Software Engineer
Influence 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.
Cooperate 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.
Think 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.
Act 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.
Feel 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.
Barun Kumar comes across as someone determined and strong-minded. He is proactive and always on the lookout for suggestions and initiatives to take his work forward. He has a flexible approach to his job and can easily handle change and unexpected events. The engaging way in which he presents his ideas leaves those he talks to in little doubt - you want to follow his lead. His leadership and passion for continual progress make him an extraordinary driving force in a team.
Barun Kumar's main drivers lead him to prioritize stability. He channels his energy into getting sound bearings and establishing reliable points of reference. He enjoys being able to establish an even rhythm for his daily activity at work. He avoids making decisions that may put him in a position of uncertainty.
Promoting a project is an activity that particularly interests Barun Kumar. He highly enjoys working with a large number of people and communicating his ideas. It is important for him that this be part of his day-to-day.
Supporting others is an activity from which Barun Kumar draws much satisfaction and motivation. He particularly enjoys helping others and being there for them. It is important for him to bond with those around him.
Barun Kumar likes getting involved in organizing and planning work because he needs clear frameworks. It is important to him that the rules be respected. He does not feel a specific need to monitor his progress closely, but rather focuses on following the established plan.
Barun Kumar is a manager who's first and foremost concern is his team's wellbeing. He believes it's important to listen and take individual limitations into account. He inspires employees who need a leader who looks after the human side and isn't solely focused on results. He is motivated by working as a team and developing the collective.
Barun Kumar expects a manager to be concerned foremost with the team's wellbeing. He needs a manager who will listen to him with compassion, and who takes individual limitations into account. The leader who inspires him and whom he trusts is one who acknowledges human aspects instead of focusing solely on results. He is motivated by teamwork and collective development.
Barun Kumar thrives in cultures geared towards relationships and a collective spirit, where human aspects are prioritized, and everyone feels like they belong. This means environments where rules are adapted to ensure everyone's needs are accounted for. He avoids results-driven or data-driven workplaces, which would clash with his expectations in terms of atmosphere. He prefers a culture where collective accomplishments are valued above all. Ideally, it should be an environment that provides clear guidelines, but allows for individual approaches so everyone can find their place.
Capacity to perform familiar and practiced tasks.
Tendency to dedicate time to ensuring decisions are right.
Ability to build on other people's knowledge.
To learn new concepts, Barun Kumar needs concrete evidence. He develops skills gradually, by accumulating practical experience. Theoretical and abstract concepts are often foreign to him, and contribute little to his progress because he will have a hard time applying them in the context of his job. He masters new skills through practice and repetition.
Before incorporating new information, Barun Kumar tries to validate its quality. He prefers to rely on subject matter experts, or well-proven strategies. In general, he avoids taking solo initiatives or trying out new methods without guarantee of their suitability.
