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. They are proactive and always on the lookout for suggestions and actions to take their work forward. They have a flexible approach to their job and can easily handle change and unexpected events. The engaging way in which they present their ideas leaves those they talk to in little doubt - you want to follow them. Their leadership and desire for continual progress make them an incredible driving force in a team.
They orient the majority of their energy towards action. Their sources of motivation push them to move and take risks. They need to be stimulated to maintain their interest in an activity or a position. For them, stability is synonymous with boredom and tiredness. It is better to regularly offer them new challenges.
It is essential for them to be able to invest themselves in an activity where they have to initiate the action process. They are satisfied when pushing projects and producing results. They are impatient and seek to boost the energy when carrying out work.
Design is part of the activities that most interests Robert Ohare. They very much like being able to contribute their ideas and think about things that don't yet exist. They avoid, however, doing it in a vague context without clear standards.
This activity absolutely suits Robert Ohare. They particularly like to be a point of reference to assess a subject. They like providing their critique, their opinions and comparing them with others. Assessment is, therefore, a principle source of motivation for Robert Ohare.
Robert Ohare is an inspiring manager who tries to help their employees develop individually. They create an action plan for each of them and positions themselves as a mentor. They're a manager who pulls everyone towards a common goal but who can also take into account individuality.
They expect a manager to challenge them and give them clear directives. They are carried by a sense of outcome and like that, where they are concerned, high expectations are formed. They need a leader who is interested in, above all, the result, even if the way to achieve it is difficult and punishing. They are motivated by challenges and by managers who can be highly assertive.
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. They develop skills gradually from accumulated field experience. Aspects that are theoretical or too abstract are often foreign to them, and do not help them progress. Indeed, they have difficulties transferring them within the structure of work. They acquire new knowledge through practice and repetition.
Their natural tendency is to learn and test ideas, then eventually reconsider them with regard to their own experiences. They do not expect to know everything on the subject before experimenting. Understanding the fundamentals is enough for them, after which they need to move into action.