Responsable études et travaux géotechniques
En tant qu'ingénieur géotechnicien junior, j’ai enrichi mes capacités à travers mon emploi actuel, mes différents stages et mes projets académiques. Je suis également très actif au sein du milieu associatif que je n'ai pas quitté depuis le début de mes études. J'aime participer à des projets gratifiants qui me challengent intellectuellement, que ce soit professionnellement ou personnellement, ceux-ci pouvant aller des travaux souterrains à la composition musicale.
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.
Rarely short of ideas, Hugo Michel readily takes the initiative. He likes provoking change in his work and needs to be highly stimulated so as not to become bored. He makes sure that his suggestions are acceptable to the people he works with. He is in touch with people and prefers making decisions as a group. He is both able to move forward and question himself on the basis of feedback he receives. In addition, he can strengthen ties within teams.
Hugo Michel orients the majority of his energy towards action. His sources of motivation push him to move and take risks. He needs to be stimulated to maintain his interest in an activity or a position. For him, stability is synonymous with boredom and tiredness. It is better to regularly offer him new challenges.
Supporting others is essential for Hugo Michel. He has, at heart, a need to create strong links with those around him and to be there for them. Inversely, competition can be frustrating for him.
Hugo Michel is interested in activities that require his creativity. This is particularly true when it comes to organising his work. He likes, indeed, having the possibility of thinking and acting as he likes.
Making sure a job is promoted is an activity that particularly interests Hugo Michel. He very much enjoys working with a large number of people and asserting his ideas. It is important for him to be able to do this on a daily basis.
Hugo Michel is a manager who makes the group work together and makes sure that everyone has their place. He listens and knows how to gather ideas from others. He's able to set out individual development plans while still promoting the team's work. He places major importance on collective intelligence.
Hugo Michel expects a manager to listen and define group objectives in a participatory way. He is motivated by leaders who involve the whole team in attaining the objective. He needs someone who gives meaning to the work, is less attached to results to be obtained and furthers the best way to achieve it.
Hugo Michel is fully engaged in a culture oriented towards relationships with others and the collective. He likes that the person is foremost valued and that each person is satisfied in the work environment. This requires that the rules are able to adapt accordingly to suit everyone. Mutual respect must be valued. He avoids environments where the results are foremost valued, and where the data culture is dominant. He prefers that the culture is centred around collaboration and the production of collective projects. It is important for him that everyone shares this mindset.
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, Hugo Michel 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.
Hugo Michel'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.
