Head of Business Development
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.
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.
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.
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.
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.
It is often thought that creativity and structure stand in the way of each other; Sarel Koekemoer is the perfect counter-example. His curiosity is piqued by novelty and he favors stimulating, fast-paced work, but this does not stop him from producing high-quality work. He is careful not to become complacent, and focuses on seeing his projects through to completion. He goes about his work independently, focusing more on his mission than on the relational aspects of his work.
Sarel Koekemoer divides his energy equally between dynamism and stability. Some of his main drivers push him towards taking action and seeking stimulation. However, he also needs a certain stability and sound bearings in order to feel comfortable in a professional environment. It is important that he finds this balance in order to fully invest himself in his role.
Evaluating is an activity through which Sarel Koekemoer can feel personally fulfilled. He particularly likes being a point of reference and contributing his opinions on his field of expertise. He has very specific ideas on how projects should be carried out, and does not hesitate to challenge the opinions of others.
Analyzing is an activity that highly suits Sarel Koekemoer. He particularly enjoys understanding the links between data and being able to draw reliable conclusions. It is important for him that conducting analyses be one of the key tasks in the projects that are entrusted to him, so he can feel truly fulfilled.
Sarel Koekemoer takes advantage of the energy that comes from competition. It pushes him to invest himself to propelling projects, and to give the best of himself in order to succeed. However, he isn't always the first to get a project underway because he needs an external driver to get him to invest himself fully.
Sarel Koekemoer is a hands-on manager who gives clear directions. He lets people know what is expected and thus avoids any ambiguity. For him, a leader should clearly explain their vision and set the example for the team. He values following the rules and reliability.
Sarel Koekemoer expects a manager to facilitate collective work and empower each team member. He needs a manager who listens actively and is open to his ideas. He wants a leader that sets individual development plans while still promoting teamwork. He places special importance on collective intelligence.
Sarel Koekemoer seeks dynamic work environments geared towards results. He is 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. He prefers environments that are reassessed often, and which evolve regularly to incorporate new work methodologies. He expects to be stimulated by his work environment and to be free from the constraints of routines. In short, he has little need for structure and is better served by a culture that values accomplishment.
Capacity to work autonomously.
Tendency to dedicate time to ensuring decisions are right.
Ability to easily assimilate new concepts through analysis.
Sarel Koekemoer has a considerable aptitude for assimilating new knowledge. He can learn from advice and from information he gathers on his own. Although he can find it helpful, he does not necessarily have to put new skills into practice in order to master them.
Sarel Koekemoer'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.