Analysis Maieutik Spectrum Short

Ray Rylan Grille (autonome)

	MAIEUTIK Spectrum

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

How does Ray function on an individual level?
What are the main resources activated by his brain as it encodes, that he decodes
and that he interprets everything it emits and everything it receives?


*Ray, on an individual level, his mental process of encoding and decoding operates as follows:*

*⇒ Click to access ADDITIONAL INFORMATION* on:** Brain resources



	Initially, with a result of 63%, his brain activates *nearly essentially* the resources of his Logical Intelligence.

	Secondly, with a result of 21%, his brain activates *next* the resources of his Intuitive Intelligence.

	Thirdly, with a result of 11%, his brain activates *a little* the resources of his Reactive Intelligence.

	Fourthly, with a result of 5%, his brain activates *very little* the resources of his Rational Intelligence.

Ray thus operates with the activation of two brain resources, mainly:

Logical Intelligence (63%) + Intuitive Intelligence (21%)
Percentage of respondents whose brain activates these first two cerebral resources: Logical Intelligence + Intuitive Intelligence: 8,35%


For Ray, with a result of 63%, his brain activates nearly essentially the resources of his Logical Intelligence.

*⇒ Click to access ADDITIONAL INFORMATION* on:** Logical Intelligence


		Ray, in these proportions operates *nearly essentially* by relying on logic, coherence, common sense and by trying to understand through analysis, through reflection, either consciously or unconsciously, the logic inherent in everything, in every situation. He develops his argument, his reasoning by structuring it by proof then by submitting it to the counter-proof in order to validate its logic, coherence, relevance, hence its functioning by Logical Comprehension. Ray, in these proportions operates *nearly essentially* by seeking to understand the reasoning behind things, situations, and events. He structures his thought, his discourse by following, consciously or unconsciously, a plan, a method. He can be open to everything that is logical and coherent. He can work to make logical what seems illogical to him . He can take the time to clarify his ideas and put them on a solid base before formulating them. He takes the time to analyze and understand before accepting or rejecting a new idea. He can show coherence and discernment, hence open-mindedness as the primary strength.


*For Ray, with a result of 21%, his brain activates next* the resources of his Intuitive Intelligence.**

*⇒ Click to access ADDITIONAL INFORMATION* on:** Intuitive Intelligence


		Always in these proportions (21%), Ray, in these proportions operates *next* by intuitions, by impulses, by feelings, by flashes which arise spontaneously from his unconscious towards his conscious level and he builds his arguments, his reasoning, as the ideas arise from his unconscious to the conscious level, hence his functioning by Intuitive Deduction. Ray, in these proportions operates *next* boldness as the secondary strength.


*For Ray, with a result of 11%, it is a fact that his brain activates a little* the resources of his Reactive Intelligence.**

*⇒ Click to access ADDITIONAL INFORMATION* on:** Reactive Intelligence


		People whose brains activate the resources of their Reactive Intelligence operate by emotionally reacting to stimuli from the external world, with emotions and feelings stirred by these stimuli dictating their responses and behaviors. They respond by using behavioral patterns acquired mostly during childhood and throughout their lives. This results in their functioning by Emotional Reaction, hence also dedication as a strength, as they are unwilling to risk offending those who fulfill their needs for esteem and validation.


For Ray, with a result of 5%, it is a fact that his brain activates very little the resources of his Rational Intelligence.

*⇒ Click to access ADDITIONAL INFORMATION* on:** Rational Intelligence


		People whose brains activate the resources of their Rational Intelligence operate by securing themselves with what is validated, proven, and accepted within their environment and by adhering to the beliefs and values dictated by this environment or by an aspirational environment they seek to join. They prefer to stick with what they know and control rather than take risks. This results in their functioning by Rational Reasoning, hence also caution as a strength, as they avoid risking rejection from their community.

*Individual Plan*

his STRENGTHS - his TALENTS - his QUALITIES - his SKILLS - his POTENTIAL

In summary,

Ray thus operates with the activation of two brain resources, mainly:

	Logical Intelligence (63%) + Intuitive Intelligence (21%)
	- hence a mode of functioning through: Logical Comprehension + Intuitive Deduction
	- demonstrating: of open-mindedness + of boldness

Questioning:
Does this sequence of brain resources and its resulting characteristics align well with the position's requirements?
*To help you answer this questioning, click on* ⇒ Read More

⇒ Click to access statistics on the occurrences of sequences: *Brain resource sequence*

Ray, his Leadership and his Interpersonal Relationships !

IMPORTANT:

Given the resources that his brain activates on an individual level, cerebral resources which shape all his behaviors, Ray in these proportions will exercise leadership and base his interpersonal relationships nearly essentially (63%) by relying on coherence, common sense, and by applying nuance and discernment. and next (21%) by following his impulses, his intuitions, his inspirations, his feelings..


**What types of Leadership does Ray* exercise, and on what foundation does he his interpersonal relationships rest?***

*⇒ Click to access ADDITIONAL INFORMATION* on: Leadership and interpersonal relationships**


	Initially, with a result of 43%, Ray bases his Leadership and his Interpersonal Relationships on *firstly* on Mobilization.

	Secondly, with a result of 36%, Ray bases his Leadership and his Interpersonal Relationships on *next* on Altruism.

	Thirdly, with a result of 14%, Ray bases his Leadership and his Interpersonal Relationships on *a little* on Individuality.

	Fourthly, with a result of 7%, Ray bases his Leadership and his Interpersonal Relationships on *very little* on Centralization.

Ray bases his Leadership and his Interpersonal Relationships primarily on a sequence of:
Mobilization (43%) + Altruism (36%)
Percentage of respondents who base their leadership and interpersonal relationships on these first two strengths: Mobilization + Altruism: 7,06%.


With a result of 43%, Ray bases his Leadership and his Interpersonal Relationships on firstly on Mobilization.

*⇒ Click to access ADDITIONAL INFORMATION* on:** Mobilization

		With a result of 43%, Ray bases his Leadership and his Interpersonal Relationships on *firstly* on empowerment of each person, on complicity between people, on participation and involvement of everyone. In mode Mobilization, interrelations with others can be summarized as follows: “ I will help you as much as I can and as long as you make an effort to help yourself. I expect you to engage, participate actively, and help others as well. ” Fish story: “ I'll teach you how to fish so that you can feed yourself, and also so you can teach others! ”


With a result of 36%, Ray bases his Leadership and his Interpersonal Relationships on next on Altruism.

*⇒ Click to access ADDITIONAL INFORMATION* on:** Altruism

		With a result of 36%, Ray bases his Leadership and his Interpersonal Relationships on *next* on empathy, solidarity, mutual assistance. In mode Altruism, interrelations with others can be summarized as follows: “ If you need a listening ear, I am here to listen, lift your spirits, and offer comfort. I expect you to do the same if I go through a difficult period. ” Fish story: “ I know I'm too quick to meet your needs by giving you fish! I don't help you by giving in so quickly, and sometimes I regret it! ”


With a result of 14%, Ray bases his Leadership and his Interpersonal Relationships on a little on Individuality.

*⇒ Click to access ADDITIONAL INFORMATION* on:** Individuality

		With a result of 14%, Ray bases his Leadership and his Interpersonal Relationships on *a little* on non-interference, on live and let live, on self-determination. In mode Individuality, interrelations with others can be summarized as follows: “ I respect your freedom, your choices, your opinions, your space, your territory, and I expect you to respect my freedom, my choices, my opinions, my space, my territory. ” Fish story: “ You want fish? The sea is right there! Find a fishing rod and catch what you want! ”


With a result of 7%, Ray bases his Leadership and his Interpersonal Relationships on very little on Centralization.

*⇒ Click to access ADDITIONAL INFORMATION* on:** Centralization

		With a result of 7%, Ray bases his Leadership and his Interpersonal Relationships on *very little* on directive approach, on respect for authority and hierarchy, on obedience. In mode Centralization, interrelations with others can be summarized as follows: “ People must obey, respect the hierarchy, not question the orders, decisions of their superiors; not challenge their ideas, opinions, and demonstrate loyalty to the organization and its leaders. ” Fish story: “ I'll centralize the catches, and based on my judgment of each person's merit and effort, I'll redistribute the fish! ”

In summary,

	Ray bases his Leadership and his Interpersonal Relationships primarily on a sequence of: *Mobilization* (43%) : on empowerment of each person, on complicity between people, on participation and involvement of everyone. + *Altruism* (36%) : on empathy, solidarity, mutual assistance. + *Individuality* (14%) : on non-interference, on live and let live, on self-determination.


Questioning:
Does this type of leadership and its resulting characteristics align well with the position's requirements?
	*To help you answer this questioning, click on* ⇒ Read More

⇒ Click to access statistics on the occurrences of sequences: *Leadership*

Ray, at work and in his activities: his strengths, his talents, his optimal performance zones !

IMPORTANT:

Given the resources activated by his brain on an individual level, cerebral resources that condition all his behaviors, Ray, in these proportions will carry out his tasks, his activities nearly essentially (63%) by relying on coherence, common sense, and by applying nuance and discernment. and next (21%) by following his impulses, his intuitions, his inspirations, his feelings..


In what types of activities does Ray maximize he potential?

*⇒ Click to access ADDITIONAL INFORMATION* on: The Art of Human Potential Management**



	Initially, with a result of 48%, Ray has talents, *mostly, for Build*.

	Secondly, with a result of 22%, Ray has talents, *next, for Innovate*.

	Thirdly, with a result of 22%, Ray has talents, *next, for Manage*.

	Fourthly, with a result of 9%, Ray has talents, *very little, for Assist*.

Ray therefore has talents primarily for:
Build (48%) + Innovate (22%)
Percentage of respondents who possess these first two talents: Build + Innovate: 8,21%


With a result of 48%, Ray has talents, mostly, for Build.

		Build: it is to undertake; start; begin to implement; materialize; set in motion; establish the foundations and structures at both the idea and product levels. In these proportions Ray 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.


With a result of 22%, Ray has talents, next, for Innovate.

		Innovate: it is to create; design; develop; explore; conceptualize, whether at the level of ideas, concepts, or products. In these proportions Ray 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.


With a result of 22%, Ray has talents, next, for Manage.

*⇒ Click to access ADDITIONAL INFORMATION* on:** Difference Between Managing and Administering

		Manage: it is to optimize; consolidate; lead; govern; define standards, rules, procedures; implement what has been established by the Builders. In these proportions Ray must be able to evolve in an environment structured, organized; engaging in planned activities with well-defined objectives and precise deadlines.


With a result of 9%, Ray has talents, very little, for Assist.

		Assist: it is to support; assist; make oneself available and even serve; it is the Right-Hand Person providing administrative support to Innovators, Builders, Managers, and Administrators alike. In these proportions Ray 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.


To fully evolve in his and maximize his potential, Ray should be able to dedicate:

*⇒ Click to access ADDITIONAL INFORMATION* on: Optimal Performance Zones**


	between 43% and 53% of his time for activities him that allow for Build.

	between 17% and 27% of his time for activities him that allow to Innovate.

	between 17% and 27% of his time for activities him that allow for Manage.

	between 4% and 14% of his time for activities him that allow to Assist.

Of course, Ray can operate outside his OPTIMAL PERFORMANCE ZONE and still be effective; however, if if he operates too much or too long outside his zone, his motivation may decrease, and Ray may engage in presenteeism (being physically present at work, but absent mentally mentally). Moreover, over time, his absenteeism may increase, leading in both cases to losses for the company.

*At Work*

his STRENGTHS - his TALENTS - his QUALITIES - his SKILLS - his POTENTIAL

In summary,

Ray therefore has talents primarily for:
	Build: undertake - realize - start - structure (48%) + Innovate: imagine - create - design - conceptualize (22%) + Manage: consolidate - lead - optimize (22%)


Questioning:
Do these talents and their resulting characteristics align well with the position's requirements?
	*To help you answer this questioning, click on* ⇒ Read More

⇒ Click to access statistics on the occurrences of sequences: *Work and activities*

In summary, Ray

Ray thus operates with the activation of two brain resources, mainly:


		Logical Intelligence (63%) + Intuitive Intelligence (21%)
		- hence a mode of functioning through: Logical Comprehension + Intuitive Deduction
		- demonstrating: of open-mindedness + of boldness

Ray bases his Leadership and his Interpersonal Relationships primarily on a sequence of:


		*Mobilization* (43%) : on empowerment of each person, on complicity between people, on participation and involvement of everyone. + *Altruism* (36%) : on empathy, solidarity, mutual assistance. + *Individuality* (14%) : on non-interference, on live and let live, on self-determination.

Ray therefore has talents primarily for:


		Build (48%) + Innovate (22%) + Manage (22%)

		The ideal distribution of his time to operate within his optimal performance zone and fully realize his potential:
		between 43% and 53% of his time for activities him that allow for Build.
		between 17% and 27% of his time for activities him that allow to Innovate.
		between 17% and 27% of his time for activities him that allow for Manage.
		between 4% and 14% of his time for activities him that allow to Assist.


© Maieutik International 1997-

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	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.


	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?


*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%

	⇒ 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.


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?


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.


	Did you know that balance is...

	Balance is the fair distribution between... Balance: from the Latin aequilibrium, from aequus: equal and libra: balance, weight. It's therefore the capacity to distribute evenly... But balance isn't static; it's dynamic; it's a constant adjustment in motion, depending on circumstances, events, necessities, priorities, urgencies. This implies that, sometimes, the scale tips more to one side, sometimes more to the other side, and it's over time, across durations, that balance balances out. And importantly, balance is more about *being* than *appearing*.

	Not everyone possesses this strength.

	What does it take to maintain balance? What does it take to avoid overwork? What does it take to disconnect from work? What does it take to disconnect without feeling guilty?

	- Knowing when to say “YES ” and when to say “NO ”. - Being able to say “YES ” and say “NO ” without feeling frustration or remorse. - Realizing that, regardless of our actions or decisions, the world keeps turning with or without us.

	When I was just a child, my father used to tell me: “Nothing is ever worth pulling your hair out. ” He also told me, “People hold expectations toward others; they will hold expectations toward you. You are free to say yes or no. If someone feels frustrated by your refusal, that's their choice. They're free in their choices and reactions, and you are free in your choices and reactions. ”

	And over time, I learned and understood - that you have to know yourself if you want to know others - that you must accept yourself to accept others as they are - that you have to love yourself to love others - that you cannot give to others what you do not have...

	Socrates advocated for “know thyself ”; it is the very foundation of maieutics.

	Thus, to achieve this balance - it is essential to take care of one's own well-being and accept that others take care of theirs - it is essential to seek harmony within oneself, one's life, one's surroundings, one's universe, and to accept that others also pursue this quest for themselves.


There are two sources of motivation: The person is their own source, their own reference criterion. We then speak of an internal reference system . The person draws their motivation, their reference criteria from others. We then speak of an external reference system . Some people may be 100% in one system or the other. Others may show a preference for one or an equilibrium between the two. In a coaching process, it is therefore very important to consider a person's SOURCE of motivation in order to use their reference system effectively.

INTERNAL REFERENCE: A person who has developed an internal reference system often tends to act as they have decided, regardless of others' judgments. They like to make their own decisions or, at the very least, feel that they are solely in control. Motivation: This person motivates themselves by and for what originates from within. They may not need motivation, encouragement, or praise from outside sources, as they are their own motivation. They dislike having decisions made for them or being presented with models to emulate; this can dampen their motivation and desire to act. They prefer to be their own boss, their own model.

EXTERNAL REFERENCE: A person who has developed an external reference system expects guidance, direction on what to do, how to do it, or how to proceed. They need to be guided and encouraged and prefer to rely on others' judgments and ideas. Motivation: This person feels more secure and functions better when advised and assisted. They need direction. They prefer to be evaluated rather than evaluate themselves. They need motivation, encouragement, and praise from others.

Main characteristics of a person who is their own source of motivation and of those who derive motivation from others!