Hi... I think we do a good job of articulating the value of all 9 profiles... but I still get at least a little disappointment from someone when they see that they came out as Flexing.

What are some ways to work with that disappointment? I'm not implying that we should minimize or eliminate it, but like anything else, the disappointment can be used to create value for the individual and for the group. What are ways you've successfully done this?

Hi Alain,
Interesting challenge! One of the things I've noticed in the Interpretation Booklet is that Flexing is the last of the nine profiles to be described.  What I tend to do is introduce Flexing first as a 'brilliant blend' and a a unique asset to the team, as it is about balance and versatility.  A Flexing approach is a communicating and translating profile - Flexing 'speaks' all the other innovation style languages. So flexing can have a valuable facilitating and mediating role.  It's like an anchor - seeing all perspectives and being a sounding board for ideas from all directions.  I'd certainly appreciate Flexing in some of the contexts I work in!

Flexing doesn't seem to be a common profile, so I think that when it appears, it is important to acknowledge and appreciate what that approach contributes. After all, everyone has all four working, just in different proportions.

The other point that always stays with me is William Miller's emphasis on the profile being about a self-assessed preference for thinking and working. It doesn't necessairly mean you automatically use that preference skilfully.  The challenge is being more mindful about your preferences and becoming more skilful in how they are utilised for a particular context.

So I guess what I am saying is that how you frame the introduction of the profiles can make a difference to how people initially respond to their profiles.