Sarah Amaya

Top 5 Skills Behaviors

Personal Skills Ranking D I S C
1 Diplomacy/Tact 100
2 Continuous Learning
90
3 Management
4 Empathy 80
D = Dominance
5 Analytical Problem Solving 70 I = Influencing
S = Steadiness
C = Compliance
60
Strengths
50
Great at retrieving information for decision makers she
trusts.
40
Methodical and reliable researcher.
Accommodating and pleasing others is one of her High S's tend to be
natural talents. 30 steady, patient, and
Wants to methodically solve people-related problems predictable.
that benefit the greater good. 20
Defines and clarifies procedures clearly by having and
providing necessary information. 10

0
Motivators 34 38 74 71

1. Theoretical - Rewards those who value knowledge for knowledge's sake,

continuing education and intellectual growth.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
6.3 Value to a Team
6.0*
2. Social - Rewards those who value opportunities to be of service to others and Proficient and skilled in her technical
contribute to the progress and well being of society.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
specialty.
6.0
4.3* Comprehensive in problem solving.
3. Utilitarian/Economic - Rewards those who value practical accomplishments,
results and rewards for their investments of time, resources and energy. Good listener.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
5.3
Always concerned about quality work.
5.0*
4. Individualistic/Political - Rewards those who value personal recognition, Works for a leader and a cause.
freedom, and control over their own destiny and others.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
5.3 Always looking for logical solutions.
5.7*
5. Aesthetic - Rewards those who value balance in their lives, creative
self-expression, beauty and nature.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
4.3
4.3*
6. Traditional/Regulatory - Rewards those who value traditions inherent in
social structure, rules, regulations and principles.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
2.7
4.7*
Copyright © 2006-2021. Target Training International, Ltd. 2-3-2021 www.indigoproject.org
 Sarah Amaya

SUMMARY PAGE EXPLAINED

Welcome to the Indigo Report! This page provides a quick overview regarding what's on your Indigo Summary
page. For more details visit, www.IndigotheAssessment.com.

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 Sarah Amaya

ABOUT YOU
Everyone is different and there is no right or wrong way to be. These paragraphs describe how you likely show
up in your natural style.

Sarah tends to build a close relationship with a relatively small group of associates.
Others see her as a good neighbor, since she is always willing to help those she considers to
be her friends. At times, Sarah would like to slow the world down and cut out some of the
activities people want her involved in. She wants to be seen as a responsible person and will
avoid behavior that could be seen by others as irresponsible. Sarah may not project a sense
of urgency like some people with different behavioral styles. Outwardly, she may appear to be
totally accepting of others. She may, however, have deep convictions that are not apparent to
others. She needs time for some study and analysis, particularly when doing new or
challenging assignments. This allows her to adjust to the changing environment. She doesn't
resist change as much as she resists being changed. She needs to be an active participant in
situations that will impact her work. When the time is right, Sarah can stand up aggressively
for what she believes. She likes a consistent pace in her life, not too fast and not too slow.

Sarah tends to make decisions based on past experiences. She prefers the "tried and
true." She finds making decisions easier when she knows that others she respects are doing
the same thing; she then has a feeling of stability and "family." She needs to gather data and
facts in a logical fashion. She may tend to fight for her beliefs or those things she feels
passionate about. Sarah prefers to take time to analyze situations that can be felt, touched,
seen, heard, personally observed or experienced. She may want to think over major decisions
before acting. She must be convinced that actions will produce the desired result. When
faced with a tough decision, she will seek information and analyze it thoroughly. Once she has
arrived at a decision, she can be tough-minded and unbending. She has made her decision
after gathering much data, and she probably won't want to repeat the process.

Sarah likes to know what is expected of her in a working relationship and have the duties
and responsibilities of others who will be involved explained. Communication is accomplished
best by well-defined avenues. Sometimes she will withdraw from a verbal battle. If she feels
strongly about an issue, she may retreat to gather her resources and then return to take a
stand! Most people see her as being a considerate and modest person. She probably won't
try to steal the spotlight from others. She is somewhat reserved with those she doesn't trust or
know. After trust has been established, she may be open and candid. Sarah usually is
considerate, compassionate and accepting of others; however, on some occasions can
become stubborn. Stubbornness surfaces when her ideals and beliefs are confronted. She
likes having others initiate the conversation. She can then assess the situation and respond
accordingly. She does not enjoy confrontation for confrontation's sake. She feels she can win
through patience and resolve. She is not easily triggered or explosive, but she may conceal
some grievances because she doesn't always state her feelings.

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Target Training International, Ltd. 3
 Sarah Amaya

YOUR NATURAL AND ADAPTED BEHAVIORAL STYLES

Adapted Style Natural Style

The graphs represent your behavioral
styles based on the DISC model.
D I S C D I S C There is no "correct" score. Your
100 100 personal style is a unique blend of
D, I, S, and C.
90 90 D stands for dominance.
I stands for influencing.
80 80 S stands for steadiness.
C stands for compliance.
70 70

60 60 A score over 50 indicates that you are

"High" in that behavior. A score under
50 50 50, indicates "Low". Scores close to
the middle indicate a more adaptable
40 40 style in this category.

The graph on the right represents your

30 30 natural style and the graph on the left
represents how you feel like you have
20 20 to "adapt" your behavior based on
current circumstances.
10 10

0 0

32 32 82 75 34 38 74 71

D, the red bar on the graphs, stands for Dominance. High D's tend to be direct, forceful, results oriented, and
bold. Low D's tend to be non-confrontational, low key, cooperative, and agreeable.
Famous high D's are Lionel Messi, Princess Leia (Star Wars), Steve Jobs, and Tyra Banks.
Famous Low D's are the Dalai Lama, Yoda (Star Wars), Malala Yousafzai, and Drake.

I, the yellow bar on the graphs, stands for Influencing. High I's tend to be enthusiastic, persuasive, and talkative.
Low I's tend to be good listeners, reflective, skeptical, and factual.
Famous high I's are Jimmy Fallon, Jennifer Lopez, Jar Jar Binks (Star Wars), and Oprah Winfrey.
Famous low I's are Abraham Lincoln, Anakin Skywalker/Darth Vader (Star Wars), Mark Zuckerberg, and Adele.

S, the green bar on the graphs, stands for Steadiness. High S's tend to be patient, predictable, and calm. Low
S's tend to be change oriented, restless, and impatient.
Famous high S's are Michelle Obama, Gandhi, Duchess Kate Middleton, and Obi-Wan Kenobi (Star Wars).
Famous low S's are Kevin Hart, Elon Musk, Finn (Star Wars), and Lady Gaga.

C, the blue bar on the graphs, stands for Compliance. High C's tend to be analytical, detail oriented, and
cautious. Low C's tend to be independent, unsystematic, and less concerned with details.
Famous high C's are Neil Degrasse Tyson, JayZ, Supreme Court Justice Sonia Sotomayor, and C-3PO (Star Wars).
Famous low C's are Rosa Parks, Ellen Degeneres, Han Solo (Star Wars), and Justin Bieber.

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 Sarah Amaya

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.

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 Sarah Amaya

WHAT MOTIVATES YOU

Motivators are like an engine beneath the hood of a car. Motivators aren't easily seen from the outside but they
are what power you. This is important to your college and career choice because motivators correlate directly to
fulfillment and meaning. Most people are happiest selecting a major and career based on their top two
motivators.

Theoretical Mainstream

Social Mainstream

Utilitarian Mainstream

Individualistic Mainstream

Aesthetic Mainstream

Traditional Mainstream

- 68 percent of the population - national mean - your score Mainstream - one standard deviation of the national mean
Passionate - two standard deviations above the national mean
Indifferent - two standard deviations below the national mean
Extreme - three standard deviations from the national mean

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 Sarah Amaya

MOTIVATOR REFERENCE GUIDE

Find your motivators on the Indigo summary page: Connecting with the top two motivators are most
important. A secondary motivator supports the first motivator; for example, a "Social/Theoretical" will use
knowledge to help people. But a Social/Utilitarian will want to help people in an efficient and results-oriented
way. A Social/Individualistic wants to help in their own way. NOTE: The third motivator might be important as
well, especially if it is above the Adult Mean. And the last motivator may be important to avoid!

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 Sarah Amaya

YOUR SKILLS
This page shows 23 skills that are important in the world 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.com.

Personal Skills Ranking

1 Diplomacy/Tact
2 Continuous Learning
3 Management
4 Empathy
5 Analytical Problem Solving
6 Planning/Organizing
7 Mentoring/Coaching
8 People Advocacy
9 Teamwork
10 Conflict Management
11 Creativity/Innovation
12 Futuristic Thinking
13 Time and Priority Management
14 Goal Orientation
15 Personal Responsibility
16 Interpersonal Skills
17 Presenting
18 Leadership
19 Decision Making
20 Persuasion
21 Negotiation
22 Written Communication
23 Flexibility

Well Developed Developed Moderately Developed Needs Development

T: 37:38

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 Sarah Amaya

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.

Prepare your "case" in advance.

Make an organized presentation of your position, if you disagree.
Make an organized contribution to her efforts, present specifics and do what you say
you can do.
Watch carefully for possible areas of early disagreement or dissatisfaction.
Give her time to be thorough when appropriate.
Show sincere interest in her as a person. Find areas of common involvement and be
candid and open.
Present your case softly, non-threateningly, with a sincere tone of voice.
Look for hurt feelings or personal reasons if you disagree.
Follow through, if you agree.
Support her principles; use a thoughtful approach; build your credibility by listing pros
and cons to any suggestion you make.
Clearly define (preferably in writing) individual contributions.
Provide guarantees that her decision will minimize risks; give assurance that provides
her with benefits.
Provide solid, tangible, practical evidence.

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.

Leave things to chance or luck.

Offer assurance and guarantees you can't fulfill.
Keep deciding for her, or she'll lose initiative. Don't leave her without backup support.
Rush the decision-making process.
Use gimmicks or clever, quick manipulations.
Stick coldly or harshly to business; on the other hand, don't lose sight of goals by being
too personal.
Debate about facts and figures.
Dillydally, or waste time.
Force her to respond quickly to your objectives. Don't say, "Here's how I see it."
Use testimonies of unreliable sources; don't be haphazard.
Be domineering or demanding; don't threaten with a position of power.
Patronize or demean her by using subtlety or incentive.

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Target Training International, Ltd. 9
 Sarah Amaya

THINGS YOU MAY WANT FROM OTHERS

People are more motivated when they choose careers and college programs that satisfy their unique set of
"wants".

A manager who follows the company policies.

Advancement when she is ready.
An opportunity to methodically layout research and work through the
information-gathering process.
Background and detailed information on processes and procedures in order to ensure
they are correct.
Time to give back both internally and externally in order to quietly change things for the
better.
Processes and procedures for maintaining compliance while giving back to society.

YOUR IDEAL WORK ENVIRONMENT

An ideal working environment for you should include elements from this list.

Familiar work environment with a predictable pattern.

Prefers technical work, specializing in one area.
Information to support the reasons for change.
Logical approach to problem solving and information-based solutions.
Ability to give of time, talent and resources in order to help the organization.
Ability to help others within the organizational framework.

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.

Struggles in adapting to new situations without preparation.

Will have difficulty in establishing priorities in learning new matters.
Struggles with delivering a tough message, even if it's to the person's benefit.
Sees change for change's sake as negative for herself and others.
May be seen as a procrastinator due to her desire for all information and fear of making
a mistake.
Can be defensive when hard facts are questioned.
Wants to help others but also has a desire to police the happenings of the organization.
Viewed by others as a "watchdog", but wants to be seen as trying to help the cause
move in the right direction.

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 Sarah Amaya

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.

Desire for continuous learning is one of her greatest strengths.

Delivers her knowledge and wisdom objectively.
Willing to be the support system behind the cause.
Strong supporter, therefore, always willing to help.
Defines and clarifies procedures clearly by having and providing necessary information.
Asks many questions to find the correct answers.
Helps others achieve great results through a detailed process.
Paints a very detailed picture for the benefit of others to follow.

WHAT OTHERS MAY VALUE IN YOU

These are qualities that you bring to teams and organizations.

Builds good relationships.

Works for a leader and a cause.
Service-oriented.
Dependable team player.
Conscientious and steady.
Always looking for logical solutions.
People-oriented.

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.

Underestimate her abilities.

Need help in prioritizing new assignments.
Not project a sense of urgency—others may not feel the pressure to help immediately.
Take criticism of her work as a personal affront.
Hold a grudge if her personal beliefs are attacked.
Be defensive when risk is involved—move towards maintaining status quo.
Not take action against those who challenge or break the rules or guidelines.

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Target Training International, Ltd. 11
 Sarah Amaya

Possible Degree Matches

These are potential degrees and directions that fit your personal profile. Not all of these will be a perfect fit.
However, they provide a good starting point for programs to research and consider.

Arts and Sciences

Biochemistry, Biophysics
Criminology, Forensics
Economics
Information Technology
Interior Design
Microbiology
Neuroscience
Web Design, Web Administration

Career and Technical

Biomedical Equipment Technician
Vehicle Maintenance and Repair

Engineering
Aerospace Engineering
Bio Engineering
Chemical Engineering
Civil Engineering
Computer Engineering
Electrical Engineering
Materials Engineering
Mechanical Engineering
Nuclear Engineering

Environmental, Agriculture and Food

Forestry, Natural Resources
Landscape Architecture
Natural Sciences

Evolving Opportunities
Computer Programming
Ecommerce
Medical Ethics
Nonprofit Management
Nutrition and Diet Science
Renewable Energy

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 Sarah Amaya

Possible Degree Matches

Health Sciences
Clinical Research
Hospital and Health Administration
Pre-Medicine

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 Sarah Amaya

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. Failure To Anticipate
Failure to anticipate is the lack of focusing on possible outcomes or requirements.

Possible Causes:
Expect only the best to happen
Expect everyone else to do their best
Trust the system to run well
Focus on the here and now rather than the future
Resist change

Possible Solutions:
Set aside a specific amount of time each day to consider outcome possibilities
Talk with others who may have prior experience with a specific task or person

2. Failure To Share Information

The failure to share information is the inability or unwillingness to discuss with others.

Possible Causes:
Don't think others want to know the information
Unclear of the way the information will be used/received
Wait until asked before sharing information

Possible Solutions:
Let others know that they need to ask for information
Share with those whose opinions you trust

3. Failure To Clarify Precise Responsibilities With Manager

The failure to clarify precise responsibilities with your manager assumes that you have a full understanding
of his/her expectations. It infers that your manager understands your job and concurs with your assessment
of requirements.

Possible Causes:
Unsure of how you will be perceived
Don't want to overstep authority
Want to be a team player
Want to help everyone so you don't object to the manager when requests are being made that are not
your responsibility

Possible Solutions:
Have informal conversations with the manager about his/her expectations
Share with manager your expectations
Clarify with peers and other managers your duties and responsibilities
Read and discuss articles on "management by objectives"

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Target Training International, Ltd. 14
 Sarah Amaya

LIKELY TIME WASTERS

4. Habits
A habit is a specific thought, behavior or way of doing something that was acquired by repetition or by
reinforcement from self and/or others.

Possible Causes:
Have established routines that are comfortable
Routine creates a feeling of security
Resist change for change's sake
Have been praised repeatedly for a specific behavior

Possible Solutions:
Evaluate habits and decide which contribute to your accomplishments and which deter you from success
Try new ways of performing a certain task
Ask others for recommendations on different approaches
Consciously practice changing your routine

5. Postpone The Unpleasant

Postponing the unpleasant is similar to procrastinating but is usually a continual reprioritizing of daily tasks.
It is often a way to delay something that is not enjoyable.

Possible Causes:
Like low-conflict environments and relationships
Want to feel the success of accomplishment so the simple tasks are done first

Possible Solutions:
Change your routine and, for one week, do the unpleasant tasks first
See the accomplishment of unpleasant tasks as an equal or even greater achievement of success
Reward yourself for every unpleasant task that you complete without postponing
Confront those people who are causing you discomfort and discuss the problems

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