Assessing and Analyzing your Personality with the Indigo/TriMetrix DNA Assessment Ishika Padsala (2230595) University Canada West HRMT 622 (CAMPUS-SUMMER23-32) Professor Fockler, Drew Sunday 30, July 2023 Part one Introduction An analysis of a person's personality, behaviour, and cognitive ability is done using the Indigo Assessment, a contemporary psychometric test. It goes beyond standard assessments by providing in-depth understandings of one's natural tendencies, approach to addressing problems, and leadership potential. The assessment was produced by experts and is supported by data analysis and scientific research. Its goal is to provide individuals and organisations with practical information about group dynamics, individual growth, and talent management. By being conscious of their areas of strength and need, users can enhance their performance, self-awareness, and communication. This introduction discusses the Indigo Assessment's attributes, theoretical underpinnings, and practical applications, emphasising how it enables people to unlock their hidden potential and succeed in both their personal and professional endeavours. DISC Style DISC model shows us about our behaviour, skills and personality. S (steadiness) in my DISC model. People with a dominating "S" tend to be dependable, cooperative, and supportive team members. I enjoy a steady and predictable work environment and place a high importance on harmonious relationships. I like having specific guidelines and a clear road to success or graduation. My natural inclinations would probably be well-aligned with jobs that give stability and clear expectations. Top Two Three skills 1. Mentoring/coaching: I excel in promoting others' professional growth, inspiring faith in their potential. I encourage initiative and improvement, offering challenging assignments for development. I support ongoing education, view mistakes as learning opportunities, and tailor my approach to each individual. This fosters a nurturing environment that brings out the best in everyone. 2. Conceptual Thinking: I am excellent at conceptual thinking, examining potential scenarios and patterns to produce fresh insights. I make use of patterns, undetected connections, and hypothetical circumstances to develop fresh ideas. I notice and examine data to create fresh approaches and deal with fundamental problems, incorporating elements into useful frameworks. 3. Diplomacy/Tact: I excel skillfully handling difficult and sensitive issues. I effectively use tact and diplomacy with people across hierarchies and cultures. Understanding organizational dynamics, I adapt my communication to "politically correct" standards. I leverage networks of influence, consider special interest groups' needs, and build relationships for mentoring and advice. Utilizing formal and informal networks internally, I achieve positive results through non-confrontational expressions of context. Driving focus and Motivater In order to define human motivation and drive, Eduard Spranger first established six major types or classifications. Theoretical, utilitarian, aesthetic, social, individualistic, and traditional are the six categories. By examining each motivation as a continuum and describing both ends, the 12 Driving Forces are created. 1ST Primary force: Status, acclaim, and self-control are what drive the commanding person. They actively look for positions of visible leadership that grant autonomy and professional progress. They stay away from situations with little room for growth or where they lack the power to affect results, favouring settings that support their drive for influence and recognition. 2nd Primary force: The Receptive person is driven by novelty and is open to opportunities that go beyond conventional systems and new ideas, techniques, and approaches. In order to test out novel ideas and enhance current systems, they actively seek out positions that promote exploration and innovation. They look for places that encourage innovation and ongoing learning, and they avoid surroundings with monotonous duties, strict systems, or antiquated procedures. 3RD Primary forces: The altruistic person has a sincere desire to help and support other people. They actively look for ways to positively impact the world, instinctively reacting to chances to assist those in need. Instead, they seek for situations that are consistent with their actual altruistic ideals, avoiding businesses that place a high importance on exploiting generosity for profit or maintaining inequity. Explain what your awareness of these results means for you. Knowing these dynamics at work in my life is helpful in both personal and professional interactions. I can create leadership possibilities that allow autonomy and room for development while working with people that are motivated by status and recognition. I can encourage those who are inspired by novelty and innovation in their need for exploration and creativity. My level of self-awareness has improved as a result of this information. I may make deliberate decisions that are in line with my beliefs and ambitions by recognising my own motivating factors. By acknowledging and respecting the many motivations of others, my awareness of these outcomes ultimately promotes greater relationship-building, communication, and collaboration. A more peaceful and encouraging environment, where people may develop and give their best selves, is created when this notion is accepted. What will you do differently? I will approach my contacts with greater empathy and adaptability in both my personal and professional lives now that I have a better grasp of human motives. When working with people who are motivated by status and recognition, I will take proactive steps to develop leadership chances that provide freedom and room for development. I will support and encourage people who are inspired by novelty and innovation in their need for exploration and creation. In addition, I'll deliberately choose things that are in line with my own motivating reasons to make sure that my decisions are consistent with my beliefs and goals. I will promote a more peaceful and loving workplace where everyone may thrive and offer their best self by recognising and valuing varied reasons. What do you want to improve upon or work on? There are constantly new ways to improve both who we are as people and the things we make. Thomas Edison famously remarked ''There is always a better way'' Avoiding involvement in the transition process might be done consciously or unconsciously. Resistance can be aggressive, such as refusing to apply the new procedure, or passive, such as providing justifications for unfinished work. To overcome resistance, make it a habit to weigh the advantages and disadvantages of the proposed change, consider each objection, and, if one particular worry predominates, communicate it to the other parties involved and enlist their help or input. Failure to make clear your manager's expectations presume a common understanding, which could result in misunderstandings. Talk to your manager informally about their expectations and your own in order to remedy this. Discuss your tasks with coworkers and other management to further define them. Clear communication helps keep expectations in line and prevents misunderstandings. Two strongest areas of my personality: I frequently demonstrates a strong drive and sincere desire to help their coworkers within the organisation. I am always willing to lend a hand and support others when they need it, acting with selflessness. I have a wonderful capacity to inspire colleagues to pursue excellence and realise their full potential. She is also always accessible and eager to share their time and insightful perspective, making them a tremendous asset for the team's development and success. Two weakest areas of my personality: In the absence of sufficient information, I frequently exhibits passive-aggressive resistance. To successfully address this issue, context and clear communication are essential. She also needs help prioritising new chores because it could be difficult for her to understand which ones are more important. She also takes criticisms about her job personally, demonstrating the need for supportive feedback and help in developing resilience to ensure a better reaction to evaluations. She will be able to deal with these difficulties more successfully if you provide her with encouragement through open dialogue and helpful criticism. Part 2 How those traits of mine may impact my career and work performance. Everyone has their own characteristics that plays an important role in ones life. These are some features that may have impact on my career: Dedicated and ambitious, seeking recognition and advancement. Intelligent in problem-solving; seeks independence in planning. Focusing on favourable outcomes for others, compassionate and helpful. Considers prospective return on investment while remaining objective and evaluative. assertive and inventive when securing leadership positions. Which traits are likely to be key to your success? 1. Bottom line-focused: Setting results and efficiency ahead of other factors in order to succeed. 2. Building good relatipns: Builds strong connections, encourages teamwork, and improves collaboration for all parties' benefit. 3. Contributes to a cause and a leader: driven by a commitment to a visionary leader or an important cause, resulting in a stronger influence. Which traits will you have to be careful to work on, improve upon or regulate? How will you do this? 1. Avoid engaging in passive-aggressive resistance when dealing with difficulties. To overcome resistance in a constructive way, work on improving your open communication skills, asking for feedback, and being proactive in resolving any issues. 2. Saying "no" is hard; practise good boundary-setting and work prioritisation. Exercise assertiveness and acquire the ability to refuse tasks when necessary, all the while maintaining open and respectful relationships with others. Part 3 Action Plan I will put into practise the following action plan to address the areas that require improvement: A. Resistance to Passive Aggression: I'll focus on increasing my self-awareness so I can spot when passive-aggressive traits start to show. I'll communicate honestly and constructively, voicing my worries and reservations up front. I can identify areas for improvement by asking my coworkers and managers for input. B. Building assertiveness and prioritisation skills: My focus will be on determining the relevance of each task and utilising time management strategies to prioritise it appropriately. I'll practise assertiveness so I can learn to say "no" when it's essential. Setting limits and upholding open and courteous communication will be essential to effectively manage your workload. C. Positively Handling Criticism and Feedback: Adopting a growth mindset will help me see criticism as a chance to improve. I will keep criticism apart from who I am as a person and look for specific, constructive criticism. Building resilience and handling feedback are made easier by enlisting the help of mentors or coaches. I want to create a more cooperative and happy work atmosphere, boost teamwork and communication, and be a better leader and team member overall by implementing the actions outlined in my action plan. Conclusion Last but not least, the Indigo/TriMetrix DNA Assessment has shed light on my motives, skills, and personality. My ability to flourish in leadership roles and promote constructive connections will be facilitated by my awareness of my talents in mentoring, conceptual thinking, and diplomacy, as well as by a strong desire to assist others. However, in order to improve my assertiveness and prioritisation abilities and improve my passive-aggressive resistance, I must work on these issues. I want to foster a more supportive and enjoyable work environment that will lead to both personal and professional success by developing a clear action plan that focuses on self-awareness, communication, and growth. My overall development and effectiveness as a team member and leader will increase if I accept these changes. References: i. Canadian Organisational Behaviour, 11th Edition, McShane, Tasa, & Steen, 2021. McGraw Hill Ryerson Limited, New York. ii. J. Faulkner (27 MAY 2021). Effective leadership and the 12 driving forces. TTISI. "The Twelve Driving Forces of Effective Leadership." iii. McShane, S. L. (2021). Canadian organizational behaviour (13th ed.). McGraw-Hill Education. iv. How Important Is Career Success? You Tell Us! (n.d.). How Important Is Career Success? You Tell Us! https://uvaro.com/blog/how-important-is-career-success v. Indigo survey https://www.ttisurvey.ca/survey/en_US/38185MHP/545313RTH/assessments?email=ipadsala07%40gmail.com vi. How Vital Is Professional Success? You Inform Us! (n.d.). How Vital Is Professional Success? You Inform Us! https://uvaro.com/blog/how-important-is-career-success MAKE AN CAREER DEVELOPMENT PLAN ON BASIS OF UPPER INFORMATION BY ANSWERING FOLLOWING QUESTIONS 1. What are your career objectives? What position, field or industry do you want to work in/for? (To be answered in introductory paragraph Max 1 page) o Which province in Canada and why? (This needs to be supported with job market analysis such as employment options, field attractiveness- current job openings within your field, income potential/salary rates across different provinces I want to see a lot of statistics in here Dont make this section descriptive use graphs, pie-charts, salary benchmarking tables from federal and provincial reliable sources) 2. If you in intend to work for an organization, what are the possible promotional opportunities for career growth and what senior level position do you wish to obtain? How long will it take for you to obtain your next promotion within your field? What certificate will be needed for promotion? how many years of experience will be required for the promotion? (Again, maximum one page in writing and also included these promotions in your timeline) 3. An inventory of your current skills, abilities, training, and education and the required qualifications for your desired position? (Strictly use a table to outline your current education as well as all job-specific skills, certificates etc., that you have. Only mention the certificates/degrees acceptable in Canada, see NOC website for reference) 4. From your time- line Identify three action steps that are crucial to achieving your stated career development plan. These steps are usually those without which your plan cannot proceed. (Put a heading action steps and describe them in short paragraphs- 3-4 lines maximum) 5. Identify potential barriers that might prevent you from reaching your stated career goals and objectives. (In bullet points make sure they are all realistic and applicable to you. Just imagine what problems would you face while starting your professional career in Canada)