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PROFILING - FINDING OUT WHY

Why do people draw strength and energy from some activities while procrastinating with others? How much feedback does a person need from the outside, how does motivation work? And what are the basic conditions under which a person performs best within an organization? These and other questions can only be answered by profiling. As the ideal starting point for personal or team development.

PATTERNS, MOTIVES, PREFERENCES - WHY THEY ARE SO IMPORTANT

A profile systematically analyses, describes and classifies individual preferences, values and motives. This enables

  • personal self-reflection,
  • alignment according to one's talents and inclinations,
  • better performance and joie de vivre and
  • a person to find a starting point for personal development.

We use different profiling methods, each with a different focus, such as the ‘Reiss Motivation Profile’, ‘Language and Behaviour Profile’ or the ‘Team Management Profile’.

 

WHEN DOES IT MAKE SENSE TO PROFILE?

There are various reasons for using profiling. Here are the most common ones:

PERSONAL DEVELOPMENT

Creating a profile is a useful starting point for personal development. Profiling not only provides information about life motives and preferences in general, but also about ‘energy guzzlers’ and behaviour patterns that are a hindrance in certain contexts. We use profiling both in the context of executive coaching and development measures and also as an individual measure.  

TEAM DEVELOPMENT

Profiling makes differences within a team clear and thus discussable. Team profiles provide information about where a team is strong, where its ‘blind spots’ are and what causes friction or conflicts. A team can be systematically enhanced on the basis of this knowledge.  

RECRUITING

Sometimes, profiling is the ideal way to identify the right candidate for a vacant position. A candidate who is motivated by the task and the environment and can be productively effective in it. Profiling drastically reduces the risk of expensive and time-consuming recruiting mistakes.

ASSESSMENT

Profiling is also an excellent way to get a neutral and accurate picture of the management level of a company. Very good assessments can be made, for example, in the context of M&A processes. Please contact us to find out more.

CIDPARTNERS: MORE THAN ‘JUST’ PROFILERS

We have been working with different profiling methods for over ten years. We employ them for specific requirements and tasks. The decisive factor here is that a profile must be both systematically generated and also professionally evaluated. Because the really relevant findings often go beyond standardized descriptions. We seek and find the answers to essential questions such as:

  • What is the significance of the profile in the context of the current situation?
  • What interrelationships exist between the patterns?
  • What concrete recommendations can be derived from them?

The consequence: Our customers do not simply get a profile and an evaluation. We also show them how to use the profile for themselves in the long term. Going beyond the actual profiling like this represents considerable added value, especially in connection with personal coaching, management development measures or a team process.

ONE PROFILE, MANY BENEFITS

Numerous studies prove: Profiling minimizes the risk of recruiting the wrong people in organizations and improves overall employee suitability. Which makes it all the more astonishing that comparatively few positions in Germany are filled with the aid of suitable diagnostic procedures, especially in comparison with the United Kingdom, Scandinavia or the Netherlands. The benefits vary according to the type of profile made, but are always there:

INDIVIDUAL PROFILING

Profiling is a systematic technique for establishing an overview of patterns and preferences. When a profile has been drawn up, appropriate recommendations for action can be derived in accordance with the respective framework conditions. Of course, there is nothing wrong with having oneself profiled just out of curiosity. Usually, however, there are usually one or more concrete reasons for doing so:

  • Finding starting points for personal development
  • Recognizing and resolving inappropriate behaviour patterns
  • Identifying ‘energy guzzlers’ to enhance performance and reduce stress
  • Establishing which career path is best suited to you
  • Understanding and resolving (internal or external) conflicts
  • Recognizing personal misconceptions and assumptions in order to interact with other people better
  • Enhancing communicative skills and behavioural flexibility
  • Rediscovering motivation

Ideally, a profile is drawn up and evaluated in connection with personal coaching. During the coaching, you use the profile together with your coach to identify fields of action and actively work on them. An experienced and professional coach accompanies you in this process and helps you to achieve sustainable change and development.

TEAM PROFILING

We also make frequent use of profiling in the context of team processes. We always start by drawing up individual single profiles of the team members, and these are used to develop a team profile.

As indicated above, this means that each individual team member receives valuable starting points for personal development. In addition, the preferences and behaviour patterns within an entire team are presented, reflected and used to improve cooperation. The aim is to help the team work more efficiently, smoothly and in a more focused way. Here, too, there are several different scenarios in which team profiling makes sense:

  • Identification of talents and preferences at the start of a project or with newly assembled teams
  • Resolution of conflicts and friction within the team
  • Further development of an existing team to take it to the next level of cooperation
  • Targeted development of high-performance teams
  • Enlargement of existing teams - identification of ideal candidates to complement the team in the best possible way

GENERAL POINTS ON PROFILING ...

  • ... profiles are neither good nor bad, they merely represent motives and preferences. As this aspect gains ground, acceptance levels for profiling are increasing.
  • ... patterns can change over time and depend to some extent on the context. This means that a person may have different preferences in a private context compared with the professional context. We tend to concentrate on the latter, of course.
  • ... patterns are not an excuse for not doing things ("That's not my thing."). They merely explain why some activities give energy and others do not. Those who know this can act according to their preferences. However, one should also use this awareness to deal constructively with things that do not correspond to one's own preferences.

Contact us

Theresa Schulte is particularly interested in linking psychology and development processes.

Theresa Schulte

Consultant

+49.228-25 90 85.0

CONTACT

EXAMPLES OF PROFILING METHODS - FROM LAB TO OCI

LAB PROFILING: MOTIVATE ACROSS THE BOARD, COMMUNICATE EFFICIENTLY

LAB (‘Language and Behaviour’) assumes that each individual has certain preferences or patterns that characterize their thought patterns and personal motivation. Depending on their personal profile, each person reacts differently to what is said and shows different aptitudes for certain tasks. Each person is also motivated by different things.

TMS: SUCCESSFUL EXPLOITATION OF WORK STYLES AND TEAM COMPOSITION

TMS (Team Management Systems) stands for a comprehensive assessment, which is intended in particular to optimize understanding of working methods. Each 60-point personal profile provides constructive and valuable information: In addition to the respective preferences in terms of work, the profile also identifies the strengths that a person is able to bring to a team.

REISS: KNOWING HOW TO USE PERSONAL MOTIVATION AND VALUE SYSTEMS

The Reiss Motivation Profile® captures what motivates the individual within the context of work as well as beyond. This also answers the question as to how much of the respective motivational factor a person needs to be happy and content, both intrinsically as well as extrinsically. Altogether 16 life motives (Reiss motives) record the individual’s motivation and value system.

LSI: SELF-PERCEPTION AND PERCEPTION OF OTHERS

Life Styles Inventory (LSI) by Dr. J. Clayton Lafferty measures twelve behavioural styles using two questionnaires. The thought patterns involved make us more efficient or hinder us. The LSI compares a self-assessment of one's own thinking styles with the external perceptions of 12 feedback providers. The comparison - expressed in pie charts (circumplex) – yields interesting results.

9 LEVELS: INDIVIDUALS AND TEAMS IN A VALUE COMPARISON

The ‘9 Levels of Value Systems’ allow us to recognize and use value systems with respect to individuals, teams and entire organizations. The diagnostic tool developed by Clare W. Graves identifies effective measures for specific changes in many fields of application.

OCI - THE TOOL FOR DIAGNOSING CULTURAL ASPECTS

The OCI (Organizational Culture Inventory) is the globally most popular instrument for measuring corporate culture. It evaluates the current organizational culture in terms of the behaviour of its members. The core question: Which behaviour patterns do the members/employees consider necessary in order to "fit into the company and meet the expectations"?

WHICH PROFILING SYSTEM IS THE RIGHT ONE?

The answer to this question depends on various aspects: What are the framework conditions for doing the profile? Do you want to draw up an individual profile or a team profile? Please contact us. Our profiling experts will be happy to advise you on the selection and use of a suitable method.

HOW DOES PROFILING WORK?

The process of drawing up a profile depends on the method selected. Here are the basic steps:

1. OBTAIN ADVICE ON THE CHOICE OF METHOD

The essential aspects here are: What is the reason behind the profiling and what is it to be used for? Then comes the question as to whether it is to be done for an individual or a team. Finally, are previous profiles already available?

2. PROFILING

The profiling questions can be posed and answered either via an online link or via a personal interview, depending on which method has been selected.

3. EVALUATION

You always receive a written evaluation. You go through this together with an experienced coach and receive valuable explanations. This includes the answers to the following questions:

  • What are characterizes your behaviour patterns? And what does that mean in concrete terms?
  • What are your strengths? What can be challenging for you?
  • Where do you gain energy? What costs you the most energy?
  • Which patterns reinforce each other or cancel each other out?
  • How can these findings be useful for your future progress?
  • Which concrete fields of action can already be identified for immediate attention?

4. FOR TEAM ANALYSIS

After the individual evaluations with the individual team members have been completed, a team profile is drawn up. The team profile is discussed within the team, usually in a team workshop. The focus is on using the knowledge gained to derive concrete measures. Frequently asked questions are:

  • What are we good at?
  • Where do we have blind spots? How can we address them?
  • Where does potential for friction and conflict arise?
  • How can we handle this better?
  • How can we utilize our individual differences to the common good?
  • What other aspects can be identified that are relevant to the team process?