I believe I contribute the element of flexibility and easy adjustment. I pride myself on being the go-to person in a team and at large an organisation – with this being said I am able to back this statement up based on my personal experience in my career being able to push myself out of my comfort zone and being placed in different roles on different accounts in my previous company it was always going to be a sink or swim situation and I always give 110% into making sure sinking is never an option. So I am different things to different people but each person can vouch for the fact that I was able to make their daily tasks easier, from being able to jump into a quick briefing and dividing work to conquer not individually but as a collective because I do believe we are better TOGETHER.
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.
Farzana Bapoo Ismail 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.
Farzana Bapoo Ismail's main drivers lead them to prioritize stability. They channel their energy into getting sound bearings and establishing reliable points of reference. They enjoy being able to establish an even rhythm for their daily activity at work. They avoid making decisions that may put them in a position of uncertainty.
Analyzing is an activity that highly suits Farzana Bapoo Ismail. They particularly enjoy understanding the links between data and being able to draw reliable conclusions. It is important for them that conducting analyses be one of the key tasks in the projects that are entrusted to them, so they can feel truly fulfilled.
Farzana Bapoo Ismail can invest themselves when it comes to conducting evaluations, even though it is not one of their priorities. To a certain extent, they like being able to provide their perspective on specific subjects and seek to be a point of reference when it comes to providing a critical view of projects.
Farzana Bapoo Ismail likes getting involved in organizing and planning work because they need clear frameworks. It is important to them that the rules be respected. They do not feel a specific need to monitor their progress closely, but rather focus on following the established plan.
Farzana Bapoo Ismail is a manager whose foremost concern is the team's wellbeing. They strive to listen to others and take their individual limitations into account. They are an inspiration for employees who prefer a manager that acknowledges human aspects instead of focusing solely on results. They are motivated by teamwork and by fostering a collective spirit.
Farzana Bapoo Ismail expects a manager to be attentive and actively listen to them. They work well with leaders who put people before results. They need a manager who really takes them into account, and whose expectations are adapted to their individual capacities. They need to feel supported to be truly at ease.
Farzana Bapoo Ismail 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. They avoid results-driven or data-driven workplaces, which would clash with their expectations in terms of atmosphere. They prefer 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 test things and learn from mistakes.
To learn new concepts, Farzana Bapoo Ismail needs concrete evidence. They develop skills gradually, by accumulating practical experience. Theoretical and abstract concepts are often foreign to them, and contribute little to their progress because they will have a hard time applying them in the context of their job. They master new skills through practice and repetition.
Farzana Bapoo Ismail's spontaneous nature leads them to learn by testing out concepts and techniques themselves. They finds that the best way to acquire new knowledge is to first try, develop their understanding through failure, and then try again. They can sometimes lack patience. To assimilate new ideas or new knowledge, they first need to experiment by themselves.