Mark Hopton

Recruitment Consultant

  • Master

Technical skills

leadership project management Recruiter coaching mentor
communiction

Areas of interest

sports fitness family

Summary

Personality
How they behave
Motivations
What they want to do
Reasoning
What they are capable of doing

Talent

Personal pitch

I am a leader, coach, and mentor


Shape

Behavioural style

SHAPE SHAPE + DRIVE
Highly motivating aspect that will make them 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: Promoter

Mark Hopton 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.

Main strengths

Relationship management
  • They find it easy to be assertive in their relationships, and set the agenda.
  • They establish genuine relationships and show an interest in people.
  • They are a critical thinker and only accept reasoned ideas.
Work management
    They have a practical approach, geared towards action.
    They adapt easily to change, and consider change positive.it.
    They are concise, get straight to the point, and work quickly.
Emotional management
    They radiate enthusiasm and see the bright side of things.
    They express their feelings and find it easy to communicate with others.
    They ensure their decisions are reliable by assessing the outcomes.

Talents

#lead #attentive #sincere #critical #practical #change #to the point #delegates #formalistic #enthusiastic #expressive #reassuring

Areas of improvement

    They could leave more room for others, avoid intervening in every decision.
    They could practice positive detachment to avoid feeling personally affected by what happens to others.
    They would benefit from letting others fully express themselves before voicing reservations about their suggestions.

Drive

What motivates them the most...

Working as part of a team
Meeting new people
Having a positive impact on the world

What motivates them the least...

Having an attractive remuneration
Having clearly defined tasks
Being rewarded

How they manage their energy

Mark Hopton divides their energy equally between dynamism and stability. Some of their main drivers push them towards taking action and seeking stimulation. However, they also need a certain stability and sound bearings in order to feel comfortable in a professional environment. It is important that they find this balance in order to fully invest themselves in their role.

The activities they prefer

PROMOTE
Interact

Promoting a project is an activity that particularly interests Mark Hopton. They highly enjoy working with a large number of people and communicating their ideas. It is important for them that this be part of their day-to-day.

ANALYZE
Think

Carrying out analyses is an activity that Mark Hopton can invest themselves in, but it's not their primary source of motivation. They prefer that decisions be made on the basis of facts and evidence, but do not make this their number one priority.

ORGANIZE
Act

Mark Hopton 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.

The work environment they prefer

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

Their management style

COACH
Try this
DIRECTIVE
Do what I tell you

What this means

Mark Hopton is a manager who provides clear standards. They let everyone know what is expected of them. They position themselves as a mentor and accompany their employees in their development. They are present and make employees feel empowered to grow.

The management style they seek

EMPATHETIC
Collaborators first
PARTICIPATIVE
And you, what do you think?

Their ideal manager

Mark Hopton expects a manager to be concerned foremost with the team's wellbeing. They need a manager who will listen to them with compassion, and who takes individual limitations into account. The leader who inspires them and whom they trust is one who acknowledges human aspects instead of focusing solely on results. They are motivated by teamwork and collective development.

The culture in which they blossom

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

The ideal culture for them

Mark Hopton has the capacity to thrive in a wide range of cultures. There is no standard approach or environment that suits them better than others. They find advantages and drawbacks in every type of work environment. Their level of commitment will therefore not be determined by the culture of the company, but rather by whether their role has the potential to make them feel fulfilled. If their main motivational factors are satisfied by the role, they will be capable of adapting and thriving in any environment.


brain

Their way of thinking

Preferred tasks Simple

Capacity to perform familiar and practiced tasks.

Decision-making Quick

Tendency to move quickly from one task to the next, without lingering on obstacles.

Learning style Experiment

Ability to test things and learn from mistakes.

How they learn new skills and concepts

To learn new concepts, Mark Hopton 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.

Mark Hopton's natural tendency is to learn by testing out ideas first, then potentially reassessing them as necessary based on experience. They do not need to know everything on a subject before allowing themselves to experiment. Understanding the basics is enough for them, after which they need to swing into action.