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Behaviours in the "influence" category are linked with providing direction. They include developing a professional network, managing teams, making decisions and being motivated to get ideas across. These behaviours provide insight on a person's natural ability to mobilise others and the way they establish relationships.
Behaviours in the "cooperate" category are linked to facilitating collective work. They include mediating interactions between people, solving conflict, making use of the team's resources, and providing support for others. These behaviours provide insight on a person's natural ability to evolve within a group.
Behaviours in the "think" category are linked to conceiving projects. They include designing strategies, identifying project risks, evaluating tasks and activities, and contributing new ideas. These behaviours provide insight on a person's natural ability to process abstract rather than practical concepts.
Behaviours in the "act" category are linked to obtaining results. They include launching projects, implementing action plans, monitoring outcomes, or controlling production quality. These behaviours provide insight on a person's natural ability to understand practical rather than abstract concepts.
Behaviours in the "feel" category are linked to controlling one's emotions. They include managing stress, investing one's energy, and radiating a positive vibe. These behaviours provide insight on a person's natural ability to express and channel their emotions in different contexts.
It is often thought that creativity and conscientiousness stand in the way of each other; Peter Furstenberg is a counter-example of this. He adapts very readily to change and seeks stimulating activities with a fast work pace. He attaches equal importance to producing high quality work. He makes sure he does not become too complacent and focuses on seeing the projects he undertakes through to a successful conclusion. He goes about his work independently and concentrates more on his mission than on the relationship aspect of his work.
Peter Furstenberg's energy is divided between vigour and stability. One of his motivating factors is oriented towards action and the search for stimulation. But he also needs a certain stability and standards to feel comfortable in a professional environment. It is important for him to find this balance in order to fully invest himself in his position.
Designing is an essential activity in which Peter Furstenberg feels fully engaged. Contributing his imagination and ideas is, indeed, crucial for him because he draws a lot of energy and interest from it. It is one of the ways he finds satisfaction in his work.
This activity can absolutely suit Peter Furstenberg in the sense that it involves a detached view and a decisive decision-making on a subject. He enjoys challenging others' points of view and bringing his perspective to a subject. He likes being able to demonstrate independence in his judgements.
Peter Furstenberg truly invests himself in the analysis of factual data. He enjoys drawing conclusions from rational elements. However, it is an activity that can also frustrate him because he has a strong need for approval, and this can sometimes conflict with the necessity to maintain a neutral view of situations.
Peter Furstenberg is a visionary manager who is inspiring. He motivates his employees around clear shared objectives. Driven by results and valuing achievements, he expects everyone to push themselves to achieve the common goal.
Peter Furstenberg expects a manager to challenge him daily. He needs to feel progress and be stimulated constantly, notably by ambitious objectives. The perfect leader for him is one who gives him personal challenges and makes him develop. He is motivated by an individual management approach oriented towards the result.
The ideal work environment for Peter Furstenberg must leave freedom for everyone to attain their objectives as they like. For him, some basic principles are enough and each person must be responsible in the way they behave and contribute to the organisation. He seeks a culture that values the result, without sacrificing understanding and collaboration in the teams. He also needs to be stimulated and be able to observe developments in the work produced. He can be easily bored if he find his work environment too stable.
Capacity to comprehend new and strategic subjects.
He dedicates time to ensuring his decisions are right.
Easily integrates and tests new concepts himself.
Brilliant from an intellectual point of view, Peter Furstenberg tends to easily adapt concepts that were initially foreign. He is able to understand new or complex subjects without needing to see them in practice. This means he can develop his skills by researching and reading about a diverse range of subjects. He needs to be intellectually stimulated by his work, without which he may get bored quickly.
Peter Furstenberg's spontaneous temperament leads him to learn by testing concepts and techniques himself. For him, the best way to acquire new knowledge is to try, develop understanding through failure, then start again. He sometimes lacks patience. To integrate new ideas or new knowledge, he first needs to experiment by himself.