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.
Producing high quality work is a priority for Sakib Javed. Thorough, precise and structured, he strives to avoid mistakes in his work. His diligent attitude is the result of the importance he places on other people's point of view. He listens to ideas, suggestions, and feedback. He is therefore easy to work with, giving others space, providing support as needed, and performing his tasks meticulously.
Sakib Javed 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.
Supporting others is essential for Sakib Javed. He attaches considerable importance to creating strong bonds with those around him, and having their backs. On the contrary, he can find competitiveness frustrating.
Promoting a project is an activity that particularly interests Sakib Javed. 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.
Sakib Javed truly invests himself in the analysis of factual data. He enjoys drawing conclusions from rational elements. However, it is an activity that can also frustrate him because he has a strong need for approval, and this can sometimes conflict with the need to maintain an objective view of situations.
Sakib Javed is a manager who's first and foremost concern is his team's wellbeing. He believes it's important to listen and take individual limitations into account. He inspires employees who need a leader who looks after the human side and isn't solely focused on results. He is motivated by working as a team and developing the collective.
Sakib Javed expects a manager to be concerned foremost with the team's wellbeing. He needs a manager who will listen to him with compassion, and who takes individual limitations into account. The leader who inspires him and whom he trusts is one who acknowledges human aspects instead of focusing solely on results. He is motivated by teamwork and collective development.
Sakib Javed 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. He avoids results-driven or data-driven workplaces, which would clash with his expectations in terms of atmosphere. He prefers a culture where collective accomplishments are valued above all. Ideally, it should be an environment that provides clear guidelines, but allows for individual approaches so everyone can find their place.
Capacity to perform familiar and practiced tasks.
Tendency to move quickly from one task to the next, without lingering on obstacles.
Ability to build on other people's knowledge.
To learn new concepts, Sakib Javed needs concrete evidence. He develops skills gradually, by accumulating practical experience. Theoretical and abstract concepts are often foreign to him, and contribute little to his progress because he will have a hard time applying them in the context of his job. He masters new skills through practice and repetition.
Before incorporating new information, Sakib Javed tries to validate its quality. He prefers to rely on subject matter experts, or well-proven strategies. In general, he avoids taking solo initiatives or trying out new methods without guarantee of their suitability.