Ray Rylan Grille (autonome)

	MAIEUTIK Spectrum

*Ray Rylan*
Analysis of his STRENGTHS - his TALENTS - his QUALITIES - his SKILLS - his POTENTIAL

Ray, Remote work, Challenges, Procrastination


What human aspects are important to consider in organizing remote work for Ray to preserve his balance and harmony, enabling that he to fully realize his potential while thriving? These human aspects may help reduce procrastination risks, turning remote work into a success or a failure! The goals of remote work include allowing Ray to be as productive, if not more productive, while working remotely and to foster that he growth in a remote work setting. Achieving these goals requires attention to factors and challenges that could affect Ray and providing the necessary support and coaching that he may need.

*⇒ Click to access ADDITIONAL INFORMATION* on:** Strengths, Challenges, Procrastination, Ideal Coach, Adaptability Index


Strengths

The strengths that are assets for Ray in a remote work setting:

Both in remote work and face-to-face situations:

On an individual level

Because his brain first activates his resources Logical Intelligence (63%), in these proportions Ray, in these proportions operates by relying on logic, coherence, proof, and counter-proof. He operates through Logical Comprehension.
Because his brain also activates his resources Intuitive Intelligence (21%), always in these proportions Ray, in these proportions operates also by following his inspirations, his impulses, his intuitions. He operates through Intuitive Deduction.

As a result:
Ray will, in these same proportions, structure and organize his work and work environment:
- By adapting and adjusting his environment logically, coherently, and in a structured way according to circumstances.
Strength: his Open-mindedness when facing novelty, as long as it is logical (63%).
- By seeking to go off the beaten path, to go against the current to broaden horizons, break free from the status quo and routine.
Strength: his Boldness, he dares to dare; he considers new, innovative solutions (21%).

Therefore, in interactions with Ray, to give him free rein and support his approaches and to him allow exploration and experimentation of new avenues, new modus operandi, and to exercise patience.

⇒ Click to access ADDITIONAL INFORMATION on: Brain resources

At work, in his activities

Ray has talents for Build (48%) and to Innovate (22%) and these talents enable him to organize and structure his work, schedule, and environment so that everything is coherent and optimized.

- By relying on logic and coherence.
Strength: in these proportions, his ability to realize, materialize, accomplish, and organize
- By relying on his impulses and inspirations.
Strength: in these proportions, his ability to imagine, conceive, and create

Additionally, Ray reaches his full potential when when he can dedicate

between 43% and 53% time to activities in which he can Build: undertake - realize - start - structure
and between 17% and 27% time to activities in which he can Innovate: imagine - create - design - conceptualize

It is therefore important, in order to allow Ray to reach their full potential, to respect this distribution as much as possible. He will then be able to thrive within the organization.

⇒ Click to access ADDITIONAL INFORMATION on: At work, in activities

Autonomy

Considering his result for Autonomy (74%) and because the driving force of his action and his motivation is his desires, his wishes (52% out of a maximum possible of 67%), Ray veut and he prefers, in these proportions to make his own decisions, deciding alone for himself and by himself. He will consult only if necessary or in an emergency, resulting in time savings and increased productivity.
Strength: his autonomy that him guides when a decision must be made.

It is therefore important, in interactions with Ray, to him allow freedom in his choices; to accept, promote, and encourage the expression of his autonomy.

⇒ Click to access ADDITIONAL INFORMATION on: Autonomy

Optimism, positive mindset

Considering his result for Optimism, of his positive outlook, because that he acts to reach, achieve, gain (81%) contributes, in these proportions to making Ray more resilient, less vulnerable to negative feelings and discouragement. He will also place greater emphasis on the positive aspects of remote work rather than the negatives.
Strength: his optimism and his inclination to focus on the positive aspects of remote work.

It is therefore important, in interactions with Ray, to demonstrate optimism and a positive outlook oneself and to help them achieve his goals and his objectives.

⇒ Click to access ADDITIONAL INFORMATION on: Optimism, positive mindset

Initiative, proactivity

Considering his result for Initiative, of his proactivity, because that he can move quickly into action (83%) contributes, in these proportions to enhancing his proactivity because that he can take charge and also assumes responsibility for his actions and decisions.
Strength: his initiative and his proactivity, which help make them quickly operational once the main outline of a new task or what they have to do is provided.

It is therefore important, in interactions with Ray, to encourage his initiatives and to take responsibility for our own actions and decisions.

⇒ Click to access ADDITIONAL INFORMATION on: Initiative, proactivity

Work - Family - Leisure Balance

The fact that that he values his well-being, his harmony, his peace of mind, and his balance (57% out of a maximum possible of 67%) allows Ray to minimize the risks of overwork and enables them to disconnect. He is able to segment his time, reserving blocks for themselves, his family, and his friends without compromising the quality and productivity of his work.
Strength: his ability to take care of his well-being allows them to detach and avoid overwork without feeling guilty.

It is therefore important, in interactions with Ray, to encourage and facilitate balance and integration between - work - family - leisure.

⇒ Click to access ADDITIONAL INFORMATION on: Work - Family Balance

Priority Management

Although the driving force of his action and his motivation is his desires, his wishes (52% out of a maximum possible of 67%) and although the result for obligations is 15% ( out of a maximum possible of 67%), Ray is likely to address his most urgent and even least enjoyable tasks first because that he is a man of duty. This quality aids in prioritizing tasks and managing them effectively, which can also reduce procrastination risks.
Strength: his sense of duty, providing the satisfaction of a job well done.

It is therefore important, in interactions with Ray, to acknowledge and encourage this responsible attitude, as it will further reinforce this behavior.

⇒ Click to access ADDITIONAL INFORMATION on: Priority Management


Challenges

Need for Belonging and Socialization / Need for Independence and Autonomy
Based on the results, the priority indices for these different types of activities are as follows:



		*In these proportions to address his need for belonging and socialization, Ray* must be able to**
35%	Belonging Socialization		64%	maintain contact and interact with his colleagues socialize and engage in activities with his friends, his family, etc.
			36%	share with others, assist, listen, and be listened rely on others and let others know they can count on him
			11%	feel accepted , valued and respected within his environment feel that that he is valuable to the organization or group and that his contribution is appreciated
			5%	identify with a group, team, organization, club, etc. share the values, beliefs, practices, or even behaviors of his group of belonging

		*In these proportions to address his need for independence and autonomy, Ray* must be able to**
65%	Independence Autonomy		85%	allocate time for himself focus on his well-being, harmony, and sense of inner peace
			74%	exercise his free will, make his own decisions, set his own rules formulate his own ideas, opinions, and expect others to respect his choices and decisions
			14%	expect others to respect his need for freedom, non-interference in personal matters allow others the liberty of their choices and decisions and avoid expecting him to hand-hold or lead them

Anxiety, worry, stress / Serenity, confidence, peace
According to the results, the indices of predominance of sources, causes, and priority to be given:



		In these proportions the sources and causes of anxiety, worry, stress that may affect Ray
22%	Anxiety Worry Stress		19%	fear of loss or failure risk of dwelling on negativity, focusing solely on the negative side of things, situations, or people
			15%	fear of feeling submerged due to his obligations fear of not meeting the expectations of his environment or fear of not meeting the goals that he has set for himself fixed sense of having too many responsibilities, too many obligations
			11%	fear of being not appreciated, not estimated, not valued fear of feeling left towards himself
			5%	fear of feeling rejected by his environment fear of not being accepted as that he is fear that his ideas, opinions, beliefs, and values may not be accepted in his environment

		In these proportions the sources of serenity, confidence, peace that can help Ray
78%	Serenity Confidence Peace		83%	his confidence in his abilities his determination to take control of his life, his destiny
			81%	his confidence in life his positive outlook his determination to achieve and succeed in what him holds dear
			74%	his ability to decide by and for himself his capacity to set his own rules, boundaries

If his need for belonging and socialization or his need for independence and autonomy are fulfilled, sources of anxiety, worry, and stress are significantly reduced, allowing Ray to live and function much better, and his work is automatically improved.

In an improvement process, it would be wise to work with Ray on developing his independence and autonomy, as well as enhancing his sources of serenity, confidence, and peace.

Need for guidance / Operational readiness
Based on the results, when faced with new tasks or roles:



		*In these proportions the needs for guidance that Ray* may require**
31%	Need for guidance		26%	the importance of him providing assurance and reassurance that that he will not be left alone, nor left alone, and that support will always be available
			19%	the importance of actively listening to any concerns, doubts, or fears that that he may express
			11%	the importance of clearly him explaining what is expected of of him and him providing guidance on how to execute these new tasks and responsibilities
			5%	the importance of linking these new tasks, these new functions to concepts that he already knows, which have been validated, proven, and widely accepted

		*In these proportions for Ray, the mental process that can contribute to his operational readiness.* Once his mind
69%	Operational readiness		63%	understands the logic, coherence, and feasibility of the task
			21%	has intuitively grasped the essence, allowing the exploration of new horizons
			and that he can thrive within his optimal performance zone by leveraging his strengths and talents
			48%	for Build: undertake - realize - start - structure
			22%	for Innovate: imagine - create - design - conceptualize

			77%	and that he wants it, desires it

			83%	Ray can then be operational and take action on his own initiative.

It stands to reason that, when tasks and activities are well integrated and understood, the need for guidance decreases. However, it is prudent to avoid assumptions and maintain a certain degree of supervision.


Procrastination

Under what circumstances is Ray likely to procrastinate?

On an individual level

Considering his result for Logical Intelligence (63%), if what him is asked to do lacks logic or coherence, or if Ray cannot perceive its logic, he will attend to something else until - either him is shown the validity of the approach or - that he finds a way to adapt it to make it logical, coherent, and structured.

It is therefore crucial to appeal to his logical mind, his synthesis skills, his talents for structuring, for validating with proof and counter-proof.

Furthermore, considering his result for Intuitive Intelligence (21%), if what him is asked to do does not him allow for going off the beaten path, if he cannot follow his impulses, his inspirations, his feelings, Ray will focus on activities that him keep his performance zone and that him nurture and provide a sense of achievement, satisfaction.

It is therefore essential to respect his approach and to assign tasks outside routine, tasks that excite his neurons; tasks that allow him to break new ground.

At work, in his activities

If what him is being asked to do does not allow to build, to undertake (48%) and to innovate, to create (22%), by relying on coherence, common sense, and by applying nuance and discernment. (63%) and by following his impulses, his intuitions, his inspirations, his feelings. (21%), Ray is very likely to procrastinate.

It is therefore important to assign Ray tasks, functions that keep him within his optimal performance zone if one aims to reduce the risks of procrastination.

Act, take action or...

Because his desires (52% out of a maximum possible of 67%) are the driving force of his actions, Ray will take action only when if he feels like it, only when if he wants to. If If he doesn't feel like it, if if he lacks the motivation to take action, if if he is missing inspiration, without enthusiasm, he will focus on something else until a spark ignites his enthusiasm and triggers his action.

It is therefore essential to respect his desires and wishes in order to fuel the engine of his actions, for, in Ray's case, his desires are the fuel that drives his engine. Without fuel, the engine stalls, leading to procrastination.


Ideal Coach

The ideal coach to support people in remote work as well as in-person settings

Because the existing rules and procedures may not be fully adapted for remote work, strictly adhering to protocol could increase adaptation challenges!

Fundamental qualities include:

Open-mindedness and flexibility to adapt and tailor their approach to each person.
Mobilizer + Altruist because centralized leadership resonates less and less across generations.
Optimism, positive mindset to provide encouraging feedback.
Strong listening skills and respect for differences to advise based on individual needs rather than personal beliefs or preferences.


Adaptability and Efficiency Index and Supervision Needs Index



	80%					If these factors are not considered, and Ray is left towards himself, after the initial euphoria of remote work, his adaptability and efficiency index could be around 80% in a remote work setting.

	20%					With a result of 20%, for Ray, the supervision needs index is ± neutral; however, it should be adjusted based on challenges and sources of procrastination.

For more details, click here.


In conclusion


We can let Ray go, and periodically, during phone or video calls, him check if everything is going well.


© Maieutik International 1997-

Back


	It is important to keep in mind that our mental process has developed based on the response system we have developed, often unconsciously, in reaction to stimuli from our family, school, and social environments in which we evolved during childhood, as well as the environments we have been in throughout our lives and in which we currently exist. Therefore, our brain preferentially activates certain brain mechanisms during mental activity; mechanisms that condition our entire mode of functioning. And these responses have shaped and continue to shape our personality!

	Whether we communicate with ourselves or with others, we all play the roles of sender and receiver in turn. We use our brain to encode everything we emit and to decode everything we receive.
	The sequence of resource activation is not fixed; he may change depending on circumstances and experiences. For example, news of a sad event or the behavior of a person may cause our brain to activate a different brain resource, thereby altering the usual sequence.

	The results reflect the activation of brain resources by the brain at the time the questionnaire was completed. Generally, this corresponds to the usual activation of brain resources that characterize the individual. For the vast majority of people (99.68% of respondents), their brain activates a sequence of brain resources; only 0.32% of the sample operates with a single brain resource.

		Individuality
		Mobilization
		Centralization
		Altruism


	It is important to keep in mind that our mental process has developed based on the response system we have developed, often unconsciously, in reaction to stimuli from our family, school, and social environments in which we evolved during childhood, as well as the environments we have been in throughout our lives and in which we currently exist. Therefore, our brain preferentially activates certain brain mechanisms during mental activity; mechanisms that condition our entire mode of functioning. And these responses have shaped and continue to shape our personality!

	Whether we communicate with ourselves or with others, we all play the roles of sender and receiver in turn. We use our brain to encode everything we emit and to decode everything we receive.
	The sequence of resource activation is not fixed; he may change depending on circumstances and experiences. For example, news of a sad event or the behavior of a person may cause our brain to activate a different brain resource, thereby altering the usual sequence.

	The results reflect the activation of brain resources by the brain at the time the questionnaire was completed. Generally, this corresponds to the usual activation of brain resources that characterize the individual. For the vast majority of people (99.68% of respondents), their brain activates a sequence of brain resources; only 0.32% of the sample operates with a single brain resource.


	Conceive, create, imagine new approaches, new concepts, new ideas by thinking outside the box? If this is the case: this person's brain should activate primarily the resources of their Intuitive Intelligence and will operate through Intuitive Deduction.

	Develop, build based on logical, coherent structures? If this is the case: this person's brain should activate primarily the resources of their Logical Intelligence and will operate through Logical Comprehension.

	Preserve what has been achieved by exercising caution, relying on what is already in place, validated, and proven effective? If this is the case: this person's brain should activate primarily the resources of their Rational Intelligence and will operate through Rational Reasoning.

	Provide administrative support with availability and helpfulness if the role requires a dependable person you can rely on without a second thought? If this is the case: this person's brain should activate primarily the resources of their Reactive Intelligence and will operate through Emotional Reaction.


	Conceive, create, imagine new approaches, new concepts, new ideas by thinking outside the box?

	Develop, build based on logical, coherent structures?

	Preserve what has been achieved by exercising caution, relying on what is already in place, validated, and proven effective?

	Provide administrative support with availability and helpfulness if the role requires a dependable person you can rely on without a second thought?

		Intuitive Intelligence
		Logical Intelligence
		Rational Intelligence
		Reactive Intelligence

	⇒ Click to access ADDITIONAL INFORMATION on: Color codes

	⇒ Click to access ADDITIONAL INFORMATION on: *Additional information*

	⇒ Click to access ADDITIONAL INFORMATION on: The hierarchical activation of tabs.


*Brain resource sequence*	Median*	1999	2023	Difference**
Intuitive Intelligence	0,17%	0,23%	0,14%	-0,09%
Intuitive Intelligence only	0,00%	0,00%	0,00%	0,00%
Intuitive Intelligence + Logical Intelligence	0,16%	0,16%	0,14%	-0,02%
Intuitive Intelligence + Rational Intelligence	0,01%	0,07%	0,00%	-0,07%
Intuitive Intelligence + Reactive Intelligence	0,00%	0,00%	0,00%	0,00%

*Brain resource sequence*	Median*	1999	2023	Difference**
Logical Intelligence	33,30%	49,81%	28,34%	-21,47%
Logical Intelligence only	0,00%	0,00%	0,00%	0,00%
Logical Intelligence + Intuitive Intelligence	12,02%	20,28%	8,35%	-11,93%
Logical Intelligence + Rational Intelligence	20,85%	29,53%	19,99%	-9,55%
Logical Intelligence + Reactive Intelligence	0,43%	0,00%	0,00%	0,00%

*Brain resource sequence*	Median*	1999	2023	Difference**
Rational Intelligence	58,26%	46,85%	61,53%	+14,67%
Rational Intelligence only	0,06%	0,00%	0,00%	0,00%
Rational Intelligence + Intuitive Intelligence	0,01%	0,00	0,00%	0,00%
Rational Intelligence + Logical Intelligence	23,06%	22,53%	22,27%	-0,26%
Rational Intelligence + Reactive Intelligence	35,12%	24,32%	39,26%	+14,94%
From this group operating with this sequence, Rational Intelligence : Result of 75% and above + Reactive Intelligence	80,33%	78,91%	81,82%	2,90%
Rational Intelligence : Result between 60% and 75% + Reactive Intelligence	15,87%	17,25%	12,36%	-4,89%


Thus, we observe a clear dominance of this sequence with results of 60% and above, ***		96,17%	94,18%

* Median: Over 25 years, based on the primary type of intelligence for the entire sample.
** Difference between the year 1999 and the year 2023.
*** For reference, the highest result among people whose brain first activates their Intuitive Intelligence is 67% and 63% for Logical Intelligence


	Work alone? Respect everyone's freedom? Let others make decisions for themselves? If this is the case: his Leadership and his Interpersonal Relationships should primarily rely on Individuality.

	Collaborate? Motivate their team? Encourage participation from everyone? Help others give their best effort? If this is the case: his Leadership and his Interpersonal Relationships should primarily rely on Mobilization.

	Lead? Give orders? Tell others what to do and how to do it? Make tough, sometimes unpopular decisions? If this is the case: his Leadership and his Interpersonal Relationships should primarily rely on Centralization.

	Work in a team? Show empathy, solidarity, compassion? Have a strong sense of listening? Assist and support others? (e.g., customer assistance) Anticipate others' needs? If this is the case: his Leadership and his Interpersonal Relationships should primarily rely on Altruism.

	With whom do they have the most affinity?
	With whom do they have the most complementarity?
	With whom are they most likely to have divergences or conflicts?

	Innovate: imagine - create - design - conceptualize
	Build: undertake - realize - start - structure
	Manage: consolidate - lead - optimize
	Administer: execute - apply or enforce - ensure execution
	Assist: support - back - make oneself available

	Will the person need to respect each individual's freedom and free will? Will they need to abstain from any form of interference? Then their leadership and interpersonal relationships should primarily be based on Individuality.
	Will the person need to seek to mobilize others, to empower them? Will they need to provide positive feedback? Then their leadership and interpersonal relationships should primarily be based on Mobilization.
	Will the person need to direct others, give orders, tell others what to do and how to do it, and require others to follow directives without questioning? Then their leadership and interpersonal relationships should primarily be based on Centralization.
	Will the person need to help others, support them, listen to them, console them, and show empathy? Then their leadership and interpersonal relationships should primarily be based on Altruism.

	Will they operate within their Optimal Performance Zone?
	Will they be able to fully realize their potential and achieve complete self-fulfillment?
	Should tasks be distributed, delegating to others those tasks that may lead the person to operate outside their Optimal Performance Zone?

		Innovate
		Build
		Manage and / or Administer
		Assist


Leadership foundations	Median*	1999	2023	Difference**
Individuality	9,15%	7,61%	7,57%	+0,05%
Individuality only	0,00%	0,00%	0,00%	0,00%
Individuality + Mobilization	2,05%	2,25%	1,86%	-0,40%
Individuality + Centralization	1,98%	1,32%	1,57%	+0,25%
Individuality + Altruism	5,12%	4,04%	4,14%	+0,10%

Leadership foundations	Median*	1999	2023	Difference**
Mobilization	8,23%	13,83%	7,35%	-6,48%
Mobilization only	0,00%	0,00%	0,00%	0,00%
Mobilization + Individuality	0,02%	0,08%	0,00%	-0,08%
Mobilization + Centralization	0,52%	0,78%	0,29%	-0,49%
Mobilization + Altruism	7,69%	12,97%	7,06%	-5,91%

Leadership foundations	Median*	1999	2023	Difference**
Centralization	50,38%	49,11%	53,96%	+4,86%
Centralization only	0,00%	0,00%	0,00%	0,00%
Centralization + Individuality	0,03%	0,08%	0,00%	+0,08%
Centralization + Mobilization	23,84%	22,38%	26,27%	+3,89%
Centralization + Altruism	26,51%	26,65%	27,69%	+1,04%

Leadership foundations	Median*	1999	2023	Difference**
Altruism	32,24%	29,45%	31,12%	+1,67%
Altruism solely	0,00%	0,00%	0,00%	0,00%
Altruism + Individuality	1,34%	2,18%	1,43%	-0,75%
Altruism + Mobilization	13,77%	15,54%	11,06%	-4,48%
Altruism + Centralization	17,13%	11,73%	18,63%	+6,90%


Strengths and talents for	Median*	1999	2023	Difference**
Innovate	3,27%	4,51%	3,14%	-1,37%
Only Innovate	0,00%	0,00%	0,00%	0,00%
Innovate + Build	1,35%	1,94%	0,78%	-1,16%
Innovate + Manage / Administer	1,92%	2,56%	2,36%	-0,20%
Innovate + Assist	0,00%	0,00%	0,00%	0,00%

Strengths and talents for	Median*	1999	2023	Difference**
Build	18,44%	27,66%	13,99%	-13,67%
Only Build	0,00%	0,00%	0,00%	0,00%
Build + Innovate	12,25%	21,06%	8,21%	-12,85%
Build + Manage / Administer	6,19%	6,60%	5,78%	-0,82%
Build + Assist	0,00%	0,00%	0,00%	0,00%

Strengths and talents for	Median*	1999	2023	Difference**
Manage / Administer	71,36%	64,96%	74,95%	+9,99%
Only Administer	0,00%	0,00%		0,00%
Manage / Administer + Innovate	13,89%	15,23%	11,06%	-4,17%
Manage / Administer + Build	28,97%	31,08%	31,62%	+0,54%
Administer + Assist	28,50%	18,65%	32,27%	+13,61%

Strengths and talents for	Median*	1999	2023	Difference**
Assist	6,94%	2,87%	7,92%	+5,05%
Only Assist	0,19%	0,00%	0,50%	+0,50%
Assist + Innovate	0,03%	0,00%	0,00%	0,00%
Assist + Build	0,00%	0,00%	0,00%	0,00%
Assist + Administer	6,73%	2,87%	7,92%	+4,55%


	Some people operate more through logic and analysis, seeking to understand the underlying reasons behind everything. Their brain activates the resources of their Logical Intelligence. They operate from within toward the external world, grounding their thoughts, arguments, evaluations, and behaviors on their own reflections, which they project onto their environment. They rely on logic, coherence, and common sense, known as a mode of operation through Logical Comprehension. This approach makes these individuals receptive to anything, as long as it is logical, hence open-mindedness as a strength.



	Statistics: In 1999, for 49,81%of the sample, their brain primarily activated the resources of their Logical Intelligence. In 2023, for 28,34%of the sample, their brain primarily activated the resources of their Logical Intelligence. Evolution: Over 25 years, a decrease in -21,47%. This decrease has been consistent since 2002.


	To help you understand who Ray is, here are some traits common to these individuals: Some people plan very little. They prefer to follow their intuitions, impulses, and feelings without overthinking. Their brain activates the resources of their Intuitive Intelligence, and they derive their understanding of the world intuitively. As their process unfolds, solutions arise, and ideas develop spontaneously, without forcing anything, allowing time to take its course, knowing that answers will come when the time is right. These individuals operate from within toward the external world, relying on what their impulses and intuitions inspire in them. This is known as a mode of operation through Intuitive Deduction. For these people, everything starts from within, and whether they are understood or not is of little importance; what truly matters is following through on their impulses, feelings, and passions, hence boldness as a strength.



	Statistics: In 1999, for 0,23%of the sample, their brain primarily activated the resources of their Intuitive Intelligence. In 2023, for 0,14%of the sample, their brain primarily activated the resources of their Intuitive Intelligence. Evolution: Over 25 years, a decrease in -0,09%.


	Some individuals respond more emotionally to the stimuli they receive from their environment. Their brain activates the resources of their Reactive Intelligence. The emotions and feelings triggered by these stimuli shape their reactions, be it joy, sadness, frustration, happiness, well-being, or discomfort. The external world and the behaviors of others determine their emotional responses. This is known as a mode of operation through Emotional Reaction. These individuals need to feel valued, appreciated, and accepted by those around them, hence dedication as a strength to meet these needs.



	Statistics: In 1999, for 3,11%of the sample, their brain primarily activated the resources of their Reactive Intelligence. In 2023, for 9,99%of the sample, their brain primarily activated the resources of their Reactive Intelligence. Evolution: Over 25 years, an increase in +6,88%. This increase has been consistent since 2002, absorbing part of the decrease experienced by the Logical Intelligence.


	Some people operate more from a need for security, conformity, and belonging. They seek to integrate into their environment and adopt the values, beliefs, practices, and behaviors upheld by it. Their brain activates the resources of their Rational Intelligence. The environment dictates their behaviors, values, and beliefs, determining what is accepted and acceptable. This is known as a mode of operation through Rational Reasoning. These individuals rely on what has been validated, proven, and established in their communities, hence caution as a strength.



	Statistics: In 1999, for 46,85%of the sample, their brain primarily activated the resources of their Rational Intelligence. In 2023, for 61,53%of the sample, their brain primarily activated the resources of their Rational Intelligence. Evolution: Over 25 years, an increase in +14,67%. This increase has been consistent since 2002, absorbing part of the decrease experienced by the Logical Intelligence.


	This strength concerns all individuals. To fully grasp its scope, it is highly recommended to first review the analysis of this point by clicking on the tab On an individual level in the Complete Analysis.

	4 types of brain resources

	1 - Resources of Intuitive Intelligence
	To help you understand who Ray is, here are some traits common to these individuals: Some people plan very little. They prefer to follow their intuitions, impulses, and feelings without overthinking. Their brain activates the resources of their Intuitive Intelligence, and they derive their understanding of the world intuitively. As their process unfolds, solutions arise, and ideas develop spontaneously, without forcing anything, allowing time to take its course, knowing that answers will come when the time is right. These individuals operate from within toward the external world, relying on what their impulses and intuitions inspire in them. This is known as a mode of operation through Intuitive Deduction. For these people, everything starts from within, and whether they are understood or not is of little importance; what truly matters is following through on their impulses, feelings, and passions, hence boldness as a strength.

	2 - Resources of Logical Intelligence
	Some people operate more through logic and analysis, seeking to understand the underlying reasons behind everything. Their brain activates the resources of their Logical Intelligence. They operate from within toward the external world, grounding their thoughts, arguments, evaluations, and behaviors on their own reflections, which they project onto their environment. They rely on logic, coherence, and common sense, known as a mode of operation through Logical Comprehension. This approach makes these individuals receptive to anything, as long as it is logical, hence open-mindedness as a strength.

	3 - Resources of Rational Intelligence
	Some people operate more from a need for security, conformity, and belonging. They seek to integrate into their environment and adopt the values, beliefs, practices, and behaviors upheld by it. Their brain activates the resources of their Rational Intelligence. The environment dictates their behaviors, values, and beliefs, determining what is accepted and acceptable. This is known as a mode of operation through Rational Reasoning. These individuals rely on what has been validated, proven, and established in their communities, hence caution as a strength.

	4 - Resources of Reactive Intelligence
	Some individuals respond more emotionally to the stimuli they receive from their environment. Their brain activates the resources of their Reactive Intelligence. The emotions and feelings triggered by these stimuli shape their reactions, be it joy, sadness, frustration, happiness, well-being, or discomfort. The external world and the behaviors of others determine their emotional responses. This is known as a mode of operation through Emotional Reaction. These individuals need to feel valued, appreciated, and accepted by those around them, hence dedication as a strength to meet these needs.


	This strength concerns all individuals. To fully grasp its scope, it is highly recommended to first review the analysis of this point by clicking on the tab At work in the Complete Analysis.

	4 types of activities

	1 - Strengths and talents for activities that allow to innovate, to create
	The person must be able to evolve in an environment without boundaries, without limits, where each person is responsible for themselves, where everyone sets their own course, and where each person is accountable for their actions.

	2 - Strengths and talents for activities that allow to build, to undertake
	The person must be able to evolve in an environment that promotes initiative and accountability for everyone; where the right to make mistakes is allowed; where differing opinions are accepted; where consultation occurs in all directions.

	3 - Strengths and talents for activities that allow to manage, to consolidate / to administer, to execute
	The person must be able to evolve in an environment structured, organized; engaging in planned activities with well-defined objectives and precise deadlines.

	The person must be able to evolve in an environment structured, organized; engaging in planned activities with clearly defined objectives, a well-defined task description, and precise deadlines.

	4 - Strengths and talents for activities that allow to assist, to support
	The person must be able to evolve in an environment where everyone can rely on each other, where mutual aid takes precedence over competition; where the human aspect is considered.

	Naturally, because the brain activates multiple types of intelligence in most people, the way they approach these tasks should be weighted based on results for the different types of functioning.



	Priority management is establishing the list of what needs to be done first, in order of priority...

	Priority management thus involves a concept of hierarchy and a sense of urgency regarding actions to be taken to allocate tasks among people based on their skills, abilities, strengths, and talents.
	Setting priorities is a role that falls to decision-makers, but it is also their role to anticipate in order to avoid catastrophic situations, to prevent chaos.

	Priority management involves, among other things: - a mobilizing leadership concept - a capacity for anticipation - a decisiveness - quick decision-making skills - a talent for steering everyone involved in the same direction - the ability to stay calm and maintain control over the situation, as well as control over one's reactions and frustrations - mastery over one's own stress and fears to give clear, concise, precise instructions

	What about priority management in remote work? What is the impact on personnel, on those who must carry out these tasks, if priorities change?

	For many people, consistency in tasks is a stabilizing factor; routine, picking up work where it was left off yesterday, provides reference points that aid in the person's effectiveness and productivity.

	Too many changes, unexpected changes, or changes that seem improvised can be destabilizing for most people and may indicate a lack of planning or a lack of anticipation in managing priorities and work.

	In remote work, as well as in in-person work, it is the responsibility of leaders, direct supervisors, and coordinators to distribute work and prioritize tasks. Ideally, the directive should be: “ When you finish the current task, please start on this... ”

	It is highly counterproductive to ask someone to stop one activity to focus on another, only to return to the initial task later.

	Of course, unexpected situations and emergencies cannot be avoided, but it is possible to identify individuals who are least likely to be disturbed by shifting priorities, task changes, or anything that may affect routine, and assign them these urgent tasks.

	In remote work, - priority management takes on a different dimension and can have consequences, impacting procrastination - it is more about making choices, such as: “Should I work, or should I do something else? ” “Should I first get rid of the tasks that annoy me, or should I put them off and do what I enjoy more? ”

	Hence the importance of maintaining a person's motivation and adapting interventions according to their motivational process, not assuming that what works with one person will work with another.


	Leadership can be summed up in one word: influence. The influence of one individual on another, on a groupâ€”in short, influence on his surroundings. Everyone exerts a certain influence on others; therefore, everyone exercises some form of leadership. The fundamental question is on what foundations, on what principles a person bases .

	A person who respects the freedom of each individual; who respects his free will, does not interfere in others' lives, in their decisions; who exercises leadership and bases his interpersonal relationships on Individuality.

	A person who seeks to mobilize others, to empower them, who provides positive feedback; who exercises leadership and bases his interpersonal relationships on Mobilization.

	A person who seeks to direct others, to demand from them, who gives orders, who expects him obedience, who does not accept being questioned; who exercises leadership and bases his interpersonal relationships on Centralization.

	A person who seeks to help others, to support them, to console them, who tends to anticipate others' needs, sometimes even to his own detriment; who exercises leadership and bases his interpersonal relationships on Altruism.

	Statistically, from a sample of over 100,000 respondents, all individuals (99.99%) base their leadership and interpersonal relationships on a combination of at least two foundations.


	Mobilization: The gatherer, the coach, the go-to person. based on complicity; cooperation; understanding; delegation; equal relationships; the involvement of all. where everyone works together toward a common goal, in a relationship grounded in fair sharing based on merit and effort, where each person is encouraged to leverage his strengths, his qualities to fully realize his potential.



	Statistics: In 1999, 13,83% of the sample based their leadership and interpersonal relationships primarily on Mobilization. In 2023, 7,35% of the sample based their leadership and interpersonal relationships primarily on Mobilization. Evolution: Over 25 years, a decrease in -6,48%.


	Altruism: The conciliator, the confidant, the friend, the attentive listener. based on solidarity; listening; empathy; mutual reinforcement; participation from all; consensus; respect for differences. where sharing and mutual assistance prevail; the strong protect and support the weak; everyone has the right to his chance, his second chance, his third... In short, all for one, one for all, even if it may sometimes be at the expense of the whole.



	Statistics: In 1999, 29,45% of the sample based their leadership and interpersonal relationships primarily on Altruism. In 2023, 31,12% of the sample based their leadership and interpersonal relationships primarily on Altruism. Evolution: Over 25 years, an increase in +1,67%.


	Individuality: The free thinker, the independent mind. based on free will; self-determination for oneself and others; independence of mind, ideas, opinions, and actions; non-affiliation; non-interference; live and let live. where there is neither master nor disciple; neither superior nor subordinate; each person is free; each person is responsible for what him happens to them; each person is the master of his destiny. Or, on an individual level, the person's brain primarily activates the resources of his Reactive Intelligence This is also leadership and interpersonal relationships based on non-interference, to avoid offending others, not to alienate them for fear of losing the esteem and recognition one needs. This situation may lead the person to self-validate, self-congratulate, or self-deprecate, positioning as a victim if if he does not receive the esteem, recognition, and appreciation from his environment that he needs.



	Statistics: In 1999, 7,61% of the sample based their leadership and interpersonal relationships primarily on Individuality. In 2023, 7,57% of the sample based their leadership and interpersonal relationships primarily on Individuality. Evolution: Over 25 years, a decrease in +0,05%.


	Centralization: The leader, the head, the decision-maker, the centralizer, the commander, the one who gives orders. based on Centralization, emphasizing allegiance; the spirit of a clan or group; the importance of respecting authority, rules, and hierarchy; the need for belonging; the need for recognition. based on Centralization, which also means that everyone conforms to directives; everyone respects structures and protocols. Promotions are based on seniority, due reward, and collective agreements.



	Statistics: In 1999, 49,11% of the sample based their leadership and interpersonal relationships primarily on Centralization. In 2023, 53,96% of the sample based their leadership and interpersonal relationships primarily on Centralization. Evolution: Over 25 years, an increase in +4,86%.


The progress of any process, any project, can be summarized in 4 main stages. 4 crucial stages that unfold in an unchanging sequence and require specific qualities and talents.
	First stage: Finding the idea and conceptualizing it This is the phase of innovation, where one must rely on imagination and creativity, ideally going off the beaten path, doing things differently than others. Ideally, this phase involves people who operate through Intuitive Deduction + Logical Comprehension and who have talents for Innovate + Build
	Second stage: Realizing the idea and making it viable This is the phase of concretization, where one must develop, structure, and implement; essentially Build with a logical, coherent structure. Ideally, this phase involves people who operate through Logical Comprehension + Intuitive Deduction and who have talents for Build + Innovate
	Third stage: Implementing the idea and making it profitable This is the phase of management, where one must consolidate, establish, and generalize protocols and procedures to ensure profitability while being in compliance with industry standards. Ideally, this phase involves people who operate through Logical Comprehension + Rational Reasoning and who have talents for Build + Manage This phase may also be handled by people who operate through Rational Reasoning + Logical Comprehension and who have talents for Manage + Build
	Fourth stage: Applying and Generalizing This is the phase of administration, where one must apply and ensure the application of protocols and procedures. Ideally, this phase involves people who operate through Rational Reasoning + Logical Comprehension and who have talents for Manage + Build. This phase may also be handled by people who operate through Rational Reasoning + Emotional Reaction and who have talents for Administer + Assist

The art of managing human resources and individual potential lies in balancing and aligning with the project's progress to always have the right person in the right role, at the right time, with the right team, while anticipating to keep people within their optimal performance zones, allowing each individual to fully realize their potential.



Statistics: In 1999, 4,51% of the sample had talents primarily for Innovate. In 2023, 3,14% of the sample had talents primarily for Innovate. Evolution: Over 25 years, a decrease in -1,37%.

Statistics: In 1999, 27,66% of the sample had talents primarily for Build. In 2023, 13,99% of the sample had talents primarily for Build. Evolution: Over 25 years, a decrease in -13,67%.

Statistics: In 1999, 64,96% of the sample had talents primarily for Manage / Administer. In 2023, 74,95% of the sample had talents primarily for Manage / Administer. Evolution: Over 25 years, an increase in +9,99%.

Statistics: In 1999, 2,87% of the sample had talents primarily for Assist. In 2023, 7,92% of the sample had talents primarily for Assist. Evolution: Over 25 years, an increase in +5,05%.


	Optimal performance zones serve as an indicator to describe a person's tasks and allocate time to different types of activities.

	When someone operates within their performance zones, they are more productive and valuable to the company, as they can fully utilize their potential. This gives them a sense of self-fulfillment and enhances their motivation.

	A person working outside their performance zones is less productive, less motivated, and more likely to engage in presenteeism, with potentially higher absenteeism.

	It is important not to confuse PERFORMANCE ZONE with COMFORT ZONE. A cardiologist who leaves a major hospital operating room to practice cardiology with Doctors Without Borders exits their comfort zone but remains within their performance zone. However, if the cardiologist switches to pediatrics, they leave their performance zone. If the pediatrician takes the cardiologist's place, it would be best to avoid heart issues...


	It is important to distinguish between Manage and Administer:





	Whether to manage or to administer, in both cases, the person seeks to stay within the frameworks and limits dictated by their Rational Intelligence They will stick to what they know, what they can control, what has proven effective, what is validated, proven, and accepted in their environment. They will also rely on the opinions of experts, those with authority, which allows them to protect their position and defend themselves in case of failure. The Manager may, however, be open and receptive to unconventional ideas as long as they are logical and coherent.

	The manager will have, on an individual level, a Logical + Rational sequence, with a preference for logic, or Rational + Logical with a preference for rationality.

	The administrator will have, on an individual level, a Rational + Reactive sequence, with a preference for rationality, or Reactive + Rational with a preference for reactivity.


	5 observations, whether in remote work or in-person:

	1- If the autonomy result is, for example, 84%, the need for supervision and guidance is very different than if the result is 43%.

	2- If, on an individual level, the brain activates a sequence: Logical Intelligence + Intuitive Intelligence, autonomy will manifest differently than if the brain activates a sequence Reactive Intelligence + Rational Intelligence, and the personâ€™s needs will be different; the reference system will not rely on the same sources.

	3- It is also understood that the relationship with others will differ.

	4- It is also understood that strengths and talents at work will be expressed differently depending on the level of autonomy, and the need for supervision will need to be adjusted according to the level of autonomy.

	5- In a coaching process, it is therefore very important to consider the personâ€™s REFERENCE SOURCE in order to use their reference system.


	5 observations, whether in remote work or in-person:

	1- If the result for optimism, positive mindset is below 50%, there is a strong likelihood that the person tends to see the negative side of a situation, so support is needed to help them see the positive aspects as they may have a tendency to become discouraged. Itâ€™s no longer a strength; it becomes an issue and a source of procrastination.

	2- If, on an individual level, their brain activates a sequence: Logical Intelligence + Intuitive Intelligence, their optimism and positive mindset will be based on a path Open-mindedness + Boldness; however, if their brain activates a sequence Reactive Intelligence + Rational Intelligence, their positive or negative attitude will depend on their reactions to stimuli received from their environment and on their sense of security or insecurity. In this case, the person may wonder “ Who can I rely on, who will help me? ”

	3- It is also understood that their relationship with others will differ if their approach is based on positivity or on fears.

	4- It is also understood that their strengths and talents at work will be expressed differently depending on whether the person sees the glass as half full or half empty.

	5- In a coaching process, it is therefore very important to consider THEIR level of optimism in order to address them, as appropriate, in positive terms or to encourage positive thinking.


	5 observations, whether in remote work or in-person:

	1- If the result for initiative, proactivity is below 50%, there is a strong likelihood that the person tends to let others take the initiative in their life. If it is above 50%, in line with their result, the person will seek to be the architect of their own life.

	2- If, on an individual level, their brain activates a sequence: Logical Intelligence + Intuitive Intelligence, their initiative and proactivity will be based on open-mindedness + boldness, whereas if their brain activates a sequence Reactive Intelligence + Rational Intelligence, the foundations will not be the same. In this case, there is a higher likelihood that others will take the initiative in their life, and they will allow it.

	3- It is also understood that their relationship with others will differ if the person bases their leadership and interpersonal relationships on an approach where they take the initiative versus one where others take the initiative.

	4- It is also understood that the personâ€™s strengths and talents at work will be expressed differently depending on whether they take the initiative or leave it, and depending on how quickly they act.

	5- In a coaching process, it is therefore very important to consider THEIR level of initiative and proactivity, to either avoid hindering them or to encourage them to take more initiative and be proactive.