Human Resources Director
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.
Yves Michel Aman is a key person when it comes to teamwork. Focused on others, he has an undeniable ability to create and develop relationships. For example, he excels at growing his network. He acts as a catalyst, fostering a dynamic spirit and supporting his colleagues without fail. He is an absolute team player and cares deeply about the group. Carrying out a project on his own means very little to him. It is in the relational sphere that he thrives and makes a real difference.
Yves Michel Aman channels most of his energy towards taking action. His main drivers push him to act and take risks. He needs to be stimulated to maintain his interest in his activity or role. For him, stability is synonymous with boredom and weariness. It is better to give him new challenges often.
Yves Michel Aman finds satisfaction in analysing situations. He strives to base his decisions on factual and rational elements. Since he does not seek out other people's approval, he doesn't let others influence his conclusions.
Being able to instil a dynamic approach to work is a main source of fulfilment for Yves Michel Aman. He demonstrates high energy and conveys that energy through his work, most notably by driving others to action. He needs to see projects progress and uses his restlessness to further their advancement.
Yves Michel Aman enjoys dedicating his energy to perfecting his work and polishing its presentation. It is important for him that his work be perfect in terms of accuracy but also aesthetics. He could find it frustrating to have to compromise on these aspects because of time constraints or because of conflicting priorities.
Yves Michel Aman 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.
Yves Michel Aman expects a manager to take the lead and provide clear direction. He needs to know exactly what is expected of him, without any ambiguity. He believes a leader must clearly communicate a vision and set the example for the team. He is motivated by someone who values principles and reliability.
Yves Michel Aman thrives in cultures geared towards relationships and a collective spirit, where human aspects are prioritised, 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. He needs a culture where collective accomplishments are valued above all, and where collaboration is key to achieving established goals. However, he will be easily bored in environments that are too stable, or where he feels his progress stagnates.
Capacity to work autonomously.
Tendency to dedicate time to ensuring decisions are right.
Ability to build on other people's knowledge.
When it comes to learning new skills, Yves Michel Aman will progress faster through a practical approach. He finds it hard to assimilate information without seeing it applied practically first. He will do best if he is taught how to do something new or complex before he tackles it by himself.
Careful in his approach, Yves Michel Aman prefers to rely on proven strategies. He is observant and tends to adopt tried-and-true concepts that he can trust thoroughly. In this sense, he finds it easier to learn from information provided.