Program manager
Influence 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.
Cooperate 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.
Think 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.
Act 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.
Feel 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 is quick to take the initiative. She likes instigating change at work and needs constant stimulation to keep boredom at bay. She makes sure collaborators are onboard with the suggestions she puts forward, listening to others carefully and making decisions as a group. She is capable of advancing with determination, but also of questioning her approach based on feedback. What's more, she has the capacity to strengthen ties within teams.
Haïrat Assoumani divides her energy equally between dynamism and stability. Some of her main drivers push her towards taking action and seeking stimulation. However, she also needs a certain stability and sound bearings in order to feel comfortable in a professional environment. It is important that she finds this balance in order to fully invest herself in her role.
Supporting others is essential for Haïrat Assoumani. She attaches considerable importance to creating strong bonds with those around her, and having their backs. On the contrary, she can find competitiveness frustrating.
Haïrat Assoumani finds satisfaction in analyzing situations. She strives to base her decisions on factual and rational elements. Since she does not seek out other people's approval, she doesn't let others influence her conclusions.
Haïrat Assoumani is particularly motivated and invested when coordinating projects. 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 actively listen and define group objectives collectively. She is motivated by leaders who involve the whole team in the pursuit of goals. She needs a manager who gives meaning to her work, and who is less attached to intended results, focusing rather on the best way to achieve them.
Haïrat Assoumani 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, and where mutual respect is a top value. She avoids results-driven or data-driven workplaces, preferring cultures centered around collaboration and collective projects. She considers it important that this mindset be shared across the company.
Capacity to comprehend new and strategic subjects.
Tendency to move quickly from one task to the next, without lingering on obstacles.
Ability to easily assimilate new concepts through analysis.
Brilliant from an intellectual point of view, Haïrat Assoumani tends to easily assimilate foreign concepts. She is able to understand new or complex subjects without needing to put them into practice. This means she can develop her skills by reaserching and reading on diverse subjects. She needs to be intellectually stimulated by her work, and might get easily bored otherwise.
Haïrat Assoumani's spontaneous nature leads her to learn by testing out concepts and techniques herself. She finds that the best way to acquire new knowledge is to first try, develop her understanding through failure, and then try again. She can sometimes lack patience. To assimilate new ideas or new knowledge, she first needs to experiment by herself.
