The dynamic
of know-how
and behavior
reveals our ability to adapt

softskills

We don't always function
in the same way.

Our ability to change, to adapt our strategies,
makes us smarter, more successful.

Showing us gives us the means
to increase our value and our possibilities.

<strong>Dynamics of<br>Personality</strong>

Dynamics of
Personality


Our personality evolves according to our involvement (our stress). This enables us to adapt to the situations we encounter.

This explains why we know how to do several different things, why we have several talents.

The Dynamics, exclusive to Intelli7®, reveals these multiple abilities we have.

For example, Dynaique shows, like in a movie, how we handle an objection when a customer says no.

Or how we deal with our stress.

Dynamic also shows what kinds of situations stress us.

Finally, it describes what we avoid doing, and what we shouldn't be asked to do.


<strong>Dynamic of<br>Behaviours</strong>

Dynamic of
Behaviours


Our Personality of the moment carries with it certain Behaviors that we are going to implement.

The Behavior Dynamics, which is the deepening of the Personality, lists in a perfectly legible way the Behaviors that the person has selected.

So all you have to do is read them to know how the person is going to act, precisely

The great advantage of Intelli7®, which is unique, is that these Behaviors have been chosen by the person.

They are rendered directly, without any interpretation.

So the person feels perfectly listened to, recognized and taken into account. For once, we're interested in them, and the facts prove it.

This completely changes the way we approach HR.


 

Dynamics also provides great insights into decision criteria, stress, values, and much more.

It alone provides a faithful and perfectly explainable rendering of talent profiles, and how they are ordered.

regis de charette
<span style='font-size:1rem;'><strong>Régis de Charette</strong></span><br>COS-FI, Aix en Provence<br><a style='font-size:0.7rem; text-transform: lowercase; text-decoration:underline' href='https://www.formation-intelligencecollective.com' target='_blank'>www.formation-intelligencecollective.com</a>

Régis de Charette
COS-FI, Aix en Provence
www.formation-intelligencecollective.com


Collective Intelligence facilitator, trainer, supervisor

Training

I've been using intelli7 since 2014 in individual and group coaching, and I appreciate the many possibilities of the approach and the very open notion of Dynamics.

Using the behavioral preferences of individuals and those of the group, I enable everyone to objectify their talents within the group's working framework. These insights reveal to the group people in comfort zones, under-utilized talents, over-adapted people as well as collective avoidances.

This also enables people to quickly regulate their relationships within the group. It provides an objective framework for expressing preferences, communicating better in the other person's world, asking the right questions and avoiding misunderstandings that are often mis-expressed.

This twofold work on relationships and preferences within the group ensures that the group's dynamics are set in motion in a very short space of time. It greatly facilitates training work, which can then be targeted to unblock energy, and encourage setting in motion.

Managerial assessment

The managerial assessment enables experienced managers in career development to refine, reposition and confirm their professional project by objectifying behavioral competencies in addition to the technical skills dealt with elsewhere (skills assessment, for example).

In this assessment, people are asked to define their own management style. They build on their behavioral preferences and can better contextualize their Soft Skills.

In peer groups, people can discuss their behaviors and become aware of different ways of reacting in a given situation by sharing on the effects.

Then they are led to work on the perception of the most suitable behaviors for one or more envisaged positions. These perceptions are compared with the perceptions of a panel chosen by them, made up of hierarchical superiors, HR, colleagues, ...

The comparison of their behavioral preferences and perceptions of the positions naturally creates a framework of contrasts which, after analysis, enables the implementation of an adapted action plan.


puceMy references:
INRA, CNRS, university, Valimovia (real estate), STI, city of Marseille, CD13

patrick oger
<span style='font-size:1rem;'><strong>Patrick Oger</strong></span><br>ORLEANS - France<br><a style='font-size:0.7rem; text-transform: lowercase; text-decoration:underline' href='https://calendly.com/c2h/rdv-intelli7' target='_blank'>Contact via Intelli7</a>

Patrick Oger
ORLEANS - France
Contact via Intelli7


Conseil en organisation et management

My expertise lies in structuring fast-growing SMEs. For the managers of these companies, it's all about proving oneself in order to survive. Everything moves very fast, and we can be confronted with poorly explained situations, often linked to human dysfunctions, which act as a brake on development.

In this type of context, the Intelli7 model, which is highly visual and easy for anyone to grasp without being an expert, enabled me to easily capture the attention of managers and get them to usefully reflect on the question of matching human resources to the company's needs: how do we know if we have the right man at the right place?

I've used Intelli7 in a variety of ways, but when it comes to structuring companies of this type, I'd like to mention two that have generally made a real difference.

The first consisted, through a better understanding of the behaviors sought, in limiting decisions calling on the garbage can model.

This often unsuccessful strategy leads to recruiting for high-level positions, without too much formality or discernment, a person from the immediate environment. When the scope of recruitment is broadened and the desired behaviors have been clearly identified, the company has a better chance of recruiting an employee who will effectively support its development strategy.

The second type of action was to help reposition certain employees who were unsuitable or suffering in their jobs.

With the help of coaching based on a profile, we can help people to better understand their preferred operating modes and thus find their place; particularly on the manager/expert axis.


puceThis helps repair a number of mistakes often made right from the start of the company.

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