionnaire?

b) What other areas would I like to develop?

There are further chapters of Clarity4D profiles available on:

a) Working as a Team

For more information on the above visit our website www.clarity4d.com .


http://www.clarity4d.com/





Glenn Dobson in a Team





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Glenn in a Team

These are the key attributes and talents Glenn brings to a team. Circulate the following pages around theteam.

Discusses new ideas.Believes that anything is

possible.

Has a proactiveapproach.

Is a forthrightspokesperson for thegroup.

Will push others to gainimproved results.

Can see futurepossibilities.

Likes to be stimulatedwith lots of different jobs.

Has vision and intuition.

Leads by example and

gets stuck in with thetroops.

Starts projects, makes

them happen andvindicates the outcomes.





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Glenn in a Team - Communicating with Glenn

Effective communication is essential to good teamwork, and individuals have preferred strategies that helpthem to send and receive the message. When we use their preferred style, we can reduce the barriers thatmay cause the message to be misinterpreted.

Here are strategies to help communicate with Glenn: To Communicate Effectively What Not to Do

Be collaborative and work in association with him.

Be short, sweet and succinct.

Understand his tendency to change the subjectwithout warning.

Recognises his capabilities as a leader.

Engage with him in promoting his suggestions andconcepts.

Make sure the expected outcomes are clearlyunderstood.

Agree the desired outcomes with him.

Motivate him by reminding him of previous successfuloutcomes.

Take an interest in his hobbies and life outside work.

Be outgoing and amusing.

Be flexible when change of direction occurs.

Explore options and be prepared to share your ideas.

Try to dominate the conversation.

Talk in a monotone or downbeat manner.

Neglect to give appreciation and praise whendeserved.

Leave things open to ambiguity.

Dampen his enthusiasm.

Overlook giving him personal appreciation for a goodresult.

Load him with your worries.

Be ruled by procedures and regulations.

Behave in a pedantic, formal manner.

Insist on following standard procedures.

Give him too many facts and figures to absorb.

Keep him out of the bigger picture.





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Glenn in a Team - Here are some strategies for communicatingwith other types.

For effective communication within a team, we need to recognise and understand how the different typesprefer to be communicated with. Here are some strategies for communicating with other types.

Communication with Red preference

Do Do Not

Get straight to the point

Take ownership of problems

Keep up with their pace

Be prepared

Ask relevant, practical questions

Be organised and punctual

Keep to the agenda

Be positive and enthusiastic

Speak in a clear, assertive manner

Be short, sharp and gone

Become emotional in discussions

Appear negative or critical

Waffle or procrastinate

Appear hesitant or unsure

Interrupt

Challenge their authority

Mumble or speak slowly

Flit from topic to topic

Disagree in public with them

Tell them what to do

List below those people who display high RED energy:....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................





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Communication with Blue preference

Do Do Not Speak in a calm, measured manner

Follow agreed procedures

Come prepared with facts

Respect their need for privacy

Write details down for them

Research details before meeting them

Recognise their accuracy

Give advance notice

Use their expertise

Value their objective analysis

Fire rapid questions

Be disorganised and “ woolly ”

Offer ill thought out concepts

Push for an immediate answer

Finish their sentences

Indulge in social chit chat

Talk loudly and energetically

Put them on the spot in meetings

Try to“

sweet talk”

them

Hurry them

List below those people who display high BLUE energy:......................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................

..............................................................................................................................................................





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Communication with Green preference

Do Do Not

Speak in a friendly manner

Create a harmonious environment

Have a relaxed, easy approach

Ask questions rather than tell

Allow time for them to feel comfortable

Appreciate their loyalty

Take time to talk to them personally

Find out what are their personal values are

Offer support when needed

Listen empathetically

Appear demanding

Become confrontational

Talk loudly and quickly

Put them in the spotlight

Appear insincere

Push for a quick response

Give insensitive feedback

Give effusive praise

Cut them off before they have finished

Question their integrity

List below those people who display high GREEN energy:....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................





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Communication with Yellow preference

Do Do Not

Speak in a positive, enthusiastic way

Involve them whenever possible

Indulge in some light hearted chit chat

Keep the pace moving

Ask for their opinion

Allow them to speak their mind

Recognise their talent for raising spirits

Have an informal manner

Acknowledge their creative approach

Offer a variety of tasks and topics

Appear dour or disinterested

Overlook their need for recognition

Talk only in terms of facts & figures

Ask for or give too much detail

Leave them out of the picture

Question their stories in public

Appear “ nit picky ”

Impose restrictions and procedures

Send long, detailed reports

Ignore their need for some response

List below those people who display high YELLOW energy:....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................





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Glenn in a Team - Creativity

Strong teams need diverse ideas and different creative approaches.The following statements will identifyhow Glenn approaches creativity and how he can develop these strengths

Glenn ’ s Creative Strengths Areas for Development

Turns concepts into action. A good question might be "What would be the benefitof waiting ?"

Often instinctively understands how to get the result. Give some structure to the plan to ensure that theoutcome is achieved.

Is highly energetic and lively in a group. Some people may consider this to be "over the top"

and find it exhausting.

Comes up with exciting ideas with focus and style. Others may need more substance behind the ideasto be totally on board.

Verbalises his thoughts and opinions. Ensure that other people are listened to.

Will experiment with off the wall concepts. Think about how they will realistically fit in with theoverall picture.

Sometimes has an over-inflated belief that he canbring about change. Listen to what others say to create even highersuccess.

Has a vivid and powerful vision. When presenting the vision, ensure passion isbalanced with objectivity.

Is driven by his ambition and sees every difficulty asan opportunity to prove himself. Allow other people to shine as well.

Articulates his thoughts. Make sure they are thought through before openingmouth.





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Action Plan As a result of reading your Clarity4D Profile what action steps will you take?

Describe the person you aspire to be:

By When:

To achieve this, what will you stop doing?

By When:

What will you start doing?

By When:

What else do you need to consider?

By When:

This report represents how you completed the questionnaire, and the questions you might like to considernow are:

a) Who else do I interact with who may benefit from completing a Clarity4D questionnaire?

b) What other areas would I like to develop?

There are further chapters of Clarity4D profiles available on:

a) Working as a Team

For more information on the above visit our website www.clarity4d.com .



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