SVP Sales, Marketing and Partnerships
A consistent top performer with both global enterprises and emerging companies. Exceptional level of drive, passion and tenacity for success.
Behaviors in the "influence" category are linked to providing direction. They include developing a professional network, managing teams, making decisions and being motivated to get ideas across. These behaviors provide insight on a person's natural ability to mobilize 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.
Behaviors 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 behaviors provide insight on a person's natural ability to process abstract rather than practical concepts.
Behaviors in the "act" category are linked to obtaining results. They include launching projects, implementing action plans, monitoring outcomes, or controlling production quality. These behaviors provide insight on a person's natural ability to understand practical rather than abstract concepts.
Behaviors 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 behaviors provide insight on a person's natural ability to express and channel their emotions in different contexts.
Robert Ohare 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.
Robert Ohare channels most 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.
It is essential for Robert Ohare to be able to invest himself in an activity where he has to initiate the action process. He is satisfied when pushing projects and producing results. He is impatient and seeks to boost the energy when carrying out work.
Design is one of the activities that highly interests Robert Ohare. He very much enjoys being able to contribute his ideas and imagine things that don't yet exist. He is reluctant, however, to devote time to design in vague contexts or without a clear framework.
Evaluating is an activity that highly suits Robert Ohare. He particularly likes to be a point of reference when evaluating a subject. He likes providing his critical view and his opinions, and comparing them to others'. Evaluating is, therefore, a key source of motivation for Robert Ohare.
Robert Ohare is an inspiring manager who focuses on his employees' personal development. He has clear roadmaps for each team member and positions himself as a mentor. As a manager, he rallies everyone towards a common goal while also taking individuality into account.
Robert Ohare expects a manager to challenge him while providing clear directives. He is driven by results and high standards. He needs a manager who focuses on results above all else, even if the path to achieving them is difficult and demanding. He thrives on challenges and is motivated by assertive leaders.
Robert Ohare needs to develop in a work context which values personal results and accomplishments. They seek an environment that is flexible enough to adapt to their development and prioritizes innovation, but the flexibility must not hinder the attainment of fixed objectives. They are ready to accept stricter rules if they better allow them to coordinate and ensure the aims of the organization. Having a routine and stable work context is difficult for them to manage. They need to be stimulated by their environment to maintain their commitment, and to be able to observe concrete developments in the results obtained.
Capacity to perform habitual and well-ingrained tasks.
He dedicates time to ensuring his decisions are right.
Learns by testing and making his own mistakes.
To learn new concepts, Robert Ohare needs concrete evidence. He develops skills gradually from accumulated field experience. Aspects that are theoretical or too abstract are often foreign to him, and do not help him progress. Indeed, he has difficulties transferring them within the structure of work. He acquires new knowledge through practice and repetition.
Robert Ohare's natural tendency is to learn and test ideas, then eventually reconsider them with regard to his own experiences. He does not expect to know everything on the subject before experimenting. Understanding the fundamentals is enough for him, after which he needs to move into action.