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.
Behaviors 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 behaviors 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.
Cuthbert Muzengeza comes across as someone determined and strong-minded. They are proactive and always on the lookout for suggestions and initiatives 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 their lead. Their leadership and passion for continual progress make them an extraordinary driving force in a team.
Cuthbert Muzengeza divides their energy equally between dynamism and stability. Some of their main drivers push them towards taking action and seeking stimulation. However, they also need a certain stability and sound bearings in order to feel comfortable in a professional environment. It is important that they find this balance in order to fully invest themselves in their role.
Perfecting is an activity in which Cuthbert Muzengeza finds true satisfaction. They pay utmost attention to the quality of their work, in both substance (accuracy) and form (aesthethics). Being able to dedicate their energy to polishing their work is a major source of motivation for them.
Evaluating is an activity that highly suits Cuthbert Muzengeza. They particularly like to be a point of reference when evaluating a subject. They like providing their critical view and their opinions, and comparing them to others'. Evaluating is, therefore, a key source of motivation for them.
Cuthbert Muzengeza draws a lot of energy from their involvement in activities where they have to move plans into action. They have a marked sense of success that pushes them to instill a dynamic approach to work. They particularly enjoy being one of the driving forces in a project.
Cuthbert Muzengeza is a manager with a clear and inspiring vision. They rally their employees around precise, shared objectives. Driven by results and focused on achievements, they expect everyone to push themselves to achieve the common goal.
Cuthbert Muzengeza expects a manager to facilitate collective work and empower each team member. They need a manager who listens actively and is open to their ideas. They want a leader that sets individual development plans while still promoting teamwork. They place special importance on collective intelligence.
Cuthbert Muzengeza seeks dynamic work environments geared towards results. They are best suited for company cultures that prioritize innovation by adopting a flexible approach to work: everyone is free to choose their own method as long as goals are met. The prefer environments that are reassessed often,and which evolve regularly to incorporate new work methodologies. They expect to be stimulated by their work environment and to be free from the constraints of routines. In short, they have little need for structure and are better served by a culture that values accomplishment.
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, Cuthbert Muzengeza will progress faster through a practical approach. They find it hard to assimilate information without seeing it applied practically first. They will do best if they are taught how to do something new or complex before they tackle it by themselves.
Before incorporating new information, Cuthbert Muzengeza tries to validate its quality. They prefer to rely on subject matter experts, or well-proven strategies. In general, they avoid taking solo initiatives or trying out new methods without guarantee of their suitability.