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Thomas International Reports
For Mr Nikolai Gorchilov
November 5 2004
PERSONAL PROFILE ANALYSIS
SELF IMAGE - GRAPH III
This confident and influential person works equally well with both strangers and acquaintances, using persuasive skills to gain the confidence and respect of others. A forceful individual who is continually pressing for results, this person leads people rather than directs them. This eager, mobile self-starter is popular with most people and acts positively in most situations.
Mr Gorchilov is inattentive to the “little things” and may tend to overestimate his own ability to motivate people or change behaviours. Mr Gorchilov makes an excellent manager or salesperson. He needs a variety of activities with an opportunity to work with and through people. He wants assignments that present a challenge and also give an opportunity to show good results. Mr Gorchilov needs a great deal of independence and room.
Being a people orientated person there may be a tendency for Mr Gorchilov to verbalise rather than listen to others. He may not always follow policy and procedure, which in some instances could mar his success.
SELF MOTIVATION
Mr Gorchilov needs freedom from routine. He prefers work which involves travel and meeting new/interesting people. He requires challenging assignments, complete with the authority and prestige that go with them. Mr Gorchilov wants freedom of speech and a democratic supervisor.
JOB EMPHASIS
Selling things or ideas
The main responsibility of this person’s job should be to persuade and sell things or ideas to others. There should be involvement with people on either a management or negotiating basis. The job should require self-confidence and enthusiasm, coupled with a need to press continually for a result. There should be little requirement for strict attention to detail or to follow a project through to the end.
The basic requirement should be one of gaining approval of people for a product or idea and setting things in motion. The job should, if possible, include travel on a regular basis or at least offer a variety of projects. There should be a continual challenge and pressure, with a need to lead rather than direct others. Mr Gorchilov should, where possible, have authority to act and freedom to move independently.
DESCRIPTIVE WORDS
Influential, assertive, persuasive, confident, friendly, self-starter, decisive, mobile, active, alert, persistent, strong-willed, very independent, sometimes defiant.
HOW OTHERS SEE YOU (MASK) - GRAPH I
There are no observable modifications in Mr Gorchilov’s characteristics when comparing the work situation with the self-image.
The indications are therefore that he believes there is no necessity to modify his behaviour which suggests that he feels compatible with the behavioural characteristics required within the job.
BEHAVIOUR UNDER PRESSURE - GRAPH II
There are indicators that when the pressure goes on Mr Gorchilov he is likely to emphasise his natural forceful and assertive manner to the extent that he may become very aggressive.
There are also additional indicators which suggest that if the pressure is retained on this person, then he may reverse characteristics and have a mercurial change in behavioural style.
If this reversal were to occur, it would only be a temporary situation, but would manifest itself in Mr Gorchilov losing his drive and he may be seen as less assertive and forceful.
This aspect needs careful examination as it could create relationship problems in pressure situations.
Additionally this normally restless and energetic person shows signs of slowing his pace slightly when placed under pressure.
Although he may be seen as less impatient and restless, the desire to become more steady and thorough will not have any major effect on his profile and in behavioural terms may only just show through.
GENERAL COMMENTS
There are indicators which suggest that Mr Gorchilov may have some minor frustrations/problems. These appear to be work related rather than of a personal nature.
At this stage job performance should not be affected but the situation should be carefully monitored to ensure that future major problems do not arise.
Motivators
Mr Gorchilov is motivated by popularity, social recognition, monetary rewards to cover good living, democratic relationships, freedom from control and little responsibility for detail. Additionally opportunity for advancement is important, as are new and varied activities.
Should Mr Gorchilov have a boss, then ideally that person will be a participative and direct leader, who communicates clear objectives and guidelines and then allows him to get on with the job. It may be important for the boss to keep a time control on tasks where deadlines have to be met, otherwise Mr Gorchilov may be distracted from achieving the final objective by his interest in people and other aspects of work.
A Human Job Analysis has not been requested. Therefore, it has not been possible to make an assessment of Mr Gorchilov’s strengths and weaknesses against the specific job requirement.
Please note
The above report is a guide. The Personal Profile Analysis is a work orientated inventory. This report is designed to assist in the selection, appraisal, development or coaching and counselling process.
The report should never be used in isolation but always in conjunction with both an interview and a process whereby a person’s experience, education, qualifications, competence and trainability can be assessed. Other reports are available on the Thomas program which will provide additional useful information about this person. Thomas recommend that consideration be given to using these further reports when appropriate.
MANAGEMENT AUDIT
MANAGING AND MOTIVATING
Mr Gorchilov has good natural leadership ability. He is able to generate enthusiasm and optimism in others and to carry people with him. There may, however, be a tendency towards over-optimism and enthusiasm for his own projects, which could lead Mr Gorchilov to disregard some of the more commercial pitfalls, i.e. there could be a tendency towards “great idea, never mind the cash flow”.
In terms of general management, under most circumstances this person has the natural characteristics required. However, he could be a little impatient with regard to providing sufficient detail and information for subordinates to carry out delegated tasks correctly. Mr Gorchilov is usually an excellent motivator, although on occasions, due to too much optimism, he may come across as insincere.
DECISION MAKING
Mr Gorchilov normally has no difficulty in making decisions. However, he may allow personal involvement and popularity to colour his approach. There may also be a tendency for him to make snap decisions and not await all information. Mr Gorchilov is therefore likely to be better suited to making decisions which require immediate action, rather than those involving long-term assessment. He can and will discipline others, but will always try to persuade first.
PLANNING AND PROBLEM SOLVING
Normally a good problem solver who is more interested in solutions rather than postmortems Mr Gorchilov is willing to grasp the problem by the horns. Whilst he normally has the ability to be innovative and is naturally intuitive with regards to looking ahead, he may encounter problems with regards to long-term planning.
COMMUNICATION
A forceful, persuasive, natural communicator, Mr Gorchilov has the ability to put across and win others to his point of view easily. However, there could be some problems with regard to “listening” and it is likely that this person could occasionally deter others from putting forward their own particular point of view.
ADMINISTRATION
Administration is probably this person’s weakest point in terms of overall management skills. He dislikes routine and repetitive work and whilst he may have the ability to apply himself to administrative problems for short periods of time, it is important that the overall administrative burden is removed from Mr Gorchilov’s shoulders.
DEVELOPING OTHERS
Mr Gorchilov has the ability to identify the developmental needs of others, although he may not always action his ideas in this respect. It is, therefore, suggested that in terms of developing others, Mr Gorchilov’s value is in identifying developmental needs and then passing on the task of planning and organising a development programme to others more suited.
This report relates only to behavioural characteristics within a work situation and should always be used with a structured interview. Success in the role will also depend on further assessment which ensures the person has the appropriate intelligence, education, experience, knowledge and competence.
