Arthur Courbot

HR Project Manager

  • Master

Summary

Personality
How he behaves
Motivations
What he wants to do
Reasoning
What he is capable of doing

Shape

Behavioural style

SHAPE SHAPE + DRIVE
Highly motivating aspect that will make him feel fulfilled.
Influence
Influence

Definition

Build relationships / Take the lead / Unite and mobilise

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.

Build relationships
Take the lead
Unite and mobilise
Cooperate
Cooperate

Definition

Communicate with diplomacy / Provide support / Work collaboratively

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.

Communicate with diplomacy
Provide support
Work collaboratively
Think
Think

Definition

Anticipate challenges / Develop a vision / Innovate

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.

Anticipate challenges
Develop a vision
Innovate
Act
Act

Definition

Take initiative / Plan and organise / Inspect and Improve

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.

Take initiative
Plan and organise
Inspect and Improve
Feel
Feel

Definition

Spread enthusiasm / React swiftly / Handle stress

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.

Spread enthusiasm
React swiftly
Handle stress
Development potential
Highly developed:
Higher than 80% of people
Well developed:
Higher than 60% of people
Moderately developed:
Higher than 40% of people
Slightly developed:
Lower than 60% of people
Undeveloped:
Lower than 80% of people

Personal style: Promoter

Arthur Courbot 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.

Main strengths

Relationship management
  • He is open-minded and curious about other people's ideas.
  • He involves others in decision-making and is a team player.
  • He finds it easy to be assertive in his relationships, and sets the agenda.
Work management
    He does not dwell on obstacles and finds it easy to delegate.
    He strives for excellence and is not satisfied with the bare minimum.
    He is very proactive and finds it easy to come up with new ideas.
Emotional management
    He is responsive, very energetic and has a sense of urgency.
    He shows discernment and makes judgments based on facts.
    He expresses his feelings and finds it easy to communicate with others.

Talents

#open #takes part #creative #analytical #delegates #initiative #responsive #factual #expressive #takes risks

Areas of improvement

    He could benefit from showing a more tenacious and fighting spirit when confronted with difficulties.
    He would benefit from being more selective about feedback he listens to, and further trust his own opinions.
    He would benefit from finishing what he starts before moving on to new activities.

Drive

What motivates him the most...

Having an attractive salary
Creating new things
Meeting new people

What motivates him the least...

Focusing on quality
Having autonomy
Working in a fun environment

How he manages his energy

Arthur Courbot 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.

The activities he prefers

DESIGN
Think

Design is one of the activities that highly interests Arthur Courbot. 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.

PROPEL
Act

Arthur Courbot draws a lot of energy from his involvement in activities where he has to move plans into action. He has a marked sense of success that pushes him to instill a dynamic approach to work. He particularly enjoys being one of the driving forces in a project.

PROMOTE
Interact

Promoting a project is an activity that particularly interests Arthur Courbot. 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.

The work environment he prefers

#studious #respect #professional #process #calm #method #concentration #order #serious

His management style

WINNER
Watch and do as I do
DIRECTIVE
Do what I tell you

What this means

Arthur Courbot is a manager who challenges people and gives clear instructions. He is driven by results and sets high standards. He's interested in results above all else, even if he knows the path there is difficult and challenging, and this is the spirit he wants to inspire in his teams.

The management style he seeks

DIRECTIVE
Do what I tell you
WINNER
Watch and do as I do

His ideal manager

Arthur Courbot 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.

The culture in which he blossoms

Flexibility Control Relationships Results Collaboration Innovation Organization Competition
Best fit
Good fit

The ideal culture for him

Arthur Courbot thrives in structured environments that are geared towards results. He is well suited to working with strict principles and guidelines, because he relies on them as points of reference. He appreciates work contexts where the utmost is done to facilitate work and to guarantee the attainment of goals. He prefers cultures where people are evaluated on their accomplishments and their exemplary efforts. In this sense, he will be motivated by a competitive culture which provides clear rules and sets specific objectives.


brain

His way of thinking

Preferred tasks Intermediate

Capacity to work autonomously.

Decision-making Reasoned

Tendency to dedicate time to ensuring decisions are right.

Learning style Experiment

Ability to test things and learn from mistakes.

How he learns new skills and concepts

When it comes to learning new skills, Arthur Courbot 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.

Arthur Courbot's spontaneous nature leads him to learn by testing out concepts and techniques himself. He finds that the best way to acquire new knowledge is to first try, develop his understanding through failure, and then try again. He can sometimes lack patience. To assimilate new ideas or new knowledge, he first needs to experiment by himself.