Pierre-Olivier's personality at work
The Trailblazer ENTP-T
Opens up new paths, so the team has more than one way forward.
- ERecharges around people
- NStarts from what is possible
- TDecides on the logic
- PAdjusts along the way
💪 Strengths
Pierre-Olivier finds fresh ideas and angles where everyone thought the subject was exhausted.
Does not hesitate to suggest a change of direction when one is called for.
🌱 Environment
Pierre-Olivier thrives on novelty and open problems, where everything is still to be invented.
🤝 Working together
An objection restarts them rather than stopping them: it gives them something to rework the idea with.
Pierre-Olivier builds on other people's ideas, and new ones come out of it.
Who the Trailblazer works best with
- The StrategistINTJ
The same appetite for new ideas, the same decision by logic. The Trailblazer opens lines in conversation, the Strategist keeps one and writes it into a plan held quietly.
- The EnergiserESFP
Both draw their energy from exchange and enjoy the unexpected. The Energiser roots the Trailblazer’s ideas in the day itself, and in colleagues wanting to start on them now.
Their 5 dimensions
Energy
Their energy at work
Talking things through feeds Pierre-Olivier: thinking out loud, testing ideas against other people, feeling the team around them. A day of interaction often leaves them with more energy than it takes, and long stretches with nobody to talk to can weigh on them.
Show the 3 facetsHide the facetsSocial energy · Speaking up · Thinking
Where the battery fills up: in meetings, lunches and team drinks, or away from them.
Saying an idea the moment it arrives, or letting it settle before sharing it.
How a problem comes unstuck: by talking it through with others, or by sitting with it alone.
Each facet rests on 3 cards: a tendency, not a fine measurement.
Information
How they take in information
Pierre-Olivier starts from what is possible: recurring patterns, unexpected links, scenarios. The present interests them mainly as a starting point, and paths nobody has looked at yet hold their attention.
Show the 3 facetsHide the facetsGrounding · Horizon · Methods
What convinces first: what has already proved itself, or what has never been tried.
What draws the attention: the practical detail of today, or the scenarios and the long run.
The first instinct with an established process: sharpen it step by step, or rethink it entirely.
Each facet rests on 3 cards: a tendency, not a fine measurement.
Decisions
How they settle a decision
By analysis: criteria, facts, consistency. Pierre-Olivier can defend an unpopular position when it is the right one, and a disagreement on substance does not look to them like a problem between people.
Show the 3 facetsHide the facetsWeighing up · Reading others · Critique
What weighs most when a hard call has to be made.
How much what others feel counts at the moment of deciding.
What weighs most when giving or taking criticism: how accurate it is, or what the person can do with it.
Each facet rests on 3 cards: a tendency, not a fine measurement.
Organisation
How they organise their work
Pierre-Olivier moves with give: options kept open, adjustments along the way, energy from the unexpected. A frame fixed in advance can take an effort of adaptation, where movement suits them better.
Show the 3 facetsHide the facetsPlanning · Decisions · Pace
Lists, diary, deadlines seen coming: how the week gets approached.
Settling things to move on, or keeping the options open while the situation can still change.
What the unexpected does: a need for steady ground, or the lift that comes with a change of plan.
Each facet rests on 3 cards: a tendency, not a fine measurement.
Temperament
Their intensity at work
Intensely: Pierre-Olivier throws themselves into their subjects, and what other people make of it weighs. That investment shows, and it is what keeps them going to the end when it counts.
Show the 3 facetsHide the facetsUnder pressure · What others think · Judgement
The moments when everything speeds up: taken in one’s stride, or thrown into completely.
What criticism, and the way the work is judged, does.
The relationship with one’s own decisions: trusting them, or revisiting them regularly.
Each facet rests on 3 cards: a tendency, not a fine measurement.
The profile in general
The Trailblazer in a team
What follows describes the profile as you meet it in a team, not Pierre-Olivier in particular.
Day to day
In a thinking session, the Trailblazer throws out three lines where one was expected, then tests them out loud by looking for their weak points. A constraint presented as immovable becomes a question: what if we did it another way? That energy opens up options the team had not considered, especially early in a project, while nothing is set and the field is still wide.
Faced with the unexpected, this profile often sees an opening before seeing a problem, and suggests a way round it in the same breath. In a decision, the Trailblazer likes to put the arguments against each other out loud, change the angle, reword the question. Informal exchanges count for a great deal: a conversation by the coffee machine can produce a prototype the following week, and then a new piece of work for the team.
The work this profile thrives on
Imagining a new offer
Exploring uses, models or markets that are still thinly occupied, and proposing several concepts to test before keeping the most promising one.
Getting a prototype out
Turning an idea into a first testable version in a few days, collecting reactions, then correcting course without undue attachment to the first version.
Unsticking a negotiation
Finding the option nobody had put on the table when two sides are dug in, by rewording what each of them actually wants.
Rethinking an established process
Questioning a way of doing things that has been in place for years and proposing a different organisation, simpler or better suited to how people work now.
Running an exploration phase
Leading the workshops where a team looks for ideas, restarting the exchange, crossing points of view and pushing each proposal one notch further.
When this profile leads a team
With the Trailblazer leading a team, ideas move freely: everyone is invited to propose, to argue and to test, whatever their seniority. Meetings often look like open working sessions, where the answers get built together. This profile encourages quick attempts and accepts that some of them will not land, as long as the team learns from them.
What the team gains is a stimulating setting and a lot of freedom to start things. People who like to learn find varied subjects and regular chances to step outside their patch. So that the lines opened do lead to results, this profile gladly works alongside people who care about follow-up and finishing, and hands them the running of delivery.
What drains this profile
- Work that is entirely mapped out, where every step is fixed in advance and suggesting another way of doing it is neither expected nor possible.
- Long stretches of administrative follow-up, made of readings, updates and reports, with no new question to explore.
- Meetings where an idea is dismissed out of hand because “we have always done it this way”, without anyone taking the time to argue the substance.
Working with a ENTP
React to the ideas by arguing the substance, even to contradict them: the Trailblazer values a real debate far more than polite agreement.
Help with the choosing: when several lines are open, offer criteria for picking the one to carry through.
Agree together on the moment an idea moves from exploring to doing, and on who follows it day to day.
Hand over the problems the team believes have no answer, and leave room to experiment.
Have you worked with Pierre-Olivier?
This test says how Pierre-Olivier sees themselves. A recommendation says what you saw.
And you, which pillar are you?
45 real situations, about ten minutes.