Documenti di Didattica
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6/11/2008
Personal Profile
Foundation Chapter
Management Chapter
Insights
Insights Discovery 3.1 Ron Martinsen Page 2
Personal Details
Ron Martinsen
Senior Development Lead
ronmart@microsoft.com
Microsoft
(425) 703-6827
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 3
Contents
Introduction 4
Overview 5
Personal Style 5
Interacting with Others 6
Decision Making 6
Communication 11
Effective Communications 11
Barriers to Effective Communication 12
Opposite Type 14
Communication with Ron's Opposite Type 15
Management 17
Creating the Ideal Environment 17
Managing Ron 18
Motivating Ron 19
Management Style 20
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 4
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.
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© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 5
Overview
These statements provide a broad understanding of Ron’s work style. Use this section to gain a
better understanding of his approaches to his activities, relationships and decisions.
Personal Style
Ron enjoys 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
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© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 6
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.
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 Making
Internally 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.
Ron's natural curiosity for new ideas will bring new and fresh ways of thinking to the group. He is
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 7
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
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 8
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 9
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 10
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 11
Communication
Effective Communications
Communication can only be effective if it is received and understood by the recipient. For each
person certain communication strategies are more effective than others. This section identifies
some of the key strategies which will lead to effective communication with Ron. Identify the most
important statements and make them available to colleagues.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 12
Communication
Barriers to Effective Communication
Certain strategies will be less effective when communicating with Ron. Some of the things to be
avoided are listed below. This information can be used to develop powerful, effective and
mutually acceptable communication strategies.
Personal Notes
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© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 13
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
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 14
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.
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
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 15
Opposite Type
Communication with Ron's Opposite Type
Written specifically for Ron, this section suggests some strategies he could use for effective
interaction with someone who is his opposite type on the Insights Wheel.
Ron Martinsen: How you can meet the needs of your Opposite Type:
Break promises.
Be disorganised or inaccurate.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 16
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 17
Management
Creating the Ideal Environment
People are generally most effective when provided with an environment which suits their
preferences and style. It can be uncomfortable to work in an environment which does not. This
section should be used to ensure a close match between Ron’s ideal environment and his current
one and to identify any possible frustrations.
He can question the rules and the traditional ways of doing things.
There is opportunity to create and express ideas and to develop these collectively.
He is free to be himself.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 18
Management
Managing Ron
This section identifies some of the most important strategies in managing Ron. Some of these
needs can be met by Ron himself and some may be met by his colleagues or management. Go
through this list to identify the most important current needs, and use it to build a personal
management plan.
Ron needs:
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 19
Management
Motivating Ron
It has often been said that it is not possible to motivate anyone - only to provide the environment
in which they will motivate themselves. Here are some suggestions which can help to provide
motivation for Ron. With his agreement, build the most important ones into his Performance
Management System and Key Result Areas for maximum motivation.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 20
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.
Put more energy into the project than the task merits.
Personal Notes
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 21
BLUE R E F O RM E R RED
R 16 1 D
E 116 101
I
V R
R E
E C
S 15 2 T
B O
O 36 21 R
136 121
14 3
35 22
34 56 41 23
113 156 141 104
55 42
C 133 54 43 124
O M
O 153 144 O
R 13 4 T
33 24
D 53 44 I
I V
N 52 45 A
A 32 25 T
12 5
T 152 145 O
O R
R 132 51 46 125
50 47
112 149 148 105
31 49 48 26
30 27
11 6
S 129 128
U 29 28 R
P E
P 10 7 R
O I
R P
T 109 108 S
E N
R 9 8 I
GREEN H E L P ER
YELLOW
Conscious Wheel Position
24: Directing Motivator (Classic)
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© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com
Insights Discovery 3.1 Ron Martinsen Page 22
50
3 0 3
50
0 100 0
1.40 1.76 4.88 4.92 1.12 1.08 4.60 4.24
17.4%
23% 29% 81% 82% 19% 18% 77% 71%
http://www.insightsworld.com/
© Copyright 1992-2008 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com