GIVE WINGS TO YOUR CAREER

EXPLORES YOUR STRENGTHS IN YOUR PROFESSIONAL LIFE

Red Bull Wingfinder is an accurate free personality assessment that focuses on your strengths, the things that you’re naturally inclined to be good at, and gives you the tools and coaching to be even better. It was developed by Red Bull and an expert team of psychology professors from University College London and Columbia University New York.

Wingfinder is free, fun and easy to do... After completing this assessment, you will receive a full report learning about your areas of strength with feedback individualised for you. Your tailored coaching plan includes strategies to help you analyse and maximise your strengths. You will also benefit from the experience of some of the world’s best athletes and entrepreneurs who share the same strengths as you. You can discover how they leverage their strengths in their career and learn how they manage potential pitfalls.

WINGFINDER ASSESSES YOUR STRENGTHS ACCORDING TO FOUR KEY AREAS OF PROFESSIONAL SUCCESS

CREATIVITY

THINKING

DRIVE

CONNECTIONS

Wingfinder is based on psychological research, carried out across thousands of scientific studies that clearly points to four areas that are more influential than any others for success in knowledge-based jobs.

Every individual is unique, with different passions, strengths, weaknesses, talents and goals. Knowing your strengths and how to best leverage them, along with what to watch out for, enables you to develop, grow and succeed in your work life.

1 part of 4

In the first section, you are going to see some image-based questions. To answer each question, you will need to select the image that best represents you. There are no correct or incorrect answers, please answer honestly.

Your colleague has produced an urgent presentation for your boss but has received negative feedback and only has an hour to turn around a better version. Do you?


You see someone on the street with a great outfit. What do you do?

Which is more like you?

How do you usually take notes?



Which would you rather be?



Futher - https://www.wingfinder.com/my/assessment/live

My own results:

WHAT MAKES YOU UNIQUE
Explore your strengths in 4 key areas of your personality

CREATIVITY - 

YOU ARE:
ADAPTABLE rather than focused

IN TERMS OF YOUR CREATIVITY
You're excited by a degree of uncertainty. You're able to adapt to new ideas and don't like being too definite in your thinking. You succeed through:

your adaptability to change
your willingness to try something new

your flexible thinking

ON A GOOD DAY:

You respond well to new environments

ON A BAD DAY:

You can be prone to taking on too many tasks at once

YOU ARE:
INNOVATIVE rather than pragmatic
IN TERMS OF YOUR CREATIVITY
You stand out for your original thinking. You're always looking to find a new angle — an idea that no one's tried before. You succeed through:

your ability to innovate
your lateral thinking
your love of new ideas

ON A GOOD DAY:

You enjoy coming up with innovative solutions

ON A BAD DAY:

You can feel constrained by too much routine

YOU ARE:
SLIGHTLY MORE OPEN TO EXPERIENCE than classical
IN TERMS OF YOUR CREATIVITY
 MORE CLASSICAL
YOU

MORE OPEN TO EXPERIENCE
While you're open to new ideas, you also value your own experience. You enjoy the familiarity of routine but like to pepper it with spontaneity. You succeed through:

your ability to balance the familiar with the unknown
your versatility
your originality

ON A GOOD DAY:

You leap enthusiastically into the unknown

ON A BAD DAY:

You shy away from repetitive tasks

THINKING - 

YOU ARE:
ANALYTICAL more than intuitive

IN THE WAY YOU THINK
You prefer to think through a situation before diving in. You use reason and logic to get to the heart of a problem. You succeed through:

being able to learn quickly
remaining objective

taking time to think

ON A GOOD DAY:

You think in a structured, logical way

ON A BAD DAY:

You can place a lot of emphasis on being analytical

DRIVE - 

YOU ARE:
SLIGHTLY MORE DISCIPLINED than relaxed

IN TERMS OF YOUR AMBITION
You care about consistency and details, but you don't lose sight of the bigger picture. You succeed through:

being dependable and consistent
your ability to let go
careful planning

ON A GOOD DAY:

You can be relied on to deliver

ON A BAD DAY:

You get frustrated by tasks that don't need much structure or routine

YOU ARE:
SLIGHTLY MORE PATIENT than achiever
IN TERMS OF YOUR AMBITION
You work to live rather than live to work. While you do work hard and put in the effort, your job is not your life. You allow opportunities at work to come to you rather than chasing them. You succeed through:

living in the moment
knowing when to take things seriously or not
learning from others as they take the first leap

ON A GOOD DAY:

You are satisfied with what you have

ON A BAD DAY:

You are not always proactive enough

YOU ARE:
SLIGHTLY MORE CONFIDENT than modest
IN TERMS OF YOUR AMBITION
You're confident in yourself and your abilities but you realise that you're also human. You know what you're capable of and you're also realistic about your limitations. You succeed through:

knowing when to step forward and when to let others take the lead
balancing your confidence with your cautiousness
understanding what you're good at and focusing on those areas

ON A GOOD DAY:

You are comfortable in the limelight

ON A BAD DAY:

You may have very high expectations

CONNECTIONS - 

YOU ARE:
more SOCIABLE rather than independent

IN THE WAY YOU WORK WITH OTHERS
Social events are something you're naturally good at. You prefer being around people and you enjoy making new connections. You succeed through:

being comfortable around people
being energised by spending time with others

taking an interest in others

ON A GOOD DAY:

You thrive on meeting new people

ON A BAD DAY:

You can find it hard to work alone

YOU ARE:
SUPPORTIVE rather than autonomous

IN THE WAY YOU WORK WITH OTHERS
You're good at thinking about other people before yourself. You appreciate the support and ideas they can offer. You succeed through:

your selflessness
your openness to other opinions

your focus on the group

ON A GOOD DAY:

You are naturally supportive of colleagues

ON A BAD DAY:

You can be too influenced by others' needs

YOU ARE:
SLIGHTLY MORE BALANCED than emotive

IN THE WAY YOU WORK WITH OTHERS
It takes lot for you to feel the pressure. You're good at keeping a cool head, and staying upbeat and focused. You succeed through:

your confidence
staying positive

not worrying too much

ON A GOOD DAY:

You stay calm when stress levels rise

ON A BAD DAY:

You may not realise when others are stressed

YOU ARE:
SLIGHTLY MORE DIPLOMATIC than direct

IN THE WAY YOU WORK WITH OTHERS
You're concerned with other people's needs and try to deal with conflict fairly. You hear what other people have to say and are honest in your own opinions. You succeed through:

being able to see two viewpoints
getting your point across clearly

listening to others

ON A GOOD DAY:

You have strong social skills

ON A BAD DAY:

You need to be deliberate in delivering critical feedback

FOCUS ON THESE STRENGTHS, Vlad

Remember, these four strengths make you stand out

I AM ADAPTABLE

You're excited by a degree of uncertainty. You're able to adapt to new ideas and don't like being too definite in your thinking.
Here are four ways to help you build on this strength
1
Adapt to the situation at hand
Some things are unpredictable at work. Try to adapt your behaviour to the situation at hand.
2
Believe in your own judgement
There are often many solutions to a problem. Choosing the best one is about believing in your own judgement.
3
Find a quiet space
Find a space where you can block out any distractions and be alone with your thoughts.
4
Take a break or change the scene

If you're struggling to come up with ideas, don't force it. Sometimes, taking a break or a change of scene will get the creative juices flowing.

I AM SOCIABLE

Social events are something you're naturally good at. You prefer being around people and you enjoy making new connections.
Here are four ways to help you build on this strength
1
Try to be concise
If you like to talk, be concise and make sure your main points don't get lost.
2
Find the right environment for you
You might find the office gets too quiet at times. Try relocating to a busier spot in the building or perhaps even to the local coffee shop during these moments.
3
Include others
Some people are too shy to volunteer their opinion. Make them feel included by asking what they think.
4
Take time to listen
Take time to really listen to what other people have to say. Avoid cutting them short.

I AM INNOVATIVE


You stand out for your original thinking. You're always looking to find a new angle — an idea that no one's tried before.
Here are four ways to help you build on this strength
1
Start with a simple idea
Try beginning a new project with just pencil and paper. Start from a simple idea and develop it.
2
Embrace the unfamiliar
Work in an unfamiliar environment, with unfamiliar people. This will continually refresh the way you think.
3
Brainstorm
Brainstorm and record your ideas, however terrible they may seem. Later on, edit them.
4
Pay attention to when you are most creative
Note the time of day, environments and situations where you produce your best ideas then deliberately set aside that time of day for idea generation.

I AM SUPPORTIVE

You're good at thinking about other people before yourself. You appreciate the support and ideas they can offer.
Here are four ways to help you build on this strength
1
Listen first
Hold back your opinion until you've made an effort to understand the other person's. Then you will be able to help them even more.
2
Strike the right balance
Try to strike a good balance between your own needs and other people's. Don't let one overtake the other.
3
Be prepared to focus on your own goals when you need to
We always have to make compromises, but sometimes you should focus on your own goals.
4
Ask for help when you need it
You cooperate well with others. So notice when you're struggling on your own, and reach out for help.

WHAT MAKES VLAD UNIQUE?

ASSESSED BY RED BULL WINGFINDER, 30 MAY 2020

Top strength:	ADAPTABLE Vlad is excited by a good degree of uncertainty. He is able to adapt to new ideas and situations, and doesn't like being too definite in his thinking.	He succeeds through: - his adaptability to change - his willingness to try something new - his flexible thinking	Responds well to new environments	Can take on too many tasks at once
Top strength:	INNOVATIVE Vlad stands out for his original thinking. He enjoys finding new angles and ideas that no one's tried before.	He succeeds through: - his ability to innovate - his lateral thinking - his love of new ideas	Enjoys coming up with innovative solutions	Can feel constrained by too much routine

This strength is part of Vlad's CREATIVITY result

Vlad's Creativity result measures how original and innovative his thinking is, or how logical and analytical it is. He is open-minded, enjoys novelty and change, and is often coming up with new and interesting ideas.

Top strength:	SOCIABLE Social events are something Vlad is naturally good at. He prefers being around people and enjoys making new connections.	He succeeds through: - being comfortable around people - being energised by spending time with others - taking an interest in others	Thrives on meeting new people	Can find it hard to work alone
Top strength:	SUPPORTIVE Vlad is good at thinking about other people before himself. He appreciates the support and ideas they can offer	He succeeds through: - his selflessness and desire to help others - his openness to other opinions - his focus on the group	Is naturally supportive of colleagues	Can be too influenced by others' needs

This strength help explain the way Vlad works with other people – CONNECTIONS

The Connections result measures how Vlad manages relationships and how well he works independently. Vlad enjoys being at a stage in his career where he is helping other people, establishing connections and growing a network.

Carol Dweck's new theory on the foundations of personality

Carol Dweck, founder of mindset theory, has written an ambitious new paper in Psychological Review. In this paper, she presents a new theory about how personality is formed and how both nature and nurture play a role in this. The interesting thing about this theory is that it both establishes connections between old and new theories within psychology and that is brings together separate psychological disciplines. Social psychologists have often been criticized for paying too little attention to theory building and for merely developing fragmentary knowledge. Dweck now comes up with a strong answer to these criticisms in the form of a broad theory which may turn out to explain a broad range of psychological phenomena. This type of theorizing is not only important for social scientists but also for practitioners for whom psychological knowledge is relevant (and who is really excluded from this group?). Good theory can help practitioners deal with problems in more informed, systematic and integrated ways. Below, I will explain what the theory is. Then, I will say a bit more about some of the main parts of the theory.

Dweck's theory of personality development 

As briefly explained as possible, the theory comes down to the following. We all have a set of psychological needs which we try to satisfy through the goals we set. While we try to achieve those goals we develop mental representations in the form of beliefs, emotions and action tendencies. These mental representations then direct the further goals we set. As this happens we gradually form certain styles in the way we set goals and related patterns of behavioral tendencies which can be viewed as personality traits. According to Dweck these mental representations become the basis of how personality develops. The figure below summarizes this.

A taxonomy of needs 

As part of her macro theory Dweck presents a micro theory of needs which is interesting. In her theory of needs she integrates parts of many other needs theories, such as self-determination theory (Ryan & Deci, 2016). Her model fits with these earlier theories and builds on them by adding a meaningful stratification. The first layer consists of three basic needs: acceptance, predictability and competence. The second layer consists of three emergent or compound needs: trust, control, and self-esteem/status. The third layer consists of one developed need: self-coherence, which itself consists of two components: identity and meaning.

The figure on the right shows the entire needs model. The first layer of needs are basic needs. These are needs which are present from birth of shortly thereafter.

The second layer contains needs which have developed later on and follow from combinations of the previously mentioned basis needs. Trust emerges from the combination of predictability and acceptance, self-esteem from the combination of acceptance and competence, and control from the combination of competence and predictability. These compound needs develop later on in the development of the individual because the require a greater self-awareness and a greater ability to compare oneself to a certain norm. By the way, that these compound needs develop later does not mean they are less important. The need for self-coherence is the "hub" of all needs and refers to the feeling of being psychologically intact and integrated. The component of identity revolves around the question of "who am I?" while the component of meaning revolves around the question of "How does the world work?".

The formation of mental representations (BEATs) 

Dweck argues that when we set goals to satisfy our needs experiences are created which we start to represent in our brains. The representations can be thought of as cognitive schemas based on our experiences. What these mental representations refer to Dweck explains by the acronym BEATs which stands for Beliefs, Emotion, and Action Tendencies. BEATs are thus the way the brain encodes the experiences we have as we try to achieve the goals we set in order to fulfill our needs. That BEATs emerge from experiences does not mean that genes play no role in their formation. Genetic factors can surely play a role in how experiences are mentally represented. A an aside I would like to mention that a powerful example of how beliefs (the B from BEATs) play a role in the development of behavior and personality is Dweck's own mindset theory. Mindset theory is also a good example of how influencing people's beliefs can have a great impact on their behaviors and consequences of their behaviors. If the influence is structural, Dweck's new theory suggests, personality formation can be influenced.

Implications of this theory

This theory may have important implications for how we think about individual development and for effective ways of intervening in the case of problems. The theory could, for example, be very useful in explaining personality disorders. One way in which this might be done is by understanding how an excessive focus on fulfilling one particular need could suppress the fulfillment of other needs. Obsessive-compulsive disorders might be understood as an excessive focus on goals which are aimed at satisfying the need for control which may be at the expense of the satisfaction of other needs. A BEAT which might play a role in this process is a low expectation of control.

Another way in which personality disorders might be understood is through the formation of ineffective BEATs. People with a borderline personality disorder might, for example, have developed ineffective and unrealistic beliefs about the meaning of rejection bu others due to which they might react in and extreme manner to rejection. Further, disorders could be understood as a inability to keep updating BEATs throughout life.

Another type of implication of this theory concerns the identification of entry points to stimulate or guide healthy personality development and to intervene in case of problems. An healthy personality development can take place in a context which recognizes and supports the seven needs which Dweck describes. The basic needs can be recognized, acknowledged, and supported from very early on. The compound needs emerge later and can be supported later on. Also, a healthy personality development requires the formation of effective and realistic mental representations (BEATs). Realistic beliefs and effective action tendencies are important prerequisites for healthy personality development. Beliefs and action tendencies also appear to be very suitable as entry points for the treatment of problems and disorders. Unrealistic (and/or ineffective) beliefs may lead to ineffective behavioral tendencies and eventually even to personality disorders.

Reflection

I have tried to briefly summarize Carol Dweck's new theory. Of course, her paper provides a much more in depth treatment of everything I have mentioned. I think this paper is one of the most ambitious and interesting psychology papers I have read in a long time. The framework which Dweck presents builds on a great deal of previous theory building. At the same time it may guide a lot of new research which may test the specific parts of this theory and their connections.  Future research could, for example, test the structure of the taxonomy of needs, the relations between personality disorders and needs satisfaction, and BEATs, and the degree to which personality development can be influenced through BEATs.

12 Questions To Tell If You're A Great Manager

Tomasz Tunguz

I’ve been reading Fred Kofman’s book, Conscious Business. Written in 2006, the book summarizes Kofman’s experiences as a management consultant to some of the great leaders in technology and other industries. In the book, Kofman lists 12 questions Gallup used to identify great managers in one of the largest management surveys conducted.

As I read this list of 12 questions, I started answering them for each of the different roles I’ve had. When I worked for great managers and answered the questions, I found I answered yes to almost all of them. The converse is also true.

This list incorporates questions about communication clarity, mission, shared values, respect, community and teamwork.

1. Do I know what is expected of me at work?
2. Do I have the materials and equipment I need to do my work right?
3. At work, do I have the opportunity to do what I do best every day?
4. In the last seven days, have I received recognition or praise for doing good work?
5. Does my supervisor, or someone at work, seem to care about me as a person?
6. Is there someone at work who encourages my development?
7. At work, do my opinions seem to count?
8. Does the mission/purpose of my company make me feel my job is important?
9. Are my co-workers committed to doing high-quality work?
10. Do I have a best friend at work?
11. In the last six months, has someone at work talked to me about my progress?
12. This last year, have I had opportunities at work to learn and grow?

Running through this list as a manager with each report might be a great way to structure a one-on-one, especially those deeper conversations about career progression, employee satisfaction and a person’s place within an organization.

A Brief History of Personality Tests

by Eben Harrell

First used by the U.S. Army during World War I to try to predict which soldiers would suffer from “shell shock,” personality testing today is a roughly $500 million industry, with an annual growth rate estimated at 10% to 15%. Millions of workers take assessments each year as part of personnel selection, to improve collaboration and teamwork, and to identify satisfying career paths.

But personality screening is not without controversy. In recent lawsuits, courts have ruled that the use of certain tests discriminates against protected classes of workers, particularly those with disabilities. Research suggests that many beliefs held by HR professionals about personality screening run counter to scientific evidence. And management scholars worry that fixating on personality as the primary source of conflict at work can cause managers to overlook the crucial role they play in creating the enabling conditions for teams to succeed—whatever their composition.

The industry’s robust growth, however, suggests that managers increasingly rely on personality testing as a tool to optimize their workforces. The tests are inexpensive compared with other assessment tools, and they are easy to administer—modern tests can be taken online without an examiner present. Hundreds of assessments exist today, yet over the past century, three have had an outsize impact.

Myers-Briggs Type Indicator

Katharine Briggs began her research into personality in 1917 as a means to understand what she saw as an unlikely attraction between her cherished daughter, Isabel, and fiancé, Clarence Myers. Over 20 years, the mother-daughter team worked to develop the Myers-Briggs Type Indicator, drawing heavily on the work of the Swiss psychiatrist Carl Jung. Since the 1960s, some 50 million people have taken the test, making it by far the most popular personality assessment ever created.

The MBTI holds that people have preferred modes of perception (sensing or intuition) and judgment (thinking or feeling) as well as attitudes about how they build energy (extroversion or introversion) and their orientation to the outer world (judging or perceiving). These preferences combine to form 16 personality types.

Experts argue that the categories don’t predict individual or team effectiveness. Studies have found that more than half the people who retake the test get a different result the second time. The Myers-Briggs Foundation warns against using it “for hiring or for deciding job assignments,” yet the test’s popularity persists at many blue-chip firms. Proponents find it useful for helping people understand their own and their colleagues’ styles and preferences and for reducing conflict in the workplace.

The Five-Factor Model

Often called the “Big Five,” the five-factor model is a set of personality traits derived from a statistical study of words commonly used to describe psychological characteristics across cultures and languages. The categories are openness to experience, conscientiousness, extroversion, agreeableness, and neuroticism.

Widely accepted by academics as the gold standard in the evolving field of personality research, the FFM has informed a host of other personality assessments, including the NEO Personality Inventory (developed by two of the creators of the five-factor model) and the Hogan Personality Inventory (which examines how a person relates to others). Unlike the MBTI, assessments based on the Big Five can reliably predict job performance, studies show. (The correlation is stronger for other psychometric measurements, such as IQ, however.) Research also suggests that FFM-based assessments can help predict personalities that are likely to either clash or work harmoniously together.

Strengthsfinder

A new branch of psychology emerged in the 1990s that examines how healthy minds remain resilient and flourish. “Positive psychology” has spawned various assessments; Gallup’s StrengthsFinder 2.0, the most popular, is taken by 1.6 million employees every year in more than 400 of the Fortune 500 companies. Strengths-based assessments aim to increase engagement, job satisfaction, and productivity by helping companies design jobs that take advantage of their employees’ best qualities. Other assessments that harness insights from positive psychology include the VIA Survey of Character Strengths and the Birkman Method.

Some argue that focusing only on the positive is not the optimal way to spur improvement; criticism and realistic self-assessments also contribute to better performance.

What’s Next

Increasingly, companies are abandoning brand-name and open-source tools in favor of bespoke personality tests. The goal is to improve hiring practices by identifying high performers in given roles and then reverse-engineering job descriptions on the basis of their traits.

Some academics are skeptical of these products, partly because of the proprietary nature of the firms’ methodologies. But many believe that advances in neuroscience and in tools for statistical analysis will yield a reliable way to identify the traits that lead to a high-performing workforce. Given the potential payoff, companies will continue to invest in personality screening as they battle for competitive advantage in a knowledge economy.