Peter Muster - 25 Inspiring Motivator (Classic ... - insightsworld.ch

Peter Muster 

18.10.2010 

Personal Profile 

Foundation Chapter 

Management Chapter 

Effective Selling Chapter 

Personal Achievement Chapter 

Interview Chapter 

Insights Schweiz

Insights Discovery 3.5 Peter Muster Page 2 



Personal Details 

Date Completed 18.10.2010 

Date Printed 08.02.2011 

Insights Learning and Development Ltd. 

Jack Martin Way, Claverhouse Business Park, Dundee, DD4 9FF, Scotland 

Telephone: +44(0)1382 908050 

Fax: +44(0)1382 908051 

E-mail: insights@insights.com 

www.insightsworld.ch 

© Copyright 1992-2011 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com


Contents 

Introduction 5 

Overview 6 

Personal Style 6 

Interacting with Others 6 

Decision Making 7 

Key Strengths & Weaknesses 9 

Strengths 9 

Possible Weaknesses 10 

Value to the Team 11 

Communication 12 

Effective Communications 12 

Barriers to Effective Communication 13 

Possible Blind Spots 14 

Opposite Type 15 

Communication with Peter Muster's Opposite Type 16 

Suggestions for Development 17 

Management 18 

Creating the Ideal Environment 18 

Managing Peter Muster 19 

Motivating Peter Muster 20 

Management Style 21 

Effective Selling Chapter 22 

Selling Style Overview 23 

Before The Sale Begins 24 

Identifying Needs 25 

Proposing 26 

Handling Buying Resistance 27 




Gaining Commitment 28 

Follow-up and Follow Through 29 

Sales Preference Indicators 30 

Personal Achievement Chapter 31 

Living on Purpose 32 

Time and Life Management 33 

Personal Creativity 34 

Lifelong Learning 35 

Learning Styles 36 

Interview Questions 37 

The Insights Wheel 38 

Insights Colour Dynamics 39 

Jungian Preferences 40 




Introduction 

This Insights Discovery profile is based on Peter Muster’s responses to the Insights Preference 

Evaluator which was completed on 18.10.2010. 

The origins of personality theory can be traced back to the fifth century BC, when Hippocrates 

identified four distinct energies exhibited by different people. The Insights System is built 

around the model of personality first identified by the Swiss psychologist Carl Gustav Jung. 

This model was published in his 1921 work “Psychological Types” and developed in 

subsequent writings. Jung’s work on personality and preferences has since been adopted as 

the seminal work in understanding personality and has been the subject of study for thousands 

of researchers to the present day. 

Using Jung's typology, this Insights Discovery profile offers a framework for 

self-understanding and development. Research suggests that a good understanding of self, 

both strengths and weaknesses, enables individuals to develop effective strategies for 

interaction and can help them to better respond to the demands of their environment. 

Generated from several hundred thousand permutations of statements, this profile is unique. It 

reports statements which your Evaluator responses indicate may apply to you. Modify or 

delete any statement which does not apply, but only after checking with colleagues or friends 

to identify whether the statement may be a “blind spot” for you. 

Use this profile pro-actively. That is, identify the key areas in which you can develop and take 

action. Share the important aspects with friends and colleagues. Ask for feedback from them 

on areas which seem particularly relevant for you and develop an action plan for growth 

personally and interpersonally. 




Overview 

These statements provide a broad understanding of Peter Muster’s work style. Use this section 

to gain a better understanding of his approaches to his activities, relationships and decisions. 

Personal Style 

As he puts as much energy into maintaining personal relationships than into maintaining tasks, 

Peter Muster likes to keep a wide assortment of relationships alive and kicking. He prefers to 

be seen as rather sociable and may relish the occasional spotlight. He appears to thrive on a 

wide variety of tasks focusing on a motivating or promoting role. He will invariably have more 

to show for his efforts when he follows through to completion the necessary but tedious parts 

of a project. Peter Muster has a real zest for living and enjoys company. 

He is bored by facts, details and repetitive activities, especially those not relevant to his current 

areas of interest. Peter Muster is an ingenious and original problem solver. He has a strong ego 

and achieving significance in life is important to him. He is motivated by approval and reacts 

unfavourably to indifference or rejection from others. He flourishes in jobs where he can be of 

constant service or use his talent to persuade. 

Highly independent, Peter Muster enjoys speculative and imaginative activities and work. His 

obvious charm and enthusiasm tends to make him popular with friends and colleagues alike. 

Peter Muster is a curious and keen student of all that is going on around him. His interest lies in 

seeing possibilities beyond what is already present and known, by using his insight, ingenuity 

and intellect. Peter Muster sees possibilities in most situations and can direct others toward 

making a vision become a reality. 

He can be funny and outspoken but is inevitably concerned with others' opinions. He has an 

urge for lifelong learning and can shake off depression by simply finding projects that fascinate 

him. He possesses a natural gift for presentation. If a job doesn't offer him new challenges, 

boredom and poor performance may result. At work he often makes significantly more starts 

than finishes and he may need someone else to follow through with the details. He should take 

care to include the practical details in his projects and continually try to look at situations from 

an objective viewpoint rather than just his own perception. 

He constantly opens up new avenues of thought or action and can keep them open against all 

comers. Since he is more excited about using his imagination and creating something original, 

he may not take the time to collect all the information prior to beginning the project or process. 

Peter Muster is adaptable, easy-going, warm, friendly and generous. Peter Muster gains 

motivation from his ability to generate ideas. His almost permanently positive state can often 

carry others with him. He feels constantly drawn to begin many different projects, yet by 

failing to complete many of them, he allows his energies, inspirations and insights to become 

dissipated. 

Interacting with Others 




The easy-going nature and good humour that Peter Muster displays makes him an attractive 

companion. Consequently he is known by a large number of people and enjoys a wide circle of 

acquaintances. He may sometimes present himself as an “expert”, fully knowledgeable on a 

subject and eager to educate others about it. This can sometimes prove embarrassing when 

challenged by a more qualified expert. He encourages freedom and independence and is good 

at getting things done through other people when he slows down and takes the time to delegate. 

He has a tendency to blame other people for difficulties he encounters and may sometimes 

dismiss others' opinions as of relatively little or no value. His ability to empower others is one 

of his most impressive qualities. 

Peter Muster's preferred focus is on the positive, harmonious and uplifting aspects of people 

and human relations. He can be very vocal about social or people issues that concern him and 

can often be seen as the underdog's “champion”. Errors made by others may upset him and 

cause him to react loudly and vociferously. He doesn't like working alone, especially for 

extended periods of time. He tends to do well when he teams up with other, more practical 

people. Peter Muster's work style is down-to-earth, assertive and persuasive. 

He constantly seeks opportunities to talk things through with others. He prefers creating a busy 

and exciting world around him. He is noted for his innate ability to inspire and encourage 

others around him and exhibits excellent interpersonal skills. Peter Muster's ingenuity, warmth 

and his understanding of others allows him to proceed through life with great confidence. He 

is very effective in a leadership role, able to persuade others of the value of his vision. He 

normally reads people well, continually looking for the good in both the situation and in others. 

Decision Making 

Peter Muster is inquisitive, versatile, adaptable and resourceful in solving challenging, 

theoretical problems. With his enthusiasm and spontaneity, Peter Muster brings a refreshing 

approach to decision making. Trying to focus more on the facts, not just on the people, can be 

helpful in his decision making. He is stimulated by difficulties and is most ingenious in solving 

them. He is prone to jump to conclusions and may act on assumptions that may well turn out to 

be wrong. 

He may have so many ideas on the go that he has difficulty in making up his mind on the best 

course of action. Peter Muster's many accomplishments are achieved mainly through 

determination and perseverance in reaching or exceeding his high standards. He may often 

make decisions based upon how he feels about a situation, rather than how the situation 

actually is. People occasionally see Peter Muster making decisions that appear to fly in the face 

of logic. Carefully choosing where he will focus his energy may help him avoid wasting his 

time and considerable talent. 

He is happiest in a role which allows him to exercise his ingenuity to tackle one project after 

another. He has the ability to appear to listen to other people's viewpoints but may not 

necessarily be hearing or intending to action them. Constantly generating ideas, he sometimes 

has trouble focusing on just one thing at a time and can find difficulty in making consistent and 

lasting decisions. He may unconsciously manipulate the process to get his own way. Work that 




uses his ideas to improve or start a project suits him, but once these ideas get off the ground he 

prefers someone else to carry on with the details. 

Personal Notes 




Key Strengths & Weaknesses 

Strengths 

This section identifies the key strengths which Peter Muster brings to the organisation. Peter 

Muster has abilities, skills and attributes in other areas, but the statements below are likely to 

be some of the fundamental gifts he has to offer. 

Peter Muster’s key strengths: 


Creative thinker and dynamic innovator. 

Sees the positive in every situation. 

Sees innovation as a necessity. 

Understands the importance of “style” in presentation. 

Imagination and possibility form the basis of his creativity. 

Articulate and communicative. 

Takes advantage of opportunities. 

Finger constantly on the pulse. 

Outwardly directed energy ensures a fast friendly pace. 

High profile and visibility. 




Key Strengths & Weaknesses 

Possible Weaknesses 

Jung said “wisdom accepts that all things have two sides”. It has also been said that a 

weakness is simply an overused strength. Peter Muster's responses to the Evaluator have 

suggested these areas as possible weaknesses. 

Peter Muster’s possible weaknesses: 


“Tells” rather than “asks”. 

Has difficulty delegating. Likes to do it himself. 

Has to work hard to maintain a specific focus. 

Feels that some who may be modest are justified in their modesty! 

Loses interest when the initial challenge has gone. 

His outwardly directed energy can be overpowering to some. 

May become depressed if bored or forced to moderate tedious tasks. 

Over optimistic about the abilities of others. 

Optimism is occasionally misplaced. 

Does not enjoy working or being alone for long periods. 




Value to the Team 

Each person brings a unique set of gifts, attributes and expectations to the environment in 

which they operate. Add to this list any other experiences, skills or other attributes which 

Peter Muster brings, and make the most important items on the list available to other team 

members. 

As a team member, Peter Muster: 


Contributes vigorously and enthusiastically. 

Has an awareness of the people issues in the world around him. 

Provides stimulation and resourcefulness. 

Brings sparkle, zest and vigour. 

Energises the whole process with an infectious personality. 

Creates a friendly and adaptable atmosphere which is safe and conductive to work. 

Ensures there is never a dull moment where he is involved! 

Is seen as a good team builder. 

Is innovative and imaginative. 

Impacts many and varied ideas. 




Communication 

Effective Communications 

Communication can only be effective if it is received and understood by the recipient. For 

each person certain communication strategies are more effective than others. This section 

identifies some of the key strategies which will lead to effective communication with Peter 

Muster. Identify the most important statements and make them available to colleagues. 

Strategies for communicating with Peter Muster: 


Encourage his creative intuition. 

Be alert, alive and brief. 

Be alert and quick on your feet. 

Share in and promote his ideas and visions. 

Be prepared to make allowances for his occasional mistakes. 

Acknowledge his talent for leadership. 

Allow and bolster his feeling of self esteem. 

Be enthusiastic and positive. 

Ask for and solicit his ideas and suggestions. 

Allow time for fun and socialising. 

Do not obstruct opportunities for his development. 

Indulge in speculation and offer opinions readily. 




Communication 

Barriers to Effective Communication 

Certain strategies will be less effective when communicating with Peter Muster. Some of the 

things to be avoided are listed below. This information can be used to develop powerful, 

effective and mutually acceptable communication strategies. 

When communicating with Peter Muster, DO NOT: 


Be vague or leave things open to interpretation. 

Judge, criticise or embarrass him in public. 

Expect him to respond favourably if you dictate to him on policy or procedures. 

Stick rigidly to business issues. 

Forget to recognise him personally in a job well done. 

Challenge his perception of himself. 

Impose a “can't be done” or defeatist attitude on him. 

Act aggressively or reject his ideas without explanation. 

Insist on cumbersome reporting procedures. 

Spend too much time discussing “what ifs”. 

Let his imagination run riot at your expense. 

Question or challenge his personal values. 




Possible Blind Spots 

Our perceptions of self may be different to the perceptions others have of us. We project who 

we are onto the outside world through our “persona” and are not always aware of the effect 

our less conscious behaviours have on others. These less conscious behaviours are termed 

“Blind Spots”. Highlight the important statements in this section of which you are unaware 

and test them for validity by asking for feedback from friends or colleagues. 

Peter Muster’s possible Blind Spots: 

Peter Muster may feel pressured to make decisions too quickly, before he has had adequate 

time to gather all the more obscure facts and consider the fuller implications of his actions. He 

may adopt an “if you've got a headache take an aspirin” attitude, which indicates a lack of 

empathy to some. Peter Muster has a strong active conscience and may not be prepared to even 

consider others' values and opinions, particularly if they are not prepared to follow his lead. As 

an extraverted, future oriented person, he may fear failure above all else. He is a born 

entrepreneur who is constantly overselling his next great idea and attempting to generate 

support for it. 

Peter Muster's tendency to become distracted from finishing the tasks he starts sometimes may 

make him appear indifferent or disinterested to some. He may not wish to hear the objections 

of others because, to him, his own position usually seems unquestionable. Peter Muster is 

occasionally tempted to opt for the quick decision even though some of the key facts may not 

be in place. He could learn to protect himself against closed-mindedness by waiting a few 

seconds more before speaking, giving others the chance to offer input. Peter Muster may 

unconsciously seek material dominance, social standing and status. 

While he can be charming, funny and entertaining, occasionally he gives the impression of 

insincerity. Taking the time to pay closer attention to what is actually going on in the world 

around him and listening carefully to both the input and reactions of others will help him. 

Sometimes he talks and thinks so quickly, and so much, that others have the impression they 

have not been required to contribute. 





Opposite Type 

The description in this section is based on Peter Muster's opposite type on the Insights Wheel. 

Often, we have most difficulty understanding and interacting with those whose preferences are 

different to our own. Recognising these characteristics can help in developing strategies for 

personal growth and enhanced interpersonal effectiveness. 

Recognising your Opposite Type: 

Peter Muster’s opposite Insights type is the Coordinator, Jung’s “Introverted Sensing” type. 

The Coordinator is a careful, cautious, conventional person who is diplomatic and sincere. 

Coordinators tend to be very loyal, precise and disciplined with high standards and 

expectations of self. Coordinators may appear to lack self-confidence and prefer to operate in a 

structured and ordered manner, focusing on established guidelines rather than future 

possibilities. 

Peter Muster will often observe the Coordinator procrastinating on a decision until all of the 

facts and details are available. Peter Muster may also see the Coordinator as a critical and 

ideological thinker who will be quiet and reserved around strangers. Coordinators do not like 

stress or chaos and tend to be rather private, requiring support and reassurance. They prefer to 

build close relationships with small groups of people and like to retain the familiar and 

predictable. The Coordinator becomes stubborn if pressured, particularly by Peter Muster! 

Coordinators are concerned with what is “right” and, to Peter Muster, appear slow in decision 

making. They prefer a steady-paced environment with little interpersonal aggression and they 

tend to distrust outgoing people. They are motivated by schedule and order and are among the 

most private of the Insights types. Peter Muster sees the Coordinator as ever concerned with 

efficiency, becoming stressed when others do not stick to tightly laid down schedules and plans. 





Opposite Type 

Communication with Peter Muster's Opposite Type 

Written specifically for Peter Muster, this section suggests some strategies he could use for 

effective interaction with someone who is his opposite type on the Insights Wheel. 

Peter Muster: How you can meet the needs of your Opposite Type: 

Take the time to get to know him well. 

Prepare thoroughly, and plan to explain every feature of your proposition. 

Always seek his willing co-operation. 

Discuss and agree upon the deadlines. 

Take your time getting to know him if you want critical feedback. 

Explain why, what and how, and do it clearly and concisely. 

Peter Muster: When dealing with your opposite type DO NOT: 


Focus on his weaknesses or chastise him publicly. 

Get too excited or emotional. 

Reinforce his own self criticism. 

Set unrealistic deadlines that restrict his quality outputs. 

Question his loyalties or genuine interest. 

Interrupt his thought processes. 




Suggestions for Development 

Insights Discovery does not offer direct measures of skill, intelligence, education or training. 

However, listed below are some suggestions for Peter Muster’s development. Identify the most 

important areas which have not yet been addressed. These can then be incorporated into a 

personal development plan. 

Peter Muster may benefit from: 


Experiencing from the past and focusing on the present. 

Organising situations so they proceed exactly as he predicts and plans. 

Being left alone to work quietly. 

Realising that some others are not as quick as he is. 

Slowing down and thinking things through. 

Finding more practical ways to do things. 

Constructing orderly situations which then go exactly as planned. 

Setting deadlines - then sticking to them. 

Including more logical analysis in the process of his decision making. 

Questioning people about their assumptions. 




Management 

Creating the Ideal Environment 

People are generally most effective when provided with an environment which suits their 

preferences and style. It can be uncomfortable to work in an environment which does not. 

This section should be used to ensure a close match between Peter Muster’s ideal environment 

and his current one and to identify any possible frustrations. 

Peter Muster’s Ideal Environment is one in which: 


Relationships are informal and there is opportunity for social contact with colleagues. 

He can turn a vision into reality. 

Rules on time keeping and dress code are generally more relaxed. 

Innovation and entrepreneurialism can flourish. 

Constant progress is seen in the development of projects. 

He can quickly switch to a higher priority task. 

There are few “heavy” interruptions to dampen the atmosphere. 

A flexible approach is taken to the specification of hours and days worked. 

He can change focus immediately to deal with opportunities as they arise. 

The daily “battle” can be fought on a large “field” with few boundaries. 




Management 

Managing Peter Muster 

This section identifies some of the most important strategies in managing Peter Muster. Some 

of these needs can be met by Peter Muster himself and some may be met by his colleagues or 

management. Go through this list to identify the most important current needs, and use it to 

build a personal management plan. 

Peter Muster needs: 


To be more precise when delegating. 

Regular reinforcement of goals, activities and timeframes. 

Involvement in all the team activities. 

A “walkabout” manager whose presence is obvious. 

Practical follow-through and a support structure to handle the completion of projects. 

To fully understand the corporate mission. 

Take the time to smell a few more roses. 

To understand the need for time-management disciplines. 

Regular reinforcement of goals, objectives and timescales. 

Established support systems and procedures. 




Management 

Motivating Peter Muster 

It has often been said that it is not possible to motivate anyone - only to provide the 

environment in which they will motivate themselves. Here are some suggestions which can 

help to provide motivation for Peter Muster. With his agreement, build the most important 

ones into his Performance Management System and Key Result Areas for maximum motivation. 

Peter Muster is motivated by: 


The availability of support staff to assist with some of the “paperwork”. 

People who express flair, talent and creativity. 

Problems that require his intuitive skills. 

Congratulations for his exceptional efforts. 

The chance to make a reputation for himself. 

Freedom from constraints and supervision. 

Status symbols that represent success. 

Challenge and competition. 

A “key” role within a successful team. 

An important job title. 




Management Style 

There are many different approaches to management, most of which have different situational 

applications. This section identifies Peter Muster’s natural management approach and offers 

clues to his management style, highlighting both gifts and possible hindrances that can be 

further explored. 

In managing others, Peter Muster may tend to: 


Prompt people who naturally work at a slower pace. 

Put more energy into the project than the task merits. 

Over-exaggerate and over-embellish the true facts. 

Offer tangible rewards for extra effort. 

Welcome free expression within the team. 

Fail to listen actively to the views and opinions of others. 

Lead from the front by personal example. 

Be articulate, verbally expressive and animated. 

See drawbacks simply as challenges to overcome. 

Take on too much and over extend himself. 




Effective Selling Chapter 

Effective selling has three main requirements: 

First, the salesperson must understand him or herself, and how to build on strengths and 

develop any areas of weakness, aware of how different customers perceive him or her. 

Secondly, the salesperson must understand others - particularly customers - who are different. 

Customers will often have opposing needs, expectations, desires and motivations than those of 

the salesperson. These distinctions need to be appreciated and respected. 

Thirdly, the salesperson must learn to adapt his or her behaviour to relate to, connect 

effectively with, and influence, the customer. 

This chapter is designed to support the development of each of these requirements at each 

stage of the sales process. 

The model below illustrates the conceptual overview of each of these different stages and the 

corresponding sections explored in this chapter. 

Use the Effective Selling Chapter to develop strategies for improved customer relationships, 

greater self-understanding and more & greater sales. 

1. Before The Sale Begins 

3. Proposing The Solution 

2. Identifying Needs 

6. Follow-up & Follow-Through 

5. Gaining Commitment 

4. Dealing with Buying Resistance 




Selling Style Overview 

These statements provide a broad understanding of Peter Muster's selling style. Use this 

section to gain a better understanding of his approaches to his customer relationships. 

With a contagious energy for selling, Peter Muster readily gains the attention of potential 

customers by constantly networking. Seen by most of his customers as determined and 

energetic, Peter Muster can rise to meet most sales challenges. He may prefer not to get 

involved in extensive paperwork, such as call reports, pre-call research or writing lengthy 

proposals and may seek to avoid these where possible. He tends to spend less time in inner 

reflection, regarding interaction as an essential key to sales success. He prefers working with a 

larger customer base. 

He usually makes a great effort to go the extra mile in the service of his customers. His regular 

'flashes of brilliance' may be diluted by his inability to describe the steps and process required 

to bring them into reality. He gains great satisfaction from a warm reception, but conversely he 

may take rejection personally and take some time to fully recover. Peter Muster is 

warm-hearted, popular and sociable, with a large number of friends and business 

acquaintances. He may believe that he can talk his way round any customer. Peter Muster's 

ability to empower others is one of his most obvious sales qualities. 

In the sales situation, he may not readily express how he feels. Because of his enjoyment of 

variety and novelty, he will tend to be much more attracted to starting than finishing things. As 

a consequence, follow through of agreed actions does not always happen. Peter Muster 

switches behaviour naturally from business to personal in an effort to relate well with 

customers. 





Before The Sale Begins 

The sale begins long before the formal sales process starts and continues long after it ends. 

Here are some of the key ideas that Peter Muster needs to be aware of in the initial stages 

when planning and approaching the customer. 

Peter Muster's key strengths before the sale begins: 

Thinks quickly in adapting to changing situations. 

Empathises well with the customer's issues. 

Seeks variety in his approaches to customers. 

Is responsive to requests for help. 

Generates quality leads by spending time with others. 

Often uses innovative approaches to find out about the customer and the market. 

Before the sale begins Peter Muster could: 


Be prepared to justify his high risk strategies with supporting evidence if required. 

Do more research into the customer, the market and the competition. 

Prioritise his prospecting more effectively. 

Avoid becoming involved in too many activities - appreciate taking time out for self. 

Be more aware of others' opinions and contributions. 

Realise that if he fails to prepare, then he is preparing to fail! 



Insights Discovery 3.5 Peter Muster Page 25 

Identifying Needs 

In identifying needs, the goal is to find out what the customer's real problems are. Here is an 

overview and some advice relating to how Peter Muster may identify customer needs. 

Peter Muster's key strengths in identifying sales needs: 

Looks for the good and the opportunities in the people and events his customer 

describes. 

Asks innovative questions. 

Promptly addresses critical concerns that might preoccupy his customer. 

Creates partnerships in possibilities. 

Keeps his mind on the task at hand. 

Quickly bridges the customer's needs to the product or service. 

When identifying needs Peter Muster could: 


Develop more practical ways of linking customer needs to his product or service. 

Be less eager to offer immediate "fix-it" solutions. 

Record customer needs more meticulously than may appear necessary. 

Make use of his natural creativity to uncover hidden needs and opportunities. 

Ensure he leaves the meeting with a clear, time-bound agenda for future action. 

Take care not to act too quickly. 




Proposing 

Having identified the customer's needs, the proposing phase should close the gap between their 

needs and the current situation. Here are some of the keys for Peter Muster to develop a 

powerful and effective proposing style. 

Peter Muster's key strengths in proposing: 

Enjoys an easy going and fun approach. 

Tunes in to non-verbal indicators of progress. 

Has spontaneous and lively presentational skills. 

Engages others with his fast and fluent presentational style. 

Readily paints word pictures that illustrate the potential. 

Employs an emotive language which engages the customer's attention. 

When proposing Peter Muster could: 


Be sure to moderate the areas of potential risk. 

Be careful not to over-elaborate just to win the order. 

Check for the customer's appreciation of the process at regular intervals. 

Take care not to overwhelm with emotional enthusiasm. 

Balance engaging with the customer with maintaining a task-focus. 

Get organised and prepare - avoid being caught later by the important detail. 




Handling Buying Resistance 

If the customer relationship has been built effectively, buying resistance should be low. 

However, this section suggests strategies for Peter Muster to deal effectively with buying 

resistance. 

Peter Muster's key strengths in dealing with buying resistance: 

Readily turns objections into reasons to buy. 

Accepts resistance simply as a challenge that must be overcome. 

Avoids rebuttals by using his strong people skills. 

Responds to resistance in a positive manner. 

Uses charm to put people at ease. 

Uses intuition to uncover the hidden blockers to the sale. 

When dealing with buying resistance Peter Muster could: 


Probe more to discover the customer's real fears. 

Conceal his deeper feelings if vigorously challenged. 

Interpret "negative feedback" as "constructive feedback", and avoid taking it too 

personally. 

Remember to recap on areas of agreement. 

Stick with the issues in hand and avoid generalisations. 

Avoid the temptation to reach conclusions too quickly. 




Gaining Commitment 

The close should be the natural progression of the sale, not the conflict at the end! When your 

customer trusts you, is clear about what they are buying and needs what you have to sell, you 

are ready to propose commitment. Here are the strengths and suggestions for development in 

Peter Muster's closing style. 

Peter Muster's key strengths in gaining commitment to the sale: 

Keeps the process moving. 

Heightens the customer's understanding of potential future loss or gain. 

Exhibits fast-paced and dynamic negotiating skills. 

Is enthusiastic and persistent in closing. 

Persuades and motivates towards sale completion. 

Instinctively knows the best time to suggest commitment. 

When gaining commitment Peter Muster could: 


Be aware of a tendency to talk through or past the sale. 

Pay more attention to the details. 

Review what has been agreed before progressing. 

Stay on track and slow down. 

Be more methodical about gathering all the details. 

Ask more questions. 




Follow-up and Follow Through 

It is your job, having built a relationship with your customer, to continue that relationship and 

to be of service to your customer beyond the initial sale. Here are some ideas which Peter 

Muster can use to support, inform and follow-up with the customer. 

Peter Muster's key strengths in sales follow-up and follow through: 

Will take action quickly to resolve service issues. 

Is good at creating a referral flow as a result of positive customer contact. 

Networks to further his business. 

Enjoys regular face-to-face customer updates where possible. 

Builds a large and effective network within his customer base. 

Enjoys the customers' company and sees many of them as friends. 

When following-up and following through Peter Muster could: 


Ensure action is taken the way the customer requests. 

Finish one project before starting the next. 

Explain fully what will happen in the post-sale process. 

Remember that it may be easier to develop a relationship with an existing customer than 

find a new one. 

Keep good notes of his current ideas for optimum development of the account. 

Set dates for customer reviews as soon as the sale has been closed. 




Before The Sale Begins 

Identifying Needs 

Proposing 

Sales Preference Indicators 

Researching 3.8 

Building Trust 5.4 

Clear Objectives 3.8 

Getting Appointments 6.7 

Listening 1.8 

Questioning 3.2 

Encouraging 7.0 

Creating Opportunities 8.0 

Focused & Relevant 4.0 

Enthusiastic Presentation 7.3 

Shows Understanding of Needs 4.5 

Organisation & Accuracy 2.4 

Dealing With Buying Resistance 

Direct Handling of Objections 5.2 

Gaining Commitment 

Persuasion 8.6 

Clarifying Details 3.6 

Meeting Concerns 4.6 

Closing 6.8 

Flexibility 5.6 

Minimising Risks 1.8 

Meeting Clients' Needs 3.8 

Follow-up And Follow Through 

Maintains Contact 3.7 

Account Planning 3.8 

Relationship Maintenance 6.4 

Developing the Account 8.1 




Personal Achievement Chapter 

At its best, life is a rewarding journey of personal exploration and growth. 

This chapter is designed to focus on several highly important aspects of personal development. 

Using the guidance suggested in these pages can lead to exciting changes and can have a 

profound impact on success. 

The sections will help Peter Muster define his life's purpose, set his goals and organize his time 

and life to achieve them. It offers suggestions on how he can tap into his natural creativity, 

and unleash further creative potential from deeper aspects of his personality, to overcome any 

obstacle. 

Finally, it gives powerful suggestions for Peter Muster to understand and enhance his 

preferred learning styles. 

When applied, the ideas contained in this profile can provide insights and support to life’s 

journey of development. 




Living on Purpose 

Having a sense of purpose and worthy goals are important to building a strong foundation for 

a successful life. Here are some of the things Peter Muster should be aware of in setting goals 

and defining his purpose. 

Living on purpose 

Peter Muster uses his strong networking skills to solicit the help of others in reaching his 

destination. In striving to progress, he may view obstacles as challenges to be welcomed. 

Whilst recognising that writing goals down is important to maintain focus, he finds it rather 

difficult to discipline himself to do this. Exercising the discipline of re-visiting, re-assessing 

and re-evaluating the goals will help him stay focused. Use of his well-developed skills of 

persuasion can gain others' early support for his projects. 

He has a tendency to accept additional work without too much thought. He should delegate 

more and give others the experience of handling the task. His world is so full of new 

possibilities and different ways of doing things that he may have great difficulty in 

concentrating on any one thing without needing a break to embrace another. Skilled at setting 

broad, long term objectives, he should endeavour to break these down into smaller steps. He 

will set ambitious goals without usually considering the possibility of failure. In pursuit of his 

goals he will strive to maintain harmonious personal relationships. However these relationships 

may suffer if they are seen to be blocking his progress. 

Peter Muster will remain positive about his ability to achieve, although this may occasionally 

be viewed by others as somewhat misplaced optimism. Peter Muster knows intuitively how 

best to focus the team on achieving both individual and collective outcomes. He thrives on the 

challenge of continuous change, but may fail to appreciate that many others do not! 





Time and Life Management 

Benjamin Franklin said "Dost thou love life? Then do not squander time, for that is the stuff 

life is made of". This section contains some strategies that Peter Muster can use to become 

more effective in the area of time and life management. Choose the most significant ones and 

apply them every day for high levels of effectiveness. 

In managing his time, Peter Muster, Suggested Action For Development 

Is creative and original and produces 

many options. 

Do not be discouraged by excessive 

delays and postponements. 

Lets his imagination lead the way. Focus on the process, too, and form a 

plan. 

Often chooses to handle several jobs at Prioritise each one and work 

once. 

systematically on the most important 

ones first. 

Finds it difficult to concentrate on detail Schedule frequent short breaks into 

for long periods. 

the work process. 


Can change direction quickly to go with 

the flow. 

Regularly devotes time for team 

meetings. 

Make sure it is the appropriate 

direction to avoid being taken way off 

track. 

Allow others to contribute to a 

structured agenda. 




Personal Creativity 

Creativity has been defined as seeing the same thing as someone else but thinking something 

different. Different people have different creative strengths. This section identifies some of 

Peter Muster's creative characteristics and how he can build on them. 

In his creativity, Peter Muster, Suggested Action For Development 


Usually acts on his ideas as they enter 

his head. 

Write things down to capture and 

analyse thoughts. 

Prefers to go for the easiest solution. Initial in-depth evaluation will save 

time in the long run. 

Expresses the lighter side of life. Translate the enjoyment into action. 

Will be highly visible in putting ideas 

across. 

Respect others' needs for their own 

air/space. 

Provides a constant stream of ideas. Write them down or they may get lost. 

Builds castles in the air while others are 

doing what they perceive to be the 

serious work. 

Keep the enthusiasm, but apply it 

carefully. 




Lifelong Learning 

Continual learning is a key part of personal development and growth. This section identifies 

several ideas Peter Muster can use to learn more effectively. Use these statements to map out a 

learning strategy and to create the environment for optimum personal growth. 

Peter Muster's preferred learning style is supported when he: 

Is able to communicate his instant thoughts. 

Tries out non-traditional approaches. 

Is able to exchange views with others. 

Can seek opinions from others on their experiences. 

Can have many stimulating projects and interests on the go simultaneously, where he is 

free to respond in different ways. 

Has opportunities to generate ideas in an open and like-minded group environment. 

Peter Muster can stretch in learning by: 


Reading and reflecting alone. 

Scanning books for useful material of the learned topics. 

Following instructions, if something is worth learning, it is worth mastering. 

Getting into the detail when the situation requires it. 

Looking, before he leaps to conclusions. 

Paying closer attention to detail. 




Systematic 

Processing 

Focused Thinking 

Practical Action 

Detached 

Analysis 

Considered 

Reflection 

Intuitive Experimentation 

Interactive Participation 

Flexible Involvement 

Considered Reflection 

Systematic Processing 

Detached Analysis 

Learning Styles 


18.10.2010 

Focused Thinking 

Flexible Involvement 

Practical 

Action 


© Copyright 1992-2011 Andrew Lothian, Insights, Dundee, Scotland. All rights reserved. www.insights.com 

Intuitive 

Experimentation 

Interactive 

Participation 

Less Comfortable Comfortable Preferred


Interview Questions 

This section lists several questions which can be used in interviewing Peter Muster. The 

questions can be used as they appear here, or can be adapted to suit the interviewer's own 

style or needs. The questions are raised by considering issues Peter Muster may be less 

comfortable with - those development areas in which he may have fewer strengths. Some or all 

of these topics should be used along with other questions which may be job specific. Using 

them will help establish the level of Peter Muster's self-awareness and personal growth. 

Interview Questions: 


How do you react to situations that call for precise detail? 

Would you say you are a good listener? 

Under time pressure, what is more important to you - 100% done in an acceptable way 

or 70% done precisely the way it is supposed to be done? 

Tell me about the positive sides of your last boss. 

How do you react to a "failure"? 

How would you feel in an office on your own with little, if any, opportunity to meet 

others? 

How neat/tidy/systematic/orderly do you consider yourself to be? 

Describe procedures you may have introduced and to what end. Aren't procedures just a 

hindrance to getting on with the job? 

What would you feel if I asked for a daily activity report? 

How would you feel about attending a 1 week course on "Economics in Business"? 




The Insights Wheel 


18.10.2010 

R E FORME BLUE 

BLUE 

R 

RED 

RED 

RED 

BLUE 

BLUE 

C 

O 

O 

R 

D I 

N AT 

O R 

13 

12 

O BSERVER 

113 

112 

S UPPORT ER 

GREEN 

GREEN 

GREEN 

14 

11 

33 

32 

133 

132 

15 

10 

34 

31 

35 

53 

52 

30 

116 

153 

152 

109 

54 

51 

136 

55 

50 

129 

16 

156 

149 

9 

36 

29 

56 

49 

H ELPER 

D I RECTOR 

RER 

I 

NSP 

I 



41 

48 

21 

28 

1 

22 

23 

141 

42 

104 

43 

124 

148 

8 

121 

47 

128 

46 

101 

144 

44 

45 

145 

108 

Conscious Wheel Position 

25: Inspiring Motivator (Classic) 

Personal (Less Conscious) Wheel Position 

24: Directing Motivator (Classic) 

27 

26 

2 

7 

125 

24 

25 

3 

6 

105 

RED 

RED 

4 

5 

M OTIVATO 

R 

YELLOW 

YELLOW 

YELLOW


6 

3 

0 

BLUE 

2.88 

48% 

Persona 

(Conscious) 

GREEN 

2.64 

44% 

Insights Colour Dynamics 

YELLOW 

5.04 

84% 

RED 

4.04 

67% 

100 

50 

0 

50 

100 


18.10.2010 

Preference 

Flow 

55.3% 



6 

3 

0 

Persona 

(Less Conscious) 

BLUE 

0.96 

16% 

GREEN 

1.96 

33% 

(Conscious) (Less Conscious) 

YELLOW 

3.12 

52% 

RED 

3.36 

56%


Jungian Preferences 

Attitude/Orientation: 


18.10.2010 

100 0 

100 

Introversion (I) Extraversion (E) 

Rational (Judging) Functions: 

100 0 

100 

Thinking (T) Feeling (F) 

Irrational (Perceiving) Functions: 

100 0 

100 

Sensing (S) Intuition (N) 

(Conscious) (Less Conscious)

Peter Muster - 25 Inspiring Motivator (Classic ... - insightsworld.ch

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