Guillaume Vidallet

Managing Director

  • Master

Summary

Personality
How he behaves
Motivations
What he wants to do
Reasoning
What he is capable of doing

Shape

Behavioural style

SHAPE SHAPE + DRIVE
Highly motivating aspect that will make him feel fulfilled.
Influence
Influence

Definition

Build relationships / Take the lead / Unite and mobilise

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.

Build relationships
Take the lead
Unite and mobilise
Cooperate
Cooperate

Definition

Communicate with diplomacy / Provide support / Work collaboratively

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.

Communicate with diplomacy
Provide support
Work collaboratively
Think
Think

Definition

Anticipate challenges / Develop a vision / Innovate

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.

Anticipate challenges
Develop a vision
Innovate
Act
Act

Definition

Take initiative / Plan and organise / Inspect and Improve

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.

Take initiative
Plan and organise
Inspect and Improve
Feel
Feel

Definition

Spread enthusiasm / React swiftly / Handle stress

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.

Spread enthusiasm
React swiftly
Handle stress
Development potential
Highly developed:
Higher than 80% of people
Well developed:
Higher than 60% of people
Moderately developed:
Higher than 40% of people
Slightly developed:
Lower than 60% of people
Undeveloped:
Lower than 80% of people

Personal style: Partner

Producing high quality work is a priority for Guillaume Vidallet. 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.

Main strengths

Relationship management
  • He keeps an emotional distance, protecting himself in relationships.
  • He adapts his speech to his audience and shows warmth.
  • He has a positive view of criticism and tolerates different points of view.
Work management
    He strives for excellence and is not satisfied with the bare minimum.
    He has a practical approach, geared towards action.
    He structures his work, plans it and follows procedures.
Emotional management
    He radiates enthusiasm and sees the bright side of things.
    He is responsive, very energetic and has a sense of urgency.
    He controls his emotions and does not let others be affected by them.

Talents

#modesty #tactful #detached #tolerant #takes part #practical #organised #analytical #delegates #initiative #enthusiastic

Areas of improvement

    He could sometimes show more empathy towards those around him, be less hard on others.
    He could more often express what bothers him about others, dare to say what he does not like.
    He would benefit from more often challenging the criticism he is given, rather than accepting it so easily.

Drive

What motivates him the most...

Focusing on aesthetics
Having clearly defined tasks
Working in a reassuring environment

What motivates him the least...

Creating new things
Having autonomy
Having an attractive salary

How he manages his energy

Guillaume Vidallet's main drivers lead him to prioritise stability. He channels his energy into getting sound bearings and establishing reliable points of reference. He enjoys being able to establish an even rhythm for his daily activity at work. He avoids making decisions that may put him in a position of uncertainty.

The activities he prefers

ORGANISE
Act

Organising work is one of Guillaume Vidallet's favourite activities. He readily invests 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.

PERFECT
Act

Perfecting is an activity in which Guillaume Vidallet finds true satisfaction. He pays utmost attention to the quality of his work, in both substance (accuracy) and form (aesthetics). Being able to dedicate his energy to polishing his work is a major source of motivation for him.

COORDINATE
Interact

Coordinating teamwork is an activity in which Guillaume Vidallet likes to invest himself. He is keen on ensuring projects make concrete progress and meet established deadlines. Working as a team to achieve results is something that he values and finds motivating.

The work environment he prefers

#humour #respect #friendly #process #hospitable #method #proximity #principle #welcoming

His management style

EMPATHETIC
Collaborators first
DIRECTIVE
Do what I tell you

What this means

Guillaume Vidallet is a manager who explains in detail exactly what his employees need to do in order to succeed. Parallel to this, he still allows enough room for people to express themselves. He's a leader who is close to his subordinates, motivated by results, while still holding the human side important.

The management style he seeks

EMPATHETIC
Collaborators first
DIRECTIVE
Do what I tell you

His ideal manager

Guillaume Vidallet expects a manager to explain exactly what he must do to succeed. However, he also wants a leader who allows enough room for him to express himself and feel fully taken into account. He needs a leader who is close to him, motivating him with a result-driven approach while also considering him as a person above all.

The culture in which he blossoms

Flexibility Control Relationships Results Collaboration Innovation Organisation Competition
Best fit
Good fit

The ideal culture for him

Guillaume Vidallet thrives in structured environments that are geared towards results. He is well suited to working with strict principles and guidelines, because he relies on them as points of reference. He appreciates work contexts where the utmost is done to facilitate work and to guarantee the attainment of goals. He prefers cultures where people are evaluated on their accomplishments and their exemplary efforts. In this sense, he will be motivated by a competitive culture which provides clear rules and sets specific objectives.


brain

His way of thinking

Preferred tasks Simple

Capacity to perform familiar and practised tasks.

Decision-making Reasoned

Tendency to dedicate time to ensuring decisions are right.

Learning style Experiment

Ability to test things and learn from mistakes.

How he learns new skills and concepts

To learn new concepts, Guillaume Vidallet 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.

Guillaume Vidallet'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.