A-Player profiles have unusually strong adaptability, learn very quickly and are strongly action-oriented. They have a tendency to succeed and progress easily, regardless of the environment in which they're likely to evolve.Find out more
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.
Rarely short of ideas, Haïrat Assoumani readily takes the initiative. She likes provoking change in her work and needs to be highly stimulated so as not to become bored. She ensures that her suggestions are acceptable to the people she works with. She is in touch with people and prefers making decisions as a group. She is both able to move forward and question herself on the basis of feedback she receives. In addition, she can strengthen ties within teams.
Haïrat Assoumani's energy is divided between vigour and stability. One of her motivating factors is oriented towards action and the search for stimulation. But she also needs a certain stability and standards to feel comfortable in a professional environment. It is important for her to find this balance in order to fully invest herself in her position.
Supporting others is essential for Haïrat Assoumani. She has, at heart, a need to create strong links with those around her and to be there for them. Inversely, competition can be frustrating for her.
Haïrat Assoumani is satisfied with the fact of having to analyse situations. Indeed, she seeks to base her decision-making on factual and rational elements. Moreover, not seeking approval, she is detached enough from others to not let them influence her conclusions.
Haïrat Assoumani is particularly motivated and invested when she has to coordinate a project. She especially enjoys being able to work in a team to achieve concrete objectives.
Haïrat Assoumani 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.
Haïrat Assoumani expects a manager to listen and define group objectives in a participatory way. She is motivated by leaders who involve the whole team in attaining the objective. She needs someone who gives meaning to the work, is less attached to results to be obtained and furthers the best way to achieve it.
Haïrat Assoumani is fully engaged in a culture oriented towards relationships with others and the collective. She likes that the person is foremost valued and that each person is satisfied in the work environment. This requires that the rules are able to adapt accordingly to suit everyone. Mutual respect must be valued. She avoids environments where the results are foremost valued, and where the data culture is dominant. She prefers that the culture is centred around collaboration and the production of collective projects. It is important for her that everyone shares this mindset.
Capacity to comprehend new and strategic subjects.
She moves quickly from one task to the next, and does not linger on obstacles.
Easily integrates and tests new concepts herself.
Brilliant from an intellectual point of view, Haïrat Assoumani tends to easily adapt concepts that were initially foreign. She is able to understand new or complex subjects without needing to see them in practice. This means she can develop her skills by researching and reading about a diverse range of subjects. She needs to be intellectually stimulated by her work, without which she may get bored quickly.
Haïrat Assoumani's spontaneous temperament leads her to learn by testing concepts and techniques herself. For her, the best way to acquire new knowledge is to try, develop understanding through failure, then start again. She sometimes lacks patience. To integrate new ideas or new knowledge, she first needs to experiment by herself.