In your assignment, please address the following: What does your Indigo report mean to you? Discuss the elements of the report that matters the most to you and why. How can the report guide you through your academic journey? How can the report guide you through your professional endeavors and career?

Gautam Kumar Meshram Indigo Top 5 Skills Behaviors Personal Skills Ranking DISC Creativity and Innovation 100 IN Problem Solving 90 3 Decision Making Goal Orientation 80 A D = Dominance Self Starting 70 | = Influencing S = Steadiness C = Compliance Strengths 60 50 . Thrives on the challenge of solving problems. Demonstrates a forward-looking approach to old 40 questions. Innovative with strategies for success. High D's tend to be Forward-looking to improve himself or a situation. 30 competitive, o Defines and clarifies procedures clearly by having and decisive, and providing necessary information. 20 determined Does everything to the best of his ability and is known for this trait. 10 0 Primary Drivers 69 42 42 52 1. Intellectual - People who are driven by opportunities to learn, acquire knowledge and the discovery of truth. 10 20 30 40 50 60 70 80 90 100 69 Value to a Team 53* Excellent troubleshooter. 2. Objective - People who are driven by the functionality and objectivity of their surroundings 10 20 30 40 50 60 70 80 90 100 Creative in his approach to solving 68 problems. 49* Challenge-oriented. 3. Intentional - People who are driven to assist others for a specific purpose, not just for the sake of being helpful or supportive. 10 20 30 40 50 60 70 80 90 100 Change agent-looks for faster and 68 better ways. 49* Tenacious. 4. Resourceful - People who are driven by practical results, maximizing both efficiency and returns for their investments of time, talent, energy and resources. Objective and realistic. 10 20 30 40 50 60 70 80 90 100 65 42 ' Copyright @ 2006-2022. TTI Success Insights LTD. 10-15-2022 www.indigoproject.orgGautam Kumar Meshram DRIVING CHARACTERISTICS Based on your responses, the report has generated statements to provide a broad understanding of WHY YOU DO WHAT YOU DO. These statements identify the motivation that you bring to the job. However, you could have a potential Me-Me conflict when two driving forces seem to conflict with each other. Use the general characteristics to gain a better understanding of your driving forces. Gautam Kumar may have the desire to expand his knowledge to be considered an expert in his chosen field. He is comfortable around people who share his interest for knowledge and especially comfortable among people with similar convictions. He may spend considerable time researching a topic of interest. He is able to isolate personal issues and focus on professional productivity. Gautam Kumar may choose to see the world in pieces, not as a whole. He tends to have an objective view of the task at hand. He may be firm in his decisions and not be swayed by unfortunate circumstances. He will struggle if helping others is in conflict with his own self-interest. Gautam Kumar will create opportunities for others if he sees a greater return in the future. He is driven to maximize opportunities in order to create financial flexibility. He will evaluate each situation to determine how much control to apply. He may be able to pick and choose the traditions to which he will adopt. Gautam Kumar is very good at integrating past knowledge to solve present problems. He will benefit from a role that allows him to gain new knowledge. He tends to focus on the task at hand regardless of his surroundings. In general, unpleasant surroundings will not impact his productivity. Gautam Kumar may question the amount of time individuals spend helping other people. He is willing to help others if they are working to achieve his goals. He is motivated by increasing productivity and efficiency. He is driven to be very diligent and resourceful. In certain situations Gautam Kumar may go to extremes to win or control the outcome. If Gautam Kumar does not have strong feelings about a situation he does not see the need to exert control. He may seek new ways to accomplish routine tasks. He may gather elements from multiple systems to implement as needed. Indigo Copyright @ 1990-2022. TTI Success Insights LTD. www.IndigotheAssessment.com 3Gautam Kumar Meshram DRIVING CHARACTERISTICS Gautam Kumar may overlook traditions or boundaries to complete a task. He may strive to maintain individuality in certain group settings. He views return on investment of time, talent and resources as a benchmark for success. He tends to believe hard work and persistence is within everyone's reach. Gautam Kumar is capable of functioning in an environment filled with chaos. He tends to compartmentalize issues to keep the momentum moving forward. He will often gather information before starting a project. He will tend to seek new methods or information rather than relying on past experiences. Indigo Copyright @ 1990-2022. TTI Success Insights LTD. www.IndigotheAssessment.com 4Gautam Kumar Meshram STYLE INSIGHTS GRAPHS Adapted Style Natural Style Graph I Graph II DISC DISC 100 100 90 90 80 80 70 70 60 60 50 50 40 40 30 30 20 20 10 10 0 0 74 38 42 55 69 42 42 5 Norm 2021 R4 T: 14:50 Indigo Copyright @ 2006-2022 TTI Success Insights LTD. www.IndigotheAssessment.comGautam Kumar Meshram NATURAL & ADAPTED STYLE Your natural behavioral style is how you show up to the world without stress. This is your default mode. Your adapted behavioral style is how you adjust to fit current circumstances. For example, you may show up differently at school with your friends then you do at home. We all adapt sometimes. However, adapting a lot over long periods of time causes you stress. It's important that you choose a college or career situation where you do not have adapt away from your natural behavioral style often. Problems & Challenges Natural Adapted Gautam Kumar is ambitious in his approach to Gautam Kumar sees no need to change his problem solving, displaying a strong will and a approach to solving problems or dealing with need to win against all obstacles. Gautam Kumar challenges in his present environment. has a tendency to make decisions with little or no hesitation. People & Contacts Natural Adapted Gautam Kumar is factual and logical in his Gautam Kumar sees no need to change his attempt to persuade others. He looks at things in approach to influencing others to his way of a rather direct and straightforward manner. His thinking. He sees his natural style to be what the approach can be analytical and objective when environment is calling for. attempting to influence others. Indigo Copyright @ 2006-2022 TTI Success Insights LTD. www.IndigotheAssessment.com 6Gautam Kumar Meshram NATURAL & ADAPTED STYLE Pace & Consistency Natural Adapted Gautam Kumar likes mobility, and the absence of Gautam Kumar sees his natural activity style to be routine does not traumatize him. He feels just what the environment needs. What you see comfortable juggling different projects and is able s what you get for activity level and consistency. to move from one project to another fairly easily. Sometimes he would like the world to slow down. Procedures & Constraints Natural Adapted Gautam Kumar is somewhat open-minded, but Gautam Kumar shows little discomfort when aware and sensitive to the implications of not comparing his basic (natural) style to his response following the rules. He can display balanced to the environment (adapted) style. The udgment in reviewing procedures. Knowing he is difference is not significant, and Gautam Kumar doing things well is a key reinforcement for him. sees little or no need to change his response to the environment. Indigo Copyright @ 2006-2022 TTI Success Insights LTD. www.IndigotheAssessment.comGautam Kumar Meshram DISC REFERENCE GUIDE Find your DISC Graph on the Indigo summary page: Take note of scores furthest away from 50 on the DISC graph (high or low). These are the behaviors that will stand out most for you. Reference "stand-out" scores below. Various combinations of stand-out DISC factors will influence communication styles and environmental needs. For example, a High D, Low C will need a fast-paced, results-oriented environment with lots of freedom. However, a High D, High C will need an environment where results can be achieved through structure, quality, and attention to detail. If all scores are near the middle , you are likely adaptable to many environments. Communication Ideal environments for Behavior Style People with this style have a with people Job Tips difficult time in.. having this style: this style: High D .situations where they Be clear Competitive Direct can't express themselves. Don't be Results-oriented. Results-focused Forceful .controlled environments. intimidated. Opportunities to lead. job. Bold ..people without opinions. Get to the point. Low D Connect Cooperative .anger-charged situations. Jobs with little Agreeable .competitive projects and personally. Collaborative Ask questions. Low conflict. confrontation. Peaceful programs. Stay calm. High I .lecture-based classes Friendly. Talkative .being alone too long. Be friendly. Must work with Act enthusiastic. Group projects Sociable .impersonal, business-like people. Speak warmly. Class discussions. Enthusiastic instruction. Don't crowd Low I .facilitating groups. Independent projects. them Jobs where you Reserved .activities with prolonged Short dialogues. Classes that do not don't need to Reflective interaction, especially Give time to grade for verbal talk too much. Listens without reflection time. participation process High S .quickly changing activity. Jobs with Be soft. Well-defined Loyal chaotic classrooms. Speak calmly. expectations. stability and Patient .confusion/lack of clarity Clear path to clear Be patient. Understanding in instructions. graduation/success. expectations. Low S .monotonous classes. Flexible course work. Jobs with a Flexible ..highly structured Be spontaneous. variety of tasks situations with minimal Show emotion. Room for change and Restless variety. and adventure. Impulsive choice or flexibility. High C .tasks and grading Be accurate. Structured activities Jobs where Precise systems without clearly- Be factual. where quality matters. quality and detail Conscientious defined expectations. Be realistic. Classes with a detailed matter. Cautious risky situations. syllabus. Low C .assignments with lots of Big picture Broad view. Jobs with Unsystematic rules to follow. focus. Low detail assignments. freedom from Instinctive activities that demand quality Talk fast. Few rules and rules and Avoids details and detail. Be casual. structure micromanaging. Indigo Copyright @ 2006-2022 www.IndigotheAssessment.com TTI Success Insights LTD. 8Gautam Kumar Meshram DRIVING FORCES GRAPH Eduard Spranger first dened six primary types or categories to define human motivation and drive. These six types are Theoretical, Utilitarian, Aesthetic, Social, individualistic and Traditional. The 12 Driving Forces are derived by looking at each motivator on a continuum and describing both ends. All of the twelve descriptors are based on six keywords, one for each continuum. The six keywords are Knowledge, Utility, Surroundings, Others, Power and Methodologies. Focus on activities and work that relate to your highest driving forces scores. Instinctive Knowledge Intellectual 100 75 50 25 0 25 50 75 100 Selfless Utility Resourceful 100 75 50 25 0 25 50 75 100 Objective Surroundings Harmonious 100 75 50 25 0 25 50 75 100 Intentional Others Altruistic 100 75 50 25 0 25 50 75 '100 Collaborative Power Commanding 100 75 50 25 0 25 50 75 100 Receptive Methodologies Structured 100 75 5 50 75 100 0 25 0 25 O Denotes Pn'mary Driving Force T: 10:22 Indgg Copyright 1 9902022, 1.\" Success Insights LTD -.~;w-.-.-.IndigntI'eAsseeamentcom Gautam Kumar Meshram DRIVING FORCES REFERENCE GUIDE Your top four (primary) driving forces highlight what drives your decisions. Understanding them will help you find careers where you feel engaged and rewarded. Drivers work together in a unique way to create fulfillment both personally and professionally. Instinctive - driven by utilizing past Intellectual - driven by opportunities to learn, experiences, intuition and seeking specific acquire knowledge and pursue the discovery of knowledge when necessary. truth. Pursue - activities that leverage real time Pursue - intellectual challenges to expand your learning and integrate past experience to solve learning and become a content expert. immediate needs. Avoid - careers with little opportunity to grow in Avoid - careers with a focus on extensive Knowledge knowledge or asked to make decisions without research and theoretical knowledge. all available information. Selfless - driven by completing tasks for the Resourceful - driven by practical results, sake of completion, with little expectation of maximizing both efficiency and returns for your personal return. investment of time, talent, and energy. Pursue - tasks you enjoy regardless of the Pursue - opportunities that pay well and value rewards. efficiency and practicality. Avoid - quotas and pressure to perform or Avoid - jobs with standardized pay scales, where people are viewed only as resources Utility those who don't value resourcefulness or overlook waste Objective - driven by the functionality and objectivity of your surroundings. .O.. .0. Harmonious - driven by the exp subjective viewpoints, and balance in your O... Pursue - practical activities with the outcome of surroundings creating something functional. Pursue - harmonious work environments that Avoid - companies with a heavy focus on allow for work life balance. aesthetics and how things look and feel. Avoid - chaotic environment or distracting/ Surroundings unpleasing surroundings. Intentional - driven to assist others for a Altruistic - driven to assist others for the specific purpose, not just for the sake of being purpose of being helpful or supportive. helpful or supportive. Pursue - activities where you can make a Pursue - opportunities with purposeful people difference, instinctively noticing and acting on that could lead to future benefits. your desire to help others Avoid - situations that value helping people at Avoid - companies who prioritize helping others the expense of strategic purpose. Others for personal benefit or to further situations of Inequality. Collaborative - driven by being in a Commanding - driven by status, recognition, supporting role and contributing with little need and control over personal freedom. for individual recognition. Pursue - visible leadership opportunities and Pursue - environments where you win as a environments that provide personal freedom team and your work advances the company's and position advancement. vision. Avoid - limits on advancement or where you Avoid - situations where individual recognition are expected to work behind the scenes without s rewarded and where people are vying for Power authority to control the outcome. power and control Receptive - driven by new ideas, methods Structured - driven by traditional approaches, and opportunities that fall outside a defined proven methods, and a defined system for system for living. living Pursue - opportunities that allow you to explore Pursue - organizations that advance traditional new ideas and innovate existing systems. approaches, value working in defined systems Avoid - environments with repetitive tasks, rigid and support your inciples. systems and/or outdated processes. Avoid - environments that oppose your Methodologies personal cause or beliefs, or whose mission is o redesign existing traditions or systems. Indigo Copyright @ 2006-2022 TTI Success Insights LTD. www.IndigotheAssessment.com 10Gautam Kumar Meshram YOUR SKILLS This page shows 25 skills that are important in the wand of work. The key to success is utilizing your strengths while minimizing your weaknesses. You are more likely to excel with your top skills. For more information visit http://www.indigotheassessment.corn. o _' o M o o: o 4:. D on o 0') 0 H4 0 on o to o 100 Creativity and Innovation Problem Solving Decision Making Goal Orientation Self Starting Futuristic Thinking Project Management Flexibility Personal Responsibility Resiliency Time and Priority Management Continuous Learning Conceptual Thinking MentoringiCoaching Planning and Organizing People Advocacy Interpersonal Skills Teamwork Influencing Others Conflict Management Appreciating Others Negotiation Leadership Understanding Others DiplomacyiT act I Well Developed I Developed I Moderately Developed Needs Development T: 26:17 I Working Adult Average Indgg Copyright 20062022, Tl'l Success Insights LTD WWW-Indloathenssessmentcom 11 Gautam Kumar Meshram SUMMARY OF COMPETENCIES Your unique hierarchy of competencies is key to your success. Knowing what they are is essential to reaching your goals. 1. Creativity and Innovation: Creating new approaches, designs, processes, technologies and/or systems to achieve the desired result. . Notices unique patterns, variables, processes, systems or relationships. Expresses non-traditional perspectives and/or novel approaches. Synthesizes data, ideas, models, processes or systems to create new insights. Challenges established theories, methods and/or protocols. . Encourages and promotes creativity and innovation. Modifies existing concepts, methods, models, designs, processes, technologies and systems. Develops and tests new theories to explain or resolve complex issues. . Applies unorthodox theories and/or methods. . Imagines new or revolutionary concepts, methods, models, designs, processes, technology, systems, products, services or industries. . Combines knowledge, curiosity, imagination, and evaluation to achieve desired results. . Problem Solving: Defining, analyzing and diagnosing key components of a problem to formulate a solution. . Anticipates, identifies and resolves problems or obstacles. . Utilizes logical processes to analyze and solve problems. Defines the causes, effects, impact and scope of problems. . Identifies the multiple components of problems and their relationships. Prioritizes steps to a solution. Defines and develops criteria for optimum solutions. Evaluates the potential impact of possible solutions. Looks for specific goals, clearly defined solution paths, and/or clear expected solutions. . Allows for initial planning including some abstract thinking to come up with creative solutions. . Understands and defines the problem before jumping to a solution. Indigo Copyright @ 2006-2022 TTI Success Insights LTD. www.IndigotheAssessment.com 12Gautam Kumar Meshram SUMMARY OF COMPETENCIES 3. Decision Making: Analyzing all aspects of a situation to make consistently sound and timely decisions. Demonstrates an ability to make thorough decisions in a timely manner. Gathers relevant input and develops a rationale for making decisions. Evaluates the impact or consequences of decisions before making them. Acts decisively once all aspects have been analyzed. Focuses on timely decisions after the situations have been completely diagnosed. Willing to update decisions if more information becomes available. Provides a rationale for decisions when necessary. Systematically analyzes information before making a decision. Looks at all aspects of a situation including historical components. Asks the right questions rather than making assumptions to produce a timely decision. 0000000000 4. Goal Orientation: Setting, pursuing and attaining goals, regardless of obstacles or circumstances. Acts instinctively to achieve objectives without supervision. Expends the necessary time and effort to achieve goals. Recognizes and acts on opportunities to advance progress to meet goals. Establishes and works toward ambitious and challenging goals. Develops and implements strategies to meet objectives. Measures effectiveness and performance to ensure results are attained. Acts with a determination to achieve goals. Demonstrates persistence in overcoming obstacles to meet objectives. Takes calculated risks to achieve results. Employs a strategy that affects how they approach tasks and future projects. elf Starting: Demonstrating initiative and willingness to begin working. Possesses a strong work ethic and belief in getting results. Takes initiative and does whatever it takes to achieve objectives. Projects self-assurance in getting the task started. Starts quickly to avoid setbacks. Asserts self in personal and professional life. Willing to begin working regardless of circumstances. Accepts personal responsibility for achieving personal and professional goals. Functions effectively and achieves results regardless of circumstances. Takes initiative and acts without waiting for direction. Displays selfconfidence, conscientiousness, assertiveness, persistence and is achievementoriented. v: 00000000000) 0000000000 Indgg wavy-re. I'I-Cllgtl'OASSL'E;"1011mm 1 3 Copyright 20062022. Tl'l Success lnsights LTD. Gautam Kumar Meshram SUMMARY OF COMPETENCIES 6. Futuristic Thinking: Imagining, envisioning, projecting and/or creating what has not yet been actualized. 0000000 000 Demonstrates an ability to connect the dots and see the big picture. Looks beyond the forces driving the current reality that may have longterm effects. Utilizes foresight and intuitive perception as well as factual events to draw inferences. Recognizes, supports and/or champions cuttingedge ideas. Anticipates future trends or events. Envisions possibilities others may not. lmagines and/or predicts changes in current reality based on deductive and conceptual reasoning. Creates an environment where forward thinking is the norm not the exception. Envisions ideas that may be seen as unobtainable by others. Mentally lives in the future and does not allow current technology to cloud their vision. 7. Project Management: Identifying and overseeing all resources, tasks, systems and people to obtain results. 000000000 9 Identifies all required components to achieve goals, objectives or results. Demonstrates the ability to utilize the right people to complete the project. Establishes high performance standards. Holds people accountable and is focused on goals and priorities. Identifies barriers to objectives and removes them. Delegates appropriate responsibilities and authority. Ensures adequate resources are available to achieve objectives. Makes decisions that benefit the outcome of the project. Plans, organizes, motivates and controls resources, procedures and protocols to achieve specific goals. Maintains the objectives while honoring designated constraints. 8. Flexibility: Readily modifying, responding and adapting to change with minimal resistance. 0000000000 Copyright 20062022. TI'I Success insights LTD. Responds promptly to shifts in direction, priorities and schedules. Demonstrates agility in accepting new ideas, approaches and/or methods. Effective in shifting priorities and tasks. Modifies methods or strategies to fit changing circumstances. Adapts personal style to work with different people. Maintains productivity during transitions. Embraces and/or champions a shift in activity. Strives to adapt to situational demands. Capable of changing or adjusting to meet particular or varied needs. Able to step outside their comfort zone and try something they haven't done before. Indgg yaw-re. I'I-Cligtl'OL'ASSOEE;'t'lilffi 14 Gautam Kumar Meshram SUMMARY OF COMPETENCIES 9. Personal Responsibility: Being answerable for personal actions. . Demonstrates the ability to self evaluate. Strives to take responsibility for his actions. . Evaluates many aspects of his personal actions. . Recognizes when he has made a mistake. . Accepts personal responsibility for outcomes. . Utilizes feedback. . Observes and analyzes data to learn from mistakes. Sees new possibilities by examining personal performance. Accepts responsibility for actions and results. Willing to take ownership of situations. 10. Resiliency: Quickly recovering from adversity. . Demonstrates the ability to overcome setbacks. Strives to remain optimistic in light of adversity. Evaluates many aspects of the situations to create a positive outcome. Recognizes criticism is an opportunity to improve. . Accepts setbacks and looks for ways to progress. . Utilizes feedback to forge forward. . Seeks to understand how certain obstacles can impact results. Sees the unique opportunities by overcoming challenges. Swiftly works through the emotions and effects of stressful events. . Copes with the inevitable bumps in life. 11. Time and Priority Management: Prioritizing and completing tasks in order to deliver desired outcomes within allotted time frames. . Effectively manages difficulties and delays to complete tasks on time. Effectively manages time and priorities to meet deadlines Presents completed tasks on or before the deadline. Demonstrates an ability to maintain deadlines in the midst of crisis. Strives to improve prioritization. . Balances timelines and desired outcomes. . Takes initiative and prioritizes tasks to stay on schedule. . Accepts responsibility for deadlines and results . Creates an environment conducive to effectiveness. . Reduces the amount of time spent on non-priorities. Indigo Copyright @ 2006-2022 TTI Success Insights LTD. www.IndigotheAssessment.com 15Gautam Kumar Meshram SUMMARY OF COMPETENCIES 12. Continuous Learning: Taking initiative to regularly learn new concepts, technologies and/or methods. . Demonstrates curiosity and enthusiasm for learning. Takes initiative in acquiring and mastering the skills and knowledge requirements of a position. Keeps abreast of current or new information through reading and other learning methods. . Actively interested in new technologies, processes and methods. Welcomes or seeks assignments requiring new skills and knowledge. . Expends considerable effort and/or time on learning. . Genuinely enjoys learning. Identifies opportunities to gain knowledge. . May be considered a knowledgeable resource by others. Enjoys new resources or methods for learning. 13. Conceptual Thinking: Analyzing hypothetical situations, patterns and/or abstract concepts to formulate connections and new insights. Demonstrates the ability to identify patterns, themes or connections not noticed by others. . Gathers hypothetical or abstract concepts to formulate new insights. Evaluates many patterns to formulate connections. Recognizes unique or unusual perspectives. Envisions hypothetical situations to formulate new concepts. Utilizes patterns to develop new ways to process information. Observes and analyzes data to create new methods, techniques or processes. Sees new possibilities by dissecting the situation and examining the parts. Integrates issues and factors into a practical framework. . Understands a situation or problem by identifying patterns or connections, to address key underlying issues. Indigo Copyright @ 2006-2022 TTI Success Insights LTD. www.IndigotheAssessment.com 16Gautam Kumar Meshram SUMMARY OF COMPETENCIES 14. MentoringlCoaching: Facilitating, supporting and contributing to the professional growth of others. Inspires confidence in others' ability to grow professionally. Identifies and facilitates developmental opportunities. Encourages initiative and improvement. Provides opportunities for enhancement. Gives new and challenging work assignments. Acknowledges and praises improvements. Supports, coaches and mentors the development of others. Views mistakes as opportunities for learning. Promotes learning and professional growth. Understands the uniqueness and current level of each participant. 0000000000 15. Planning and Organizing: Establishing courses of action to ensure that work is completed effectively. Works effectively within established systems. Utilizes logical, practical and efficient approaches. Prioritizes tasks for optimum productivity. Develops procedures, processes and systems for order, accuracy, efficiency and productivity. Anticipates probable effects, outcomes and risks. Develops contingency plans to minimize waste, error and risk. Allocates, adjusts and manages resources according to priorities. Monitors implementation of plans and makes adjustments as needed. Establishes action plans to ensure desired results. Allows for practical, systematic and organized conclusions. 0000 000000 16. Customer Focus: Anticipating, meeting and/or exceeding customer needs, wants and expectations. Strives to anticipate, identify and understand customers' wants, needs and concerns. Responds to customers with a sense of urgency. Follows through on customer requests. ls patient and courteous with customers. Resolves issues and complaints to the satisfaction of customers. Expends extraordinary effort to satisfy customers. Develops relationships with customers. Partners with customers to assist them in achieving their objectives. Acts as an advocate for customers' needs. Takes professional risks for the sake of customers' needs. 0000000000 Indgg ru-zligntl'chest-5:5;nc-1:.-:::Irri Copyright 20062022. Tl'l Success insights LTD. 17 Gautam Kumar Meshram SUMMARY OF COMPETENCIES 17. Interpersonal Skills: Effectively communicating, building rapport and relating well to all kinds of people. Strives for self-awareness in a social setting. Demonstrates sincere interest in others. Treats all people with respect, courtesy and consideration. Respects differences in the attitudes and perspectives of others. Listens, observes and strives to gain understanding of others. Communicates effectively. Shows sensitivity to diversity issues. Develops and maintains relationships with many different kinds of people regardless of differences. Handles any situation gracefully by using nonverbal communication, indepth questioning and listening skills. Recognizing other's perspectives, by actively listening, thus providing many views of a given situation. 00000000 0 0 18. Teamwork: Cooperating with others to meet objectives. Respects team members and their individual perspectives. Makes team objectives a priority. Works toward consensus when team decisions are required. Meets agreed-upon deadlines on team assignments and commitments. Shares responsibility with team members for successes and failures. Keeps team members informed regarding projects. Supports team decisions. Recognizes and appreciates the contributions of team members. Behaves in a manner consistent with team values and mission. Provides constructive feedback to team members. Responds positively to feedback from team members. Raises and/or confronts issues limiting team effectiveness. 000000000000 Indgg Copyright 200s2022, 1.\" SU CCBSS insights LTD. vw-J'u'c.I'I-Cligtl'OSst'ErC'l-ilrri 1 8 Gautam Kumar Meshram SUMMARY OF COMPETENCIES 19. Influencing Others: Personally affecting others' actions, decisions, opinions or thinking. 0 0 0 Utilizes the knowledge of others' needs, wants, beliefs, attitudes, and behavior to promote a concept, product or service. Builds trust and credibility before attempting to promote concepts, products or services. Understands and utilizes the behaviors of others to personally affect an outcome. 0 Uses logic and reason to develop rational arguments that challenge current 00 20. 0000000000(') 0000 assumptions. Identifies and addresses the barriers that prevent people from seeing the benefits. Adapts techniques to understand and meet the needs and wants of those being influenced. Understands the role selfawareness plays in influencing others. Leverages a person in an indirect but important way. Produces effects on the actions, behavior and opinions of others. Brings others to their way of thinking without force or coercion. onflict Management: Understanding, addressing and resolving conflict constructively. Readily identifies and addresses issues, concerns or conflicts. Recognizes opportunities for positive outcomes in conflict situations. Reads situations accurately to pinpoint critical issues. Listens to gain understanding of an issue from different perspectives. Diffuses tension and effectively handles emotional situations. Assists people in adversarial positions to identify common interests. Strives to settle differences equitably. Settles differences without damaging relationships. Strives to limit the negative aspects of conflict while increasing the positive. Focuses on enhancing learning and group outcomes, including effectiveness or performance. 21. Appreciating Others: Identifying with and caring about others. 0000000000 Copyright 20062022. TI'I Success insights LTD. Demonstrates genuine concern for others. Respects and values people. Wants to ensure people experience positive emotions. Expends considerable effort to impact the needs, concerns and feelings of others. Advocates for the interests, needs and wants of others. Demonstrates sensitivity and understanding. Takes personal andfor professional risks for the sake of others. Recognizes and enjoys the good qualities of others. Provides support, appreciation and recognition. Displays kindness and concern for others. Indgg '.'-J'.'-J'-;'\\-. I'I-Cligtl'OASSL'E;'t'lilffi 19 Gautam Kumar Meshram SUMMARY OF COMPETENCIES 22. Negotiation: Listening to many points of view and facilitating agreements between two or more parties. . Understands both parties must get something they want before agreement is feasible. Listens to identify and understand what each party wants. Determines what each party is willing to accept in an agreement. Establishes a non-threatening environment conducive to open communication for discussing possible terms of agreement. . Develops the terms for an agreement. Ensures each party understands the terms of agreement. Binds agreements between parties with verbal and/or written contracts. . Listens to all sides involved and ensures all parties understands the issues. . Allows all parties to express their viewpoints. . Facilitates mutually beneficial outcomes to satisfy various interests. 23. Leadership: Organizing and influencing people to believe in a vision while creating a sense of purpose and direction. Inspires others with compelling visions. Takes risks for the sake of purpose, vision or mission. Builds trust and demonstrates integrity with a noticeable congruence between words and actions. . Demonstrates optimism and positive expectations of others. . Delegates appropriate levels of responsibility and authority. Involves people in decisions that affect them Addresses performance issues promptly, fairly and consistently. . Adapts methods and approaches to create an environment to allow others to be successful. Makes decisions that are best for the organization and attempts to mitigate the negative consequences for people. Demonstrates loyalty to constituents. Indigo Copyright @ 2006-2022 TTI Success Insights LTD. www.IndigotheAssessment.com 20Gautam Kumar Meshram SUMMARY OF COMPETENCIES 24. Understanding Others: Understanding the uniqueness and contributions of others. . Demonstrates the ability to evaluate others. Strives to understand the unique qualities of all people. . Evaluates many aspects of the people in his surroundings. . Recognizes how other people can contribute. . Accepts individuals' unique abilities and looks for ways for them to contribute. . Utilizes feedback to identify strengths in other people. Seeks to understand how certain decisions can impact others. Sees the unique contributions of colleagues. . Relates and connects with others. . Understands the unique motivations, needs and aspirations of others. 25. Diplomacy/Tact: Effectively and tactfully handling difficult or sensitive issues. . Effectively utilizes tact and diplomacy in working with people across hierarchical, functional and/or cultural borders. Understands cultural, climate and organizational issues. Adapts conduct and communications to "politically correct" standards. Effectively leverages networks of influence to enable progress Is sensitive to the needs of special interest groups within organizations. . Builds relationships and networks with key people of influence. . Provides advice, counsel and mentoring on organizational issues. . Utilizes both formal and informal networks internally to obtain support and achieve results. . Expresses the context of a situation in a non-confrontational or positive manner. Indigo Copyright @ 2006-2022 TTI Success Insights LTD. www.IndigotheAssessment.com 21Gautam Kumar Meshram DO'S: HOW OTHER PEOPLE SHOULD COMMUNICATE WITH YOU... This page provides other people a list of things to DO when communicating with you. This is how you like to be communicated with. Everyone has different communication styles. Knowing your style and acknowledging other's styles is critical to success in any job or relationship. . Motivate and persuade by referring to objectives and results. Show him a sincere demeanor by careful attention to his point of view. O Come prepared with all requirements, objectives and support material in a well-organized "package." Give pros and cons on ideas. . Keep at least three feet away from him. O Stick to business-let him decide if he wants to talk socially. . Support and maintain an environment where he can be efficient. Provide details in writing. Read the body language-look for impatience or disapproval. Listen to him. . Be prepared with the facts and figures. . Be clear, specific, brief and to the point. . Use the proper buzz words that are appropriate to his expertise. DON'TS: ... AND HOW OTHERS SHOULD NOT COMMUNICATE WITH YOU This page provides other people a list of things NOT to do when communicating with you. Everyone has different communication styles. Knowing your style and acknowledging other's styles is critical to success in any job or relationship. . Ramble on, or waste his time. . Pretend to be an expert if you are not. . Leave loopholes or cloudy issues if you don't want to be zapped. . Be superficial. . Forget or lose things, be disorganized or messy, confuse or distract his mind from business. . Come with a ready-made decision or make it for him. . Touch his body when talking to him. . Use inappropriate buzz words. . Leave things open to interpretation. O Speculate wildly or offer guarantees and assurances where there is a risk in meeting them. . Ask rhetorical questions or useless ones. . Make statements you cannot prove. Let disagreement reflect on him personally. Indigo Copyright @ 2006-2022 TTI Success Insights LTD. www.IndigotheAssessment.com 22Gautam Kumar Meshram COMMUNICATION TIPS This section provides suggestions for methods which will improve Gautam Kumar's communications with others. The tips include a brief description of typical people with whom he may interact. By adapting to the communication style desired by other people, Gautam Kumar will become more effective in his communications with them. He may have to practice some flexibility in varying his communication style with others who may be different from himself. This flexibility and the ability to interpret the needs of others is the mark of a superior communicator. When communicating with a person who is When communicating with a person who is dependent, neat, conservative, perfectionist, ambitious, forceful, decisive, strong-willed, careful and compliant: independent and goal-oriented: Prepare your "case" in advance. . Be clear, specific, brief and to the point. Stick to business Stick to business Be accurate and realistic. Be prepared with support material in a well-organized "package." Factors that will create tension or dissatisfaction: Factors that will create tension or dissatisfaction: . Being giddy, casual, informal, loud. Pushing too hard or being unrealistic with . Talking about things that are not relevant to the deadlines issue Being disorganized or messy. o Leaving loopholes or cloudy issues. Appearing disorganized. When communicating with a person who is When communicating with a person who is patient, predictable, reliable, steady, relaxed magnetic, enthusiastic, friendly, demonstrative and modest and political: . Begin with a personal comment-break the ice. Provide a warm and friendly environment. Present your case softly, non-threateningly. O Don't deal with a lot of details (put them in Ask "how?" questions to draw their opinions. writing). Ask "feeling" questions to draw their opinions Factors that will create tension or or comments. dissatisfaction: Factors that will create tension or . Rushing headlong into business. dissatisfaction: Being domineering or demanding Forcing them to respond quickly to your . Being curt, cold or tight-lipped. objectives. Controlling the conversation. Driving on facts and figures, alternatives, abstractions. Indigo Copyright @ 2006-2022 TTI Success Insights LTD. www.IndigotheAssessment.com 23Gautam Kumar Meshram THINGS YOU MAY WANT FROM OTHERS People are more motivated when they choose careers and college programs that satisfy their unique set of "wants". 0000 00 Opportunity to discuss progress on major or new projects. Meetings that stay on the agenda or reasons for changing the agenda. Access to all necessary information and instruction manuals in order to do things right. Background and detailed information on processes and procedures in order to ensure they are correct. Power and control over outcomes and goals. Control over longterm planning in order to protect the company from unnecessary risks. YOUR IDEAL WORK ENVIRONMENT An ideal working environment for you should include elements from this list. 000000 An environment where he can use his intuitive thinking skills. Forum to express ideas and viewpoints. The ability to return to the table with more information in order to present the case. Ability to be an independent thinker. Ability to be selfstarting and forward looking as it relates to challenging the status quo. An environment that demands high standards with the opportunity to enforce such standards. SOME POTENTIAL CHALLENGES The areas below are things to be careful of because they may create roadblocks to your success. identify any areas that may be affecting your success now and develop an action plan to overcome these challenges. 0 Afocus on quick results may hinder quality of information. 0 Impatient when gathering information. 0 Has to be a big player if not the leader and may miss out on beneficial role-playing opportunities. 0 May always want to display his superiority through problems or challenges. 0 May be seen as a procrastinator due to his desire for all information and fear of making a mistake. 0 May appear overly data- or theory-focused. 0 He will only feel effective when he can accomplish his agenda through structure. 0 Will control all of the details for fear of a tainted image. Indgg Copyright (9 20032022. Tl'l Success lnsights LTD. tantra-tinglgntl'ohssosa'o11mm 24 Gautam Kumar Meshram YOUR STRENGTHS These are areas where you really shine! Use these strengths to talk about yourself on college applications, job/internship interviews, and with teammates for school projects and extracurricular activities. Practice using your strengths every opportunity you can. . Demonstrates a forward-looking approach to old questions. Initiates action to get questions answered. Forward-looking to improve himself or a situation. Innovative with strategies for success. Defines and clarifies procedures clearly by having and providing necessary information. . Will ask all of the questions and gather all the data to make every outcome the best it can be. . Does everything to the best of his ability and is known for this trait. . Has a calculated plan to advance or win within the organizational framework. WHAT OTHERS MAY VALUE IN YOU These are qualities that you bring to teams and organizations. . Thinks big. . Presents the facts without emotion. . Excellent troubleshooter. . Challenge-oriented. . Competitive. . Places high value on time. POTENTIAL WEAKNESSES WITH YOUR STYLE Every behavioral style has inherent positives and negatives. This section lists some possible behaviors that may hold you back in life. Knowing what they are will help you get along with others and reduce stress. . Have difficulty finding balance between family and work. Keep too many balls in the air; if his support is weak, he will have a tendency to drop some of those balls. . Blame, deny and defend his position-even if it is not needed. . Push and pull rather than motivate in directing people-motivates as if everyone has the same strengths that he has. . Dislike routine work or routine people-unless he sees the need to further his goals. Indigo Copyright @ 2006-2022 TTI Success Insights LTD. www.IndigotheAssessment.com 25Gautam Kumar Meshram LIKELY TIME WASTERS This section is designed to identify potential distractions that could impact your effectiveness and use of time. Possible causes and solutions outlined can serve as a basis for creating an effective plan for increasing your overall performance. 1. Poor Delegation Poor delegation usually means the inability to discriminate between tasks needing your time and attention, and those others are capable of accomplishing. Possible Causes: . Do not want to give up control Do not trust the abilities of others Do not understand the abilities of others Fear the talents Do not want to overload others Possible Solutions: Train and mentor others Develop a support team Give people the opportunity to help Recognize the time spent training others on routine tasks will result in gained cumulative time for higher priority tasks 2. Vacillation Vacillation is the process of regarding an issue or a requirement in one way at one time and a different or the opposite at another time. It is the inability to make an immediate decision and stick with it. Possible Causes: Lack confidence in information Fear making the wrong decision Lack a systematic decision making process Hope that time will eliminate the problem or issue Possible Solutions: Acknowledge that the decision will be the best based on experience and available information Establish a time frame for making decisions . Develop a method for analyzing a problem and choosing a solution Seek the advice or input from key people involved in the issue 3. Firefighting Firefighting is often defined as being pulled away from priority tasks to answer questions, offer solutions, delegate or solve problem-related minor issues. These issues usually "flare up" quickly and are "put out" quickly. Possible Causes: . Desire to solve problems quickly and sometimes without adequate information Lack of delegation Lack of standard operating procedures Indigo Copyright @ 2006-2022 TTI Success Insights LTD. www.IndigotheAssessment.com 26Gautam Kumar Meshram LIKELY TIME WASTERS 0 Poorlwrong priorities 0 Failure to t intensity to the situation Possible Solutions: 0 Establish a plan 0 Create operational procedures for tasks and known problems 0 Establish a "management by objectives" approach 4. Crisis Management Crisis Management is defined as a management style that is consistently driven by uncontrolled external issues as the preferred method of managing. This style allows crises to precipitate rather than anticipating them and being pro-active. Possible Causes: 0 Lack planning 0 Place unrealistic time requirements on people and tasks 0 Always looking for problems to solve Possible Solutions: 0 Have a well dened operational plan 0 Target key individuals to handle specific problems 0 Ask for recommendations from key people 0 Delegate authority and responsibility when possible 5. Lack of a Written Plan A plan in this context may be an overall business plan including mission, goals, objectives, task requirements and utilization of resources. It may also simply mean written priorities and a written daily plan of action. Possible Causes: 0 Action oriented, wantto get things done now 0 Priorities keep changing (self or other-imposed) 0 Have been successful without a plan in the past 0 Want to "go with the flow" and not be stifled by a written daily agenda Possible Solutions: 0 Write down personal and job-related values and prioritize them 0 Write out a long-term plan that will support those values 0 Recognize that by having priorities clearly in mind, constant change will be replaced with change-bydesign Indgg Copyright 200s2022. 1.\" Success Insights LTD. -.r-;w-.-\\-.Irucltgntl'essessmetcam 27