Leadership expertises

Profil’INC : motivational dynamics test

Profil’INC test

The genesis of profil’INC

Profil’INC was developed by the IME, Institute of Environmental Medicine (France).

The IME is a resolutely transdisciplinary research, consulting and training organization, which seeks innovative solutions for better being, better living, better working.

Its vocation is the integration of research in behavioral sciences and cognitive neurosciences into a global, coherent and operational model capable of helping to better understand the dynamics of human behavior.

Within this framework, since 1987, the IME has been developing the ANC, the neuro-cognitive and behavioural approach which allows us to better understand the dynamics underlying our ways of acting in order to be better, live better and work better.


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The neuro-cognitive and behavioural approach (ANC).

The ANC is the fruit of this transdisciplinary scientific approach.

The ANC focuses more on the state of mind adopted in a given situation than on the resolution of specific problems or the situation itself.

Its developments are aimed at the search for autonomy, a good state of mind, and less stress in a particular situation.

The ANC is used in coaching, training, management, psychology.

The ANC offers tools to reveal and mobilize our internal resources. It offers tools to better communicate and promote sustainable behavioral change whenever possible.

The ANC makes the difference between what can be managed and what must be treated.

The ANC makes the link between brain and behaviour, between decision centers and applications, between an individual’s motivations and his actions by associating behavioural attitudes and ways of thinking.

Inspired by the work of Henri Laborit and in particular his model of stress which it complements, the ANC is also a key to objectify understanding and interacting with efficiency in human relations.

On an individual level, it allows each person to develop their inner serenity, to optimize personal pleasure and performance and to get to know themselves better.

It also acts at the relational level to link and maintain intelligent relationships or at the organizational level to make the organization compatible with the biological functioning of men.

What is the profil’INC ?

Profil’INC is an inventory of behavioral dynamics.

A behavioral dynamic is the way you feel, think and act in front of external situations, whether they are known and therefore simple or unknown and therefore more complex.

With the inventory of motivations, assertiveness and adaptability, you will acquire a new understanding of your way of functioning and you will identify what motivates you, your ability to remain serene in relation to irritating situations, your assertiveness in your relationships with others, your adaptability in the face of new contexts.

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The content of profil’INC.


The inventory talks about motivation. There are several types of motivations.

The first of these is the primary or intrinsic motivation. It is the lasting motivation, which pleases us, which resources us. We do things for the pleasure of doing things. It is very valuable because it is sustainable and not sensitive to failure.

A leader in the public sector, for example, is very pleased to organize his objectives and agenda in concrete terms. He does it very easily. It gives him energy. He loves to do it.

A second form of motivation is secondary motivation. It’s when you do things for a result or recognition.

An R&D leader in the pharmaceutical sector understands that this goal planning is paramount. He will not however do it out of pleasure but only because he understands that without this planning, there will be no progress or tangible results and consequently no recognition from his peers. He wants to avoid a failure that could be bitter.

The secondary motivation is more fragile, more delicate, more conditional and even negative, i.e. it will push him to make decisions to avoid certain things.

The third type of motivation is emotional over-investment. This over-investment is delicate. It is a third type of motivation which, when it is put to the test, can lead to an outright abandonment of something one used to do.

A leader in the consulting industry loves to bring assignments to completion in an efficient manner that meets the expectations of its clients. He will do everything and even more to achieve his goals. He will never let himself be defeated. He wants to win at all costs. He will never do enough for his client. Only for reasons beyond his control, this consultant’s mission comes to a standstill. This situation is experienced as a failure. And if he fails repeatedly, it will call into question his very professional identity.


The inventory also speaks of assertiveness.

What is assertiveness?

It’s the place one spontaneously occupies in relation to an interlocutor and a group.

The place we occupy is perhaps a lot of space or even a little too much space or on the contrary too little space, too little self-confidence. In this second case, the risk is to be too conformist, to be influenced by the desire of others, the decisions of others, or even simply by the attitude of others.

A leader who takes his place will know how to defend his vision and how to influence his collaborators to develop it in the field.

Alongside this aspect of self-confidence, there is the aspect of trust in others. Here too, one can be extremely confident in the other, be in the relationship spontaneously or, on the contrary, have a certain distance from the group, be spontaneously distant, have the desire to step back, to withdraw, or a kind of distrust.

In any sector, a leader is at the center of his group and connects to his group and makes the elements of his group connect to each other. Developing this trust with one’s group is therefore of paramount importance for any leader.


Finally, the inventory talks about adaptability.

The ANC talks about mental modes with which we act and think. We have two ways of thinking.

The first way of thinking is thinking with the automatic mental mode that manages the known and the mastered. It knows how to do things. It has already learned. This is our library of behavioral responses in a way.

In daily and professional life, we use most of the time our automatic mode to trigger quick actions and reactions to routine situations.

For example, an industry leader facing a problem will adopt known, effective problem solving modes to find the right solution to his problem quickly.

This automatic mental mode is mobilized whenever an event is perceived as simple and/or known.

The automatic mental mode requires little attention or concentration. It applies quick and generic answers.

However, it has the shortcomings of its qualities: it is rigid and not very conducive to change and individualization. If this mode perseveres when it is not adapted to the situation, stress is triggered.

The second way of thinking is thinking with the adaptive mental mode, which deals with the new, the unknown, the uncontrolled, the complex. He takes the experiences of daily life and asks himself what he is going to do with them.

A business leader in the retail sector is faced with a sudden drop in sales and the departure of some large customers. If he wants to achieve his objectives, he must find new solutions and act differently to restore the sales situation. Revenues already used may not be the best answer to the problem.

The adaptive mental mode is flexible and is spontaneously mobilized when we perceive an event as unknown or complex.

It allows access to nuance, logic and intuition.

It makes it easier to take a step back and take height.

It allows a better adaptation to events and thus helps to reduce stress. Most of the time the change of mental mode is spontaneous according to the needs of the moment but our subjective perception of the event frequently influenced by cultural conditioning where our personal beliefs can facilitate or on the contrary prevent this process of switching between mental modes.

The real challenge is to learn to perceive which mode we are operating in at a given moment, to identify the warning signals and finally to know how to switch from one mode to another quickly and efficiently if necessary.

We use this inventory at the beginning of our leadership development program. This inventory is subject to a personalized debriefing with our profil’INC expert.

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