Assisting branch manager
I am a highly driven individual. I have a dream, vision and goals that i strive toward. If i fail, I try again. I will succeed. God is at the highest placing in my life, My family is the blessing from God that i love. Personally i work to always better myself and in my career i strive to be a owner of many successful businesses. My niche marked is the kitchen industry. I have more than 20 years experience in this industry. Thus logically this is the market in which i thrive.
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.
Gerhard Goosen is a natural leader with a conscientious approach — two complementary qualities which enable him to set the agenda for projects and successfully complete them. He analyzes things based on facts, paying special attention to the reliability of his decisions and his work. He is very strict when it comes to following procedures and is quick to remind coworkers to follow suit. He does his utmost to achieve the goals he sets for himself, even at the risk of undermining his relationships.
Gerhard Goosen 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.
Evaluating is an activity through which Gerhard Goosen 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.
Organizing work is one of Gerhard Goosen's favorite activities. He readily invest himself when he has to structure a project, fix objectives and set deadlines. He does not tolerate advancing blindly in his work. He feels the need to follow established processes and obtain results quickly.
It is essential for Gerhard Goosen to be able to invest himself in an activity where he has to initiate the action process. He is satisfied when pushing projects forward and producing results. He is impatient and seeks to instill a dynamic approach to work.
Gerhard Goosen 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.
Gerhard Goosen expects a manager to provide a clear and inspiring vision. Above all, he wants to be motivated towards precise, shared objectives. He needs a leader who is involved and asks him to push himself to achieve the common goal. He is motivated by results-driven leaders who value achievements.
Gerhard Goosen thrives in cultures geared towards results. He needs a work environment that centers on attaining objectives, and values individual accomplishments. He welcomes a framework of clear rules and discipline, but also appreciates innovative approaches that improve existing methodologies. He finds competitive cultures stimulating because he knows exactly what is expected of him and the criteria for success are clear. He considers it important that everyone be driven by the attainment of objectives. Without this, he will be less motivated to put in the effort or be personally invested.
Capacity to work autonomously.
Tendency to take the time to make the most of available resources.
Ability to test things and learn from mistakes.
When it comes to learning new skills, Gerhard Goosen 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.
Gerhard Goosen'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.