Your Strengths

Your Career Paths

Learning Styles

Support Available

Challenge areas

Profile summary and neurodiversity insights




The MANAGER profile is harder to fit than you may automatically assume as it is requires a blend of skills and competence that not many can achieve. And it is important to note that your current role or aspirational career goal does not need to have the word “Manager” in it in order to fit the MANAGER profile, many roles require this blend of skills as standard.

This profile implies a strong sense of organisational ability and the ability to affect and alter the course of things. However, this profile does not rely on or automatically imply empathy or interpersonal skills have been developed. Manager roles are not restricted to dealing with other people as this element may serve as a catalyst or support for your primary work objectives.

Similar to the NUMERICAL profile, a higher level of consistency of thought and function is often displayed in those with the MANAGER profile compared to those who match other profiles.

Unlike many of the associated neurodivergent skills and barriers that dictate a support network and a strong relationship with other people, the MANAGER profile is potentially the most independent of all of the profiles.

To put it simply, most people can remember to water a plant, someone who fits the MANAGER profile may determine how to maintain many plants consistently, (potentially even with required deviation), within a set budget and time frame. This can be impressive and valuable but not requiring empathy or high interpersonal skill.

Despite the self-contained, self-disciplined and potentially solitary or self-important back bone of the MANAGER profile, when coupled with a secondary profile that implies interpersonal or relationship-based skills, a balance can be found and the number of suitable roles and work types increases significantly.

It is worth noting that those without a MANAGER profile can be fantastic managers from certain perspectives, (arguably better suited to management of people). However for qualities such as operational consistency, financial focus, and an administrational approach the MANAGER profile is ideal.

Your Strengths



Strengths


    • Goal focused96%
    • Definitive decision making92%
    • Global and local thinker94%
    • Responsible with resources (economic)98%

Goal focused

Often able to determine the end requirement and lead or plan the development of a path toward that goal. Can keep sight of the original intention and make decisions that will help maintain course.

Definitive decision making

Can be decisive and swift with decisions that others may not be comfortable with making and should also be able to identify or decide the next steps.

Global and local thinker

Generally speaking may possess the ability to envisage the end result and identify the steps required as well as handle the allocation of resources and staff.

Responsible with resources (economic)

Can quickly estimate the size or complexity of a situation or project and will therefore be strategic with the resulting decision making. Ignoring loss leaders in terms of events and passion projects can also be an attribute but typically requires a varied profile.

Career Paths

Your Work Preferences


  • You may prefer a top down structure with clear parameters so that you can act decisively at short notice

  • Although you are aware that deviation is an inevitable you likely tend to put clear action in place for those occurrences after the fact

  • Real-time monitoring or progression tracking may be one of your core requirements although this does not automatically detract from a personal approach

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    Types of careers that are good a match to your strengths

    • Team leader
    • Delivery manager
    • Project / Programme manager
    • People / General Manager
    • Business Operations Manager
    • Transformation Support
     

    Learning Styles

    You will likely utilize a combined learning style but be quite rigid regarding decision making and global thinking. This rigidness does not mean to say that you do not listen or observe but in order to maintain a forward trajectory you may not always to be fully open. Initiative and creativity is welcome and appreciated but you may see it as your job to keep it within functional parameters.
    Audio

    Audial / Vocal

    Speech in particular will form a large part of how you receive and convey information. You may adapt the style depending on the audience to ensure that the information is appropriately conveyed. You are aware of any limitations of speech or difficulties in conveying through speech and will at times have to rely on additional approaches.

     

     

    Read / Write

    Even if there are some issues regarding speed or clarity, taking in information in the classic way, lets you move at your own pace while monitoring and progressing activities that involve others.

    tactile learner

    Tactile / Kinaesthetic

    You may prefer to touch the components and actively try and test the processes in a practical manner rather than simply being told or shown. Even in a case when you are just dealing with paperwork you may find yourself spreading out across the desk as if you were handling machine parts.

    Challenge Areas

    Potentially rash

    Despite the fact that definitive decision making can be an advantage, (depending on the decision), at times it may be tempting to cut the cord on a project or reject a proposal outright when in fact further information was available or some form of compromise is achievable.

    Misplacement

    It is not unheard of that assumptions are made that if you are good with projects you must be good with people or vice versa. Sometimes completely unintentionally, a promotion or transfer is offered that completely mismatches someone because the focus was only on the skills that they have and not the ones that they do not have.

    Periodically single-minded

    Some decisions may have one prevailing motivation such as improving efficiency or cost reduction but may not fully take into account, (if at all), the impact on stakeholders and employees.

    Difficulty understanding other points of view

    Related to single-minded decision making, sometimes when a key issue is brought to you directly, perhaps just as a courtesy, it may sound completely wrong or inappropriate to you. Think about your response as a negative statement can initially confuse, anger, or demotivate the recipients.

    Undetailed communication

    Although those with a MANAGER profile likely possess some analytical skill, when relaying decisions e.g. selected financial targets, the explanation of achievability may be lacking, potentially leaving fellow employees and team members unsure and even concerned.

    End-result focused

    Being able to see the end-result is important however it can be the case that ignoring the complications of the path towards it puts a heavy strain on the teams responsible. If things seem to be going well, even for those with decent analytical or detail oriented skills, there can be a tendency not to turn over every stone and thoroughly check all the evidence.

    Support Available

    Workplace needs assessments

    Workplace Needs Assessments provide the opportunity for an employee to express their experiences of work related barriers. A report is then produced to inform and educate Management and HR providing clear recommendations of reasonable adjustments.

    You can book one here

    Interim support

    There are many occasions when a one-off intervention or support arrangement may be required. This can include scribing or supporting during an assessment or interview for specific candidates. It may be necessary to provide a workshop or seminar for colleagues in order to inform them of specific traits or behaviours that may be present and how best to assist the individual to reach their potential.

    You can book one here

    Assistive technology and training

    There is a host of technology specifically designed to handle difficulties such as:

    • Speech-to-text to allow people to express themselves more fluidly and scribe easily.
    • Text-to-speech to assist with reading and comprehension and to aid with retention.
    • Automated spelling correction to assist with speed of scribing and help with proof-reading.
    • Mind Mapping for information to be presented in a more visual and readable manner.
    • Smart devices for the digitising and transcription of notes which can improve organisation and planning.
    • Recording devices to help capture innovative ideas and to assist memory.

    You can book one here

    Personal mentoring for the improvement of fundamental skills.

    We all have strengths and weaknesses. It can be very beneficial to chat things through with a mentor. Personal coaching or mentoring can assist with developing more robust strategies for addressing those less developed skill areas. Roche has a mentoring scheme available to all employees and Occupational Health experts for specific work-place improvements/adjustments. These employees are trained to support individuals with their individual needs, ranging from how to talk to colleagues and line managers through to time management and scheduling

    You can book one here
    Mentor helping neurodiverse individual
    Disclosure and Advice

    Disclosure and self-advocacy

    Disclosing to your HR department can be a key step in order to ensure that you have access to support and services. Even if you did not disclose face-to-face or explain on any initial Occupational Health documentation, it is never too late to inform HR of Neurodiversity just so that they are already aware if it becomes relevant in the future.

    Disclosing to line management is highly recommended because it will allow you to candid in scheduled catch-ups. It will no longer be so out of place to express an issue or as embarrassing to request an unscheduled chat. This approach is just as helpful to line managers because it gives them the opportunity to appropriately address some issues that may otherwise be handled indelicately.

    Disclosing to colleagues often occurs naturally over time but if a critical issue occurs before that point, the disclosure process can feel forced or negative. Even if your specific Neurodiversity is not shared, it can be a great help to inform others of any issues so that they can learn or understand any differences.