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Influence 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.
Cooperate 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.
Think 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.
Act 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.
Feel 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.
Producing high quality work is a priority for Marguerite-Marie Lesure. Thorough, precise and structured, she strives to avoid mistakes in her work. Her diligent attitude is the result of the importance she places on other people's point of view. She listens to ideas, suggestions, and feedback. She is therefore easy to work with, giving others space, providing support as needed, and performing her tasks meticulously.
Marguerite-Marie Lesure's main drivers lead her to prioritize stability. She channels her energy into getting sound bearings and establishing reliable points of reference. She enjoys being able to establish an even rhythm for her daily activity at work. She avoids making decisions that may put her in a position of uncertainty.
Supporting others is essential for Marguerite-Marie Lesure. She attaches considerable importance to creating strong bonds with those around her, and having their backs. On the contrary, she can find competitiveness frustrating.
Perfecting her work is a task in which Marguerite-Marie Lesure can invest herself, even though it is of secondary importance to her. She does pay significant attention to these aspects and ensures that she produces quality work. However, she does not want to make it her main priority.
Marguerite-Marie Lesure likes interacting with many different people. In this sense, handling the promotion of a project is an activity that particularly interests her, as it allows her to meet many people. However, it is not an activity where she is fully satisfied because she does not seek to influence others or advocate her own ideas.
Marguerite-Marie Lesure is a manager who's first and foremost concern is her team's wellbeing. She believes it's important to listen and take individual limitations into account. She inspires employees who need a leader who looks after the human side and isn't solely focused on results. She is motivated by working as a team and developing the collective.
Marguerite-Marie Lesure expects a manager to be concerned foremost with the team's wellbeing. She needs a manager who will listen to her with compassion, and who takes individual limitations into account. The leader who inspires her and whom she trusts is one who acknowledges human aspects instead of focusing solely on results. She is motivated by teamwork and collective development.
Marguerite-Marie Lesure thrives in cultures geared towards relationships and a collective spirit, where human aspects are prioritized, and everyone feels like they belong. This means environments where rules are adapted to ensure everyone's needs are accounted for, and where mutual respect is a top value. She avoids results-driven or data-driven workplaces, preferring cultures centered around collaboration and collective projects. She considers it important that this mindset be shared across the company.
Capacity to work autonomously.
Tendency to move quickly from one task to the next, without lingering on obstacles.
Ability to test things and learn from mistakes.
When it comes to learning new skills, Marguerite-Marie Lesure will progress faster through a practical approach. She finds it hard to assimilate information without seeing it applied practically first. She will do best if she is taught how to do something new or complex before she tackles it by herself.
Marguerite-Marie Lesure's spontaneous nature leads her to learn by testing out concepts and techniques herself. She finds that the best way to acquire new knowledge is to first try, develop her understanding through failure, and then try again. She can sometimes lack patience. To assimilate new ideas or new knowledge, she first needs to experiment by herself.
