Jamie Gatbunton

Top 5 Skills Behaviors

Personal Skills Ranking D I S C
1 Management 100
2 Analytical Problem Solving
90
3 Diplomacy/Tact
4 Planning/Organizing 80
D = Dominance
5 Decision Making 70 I = Influencing
S = Steadiness
C = Compliance
60
Strengths
50
Builds something of form and beauty that structurally
will last forever.
40
Brings a good mixture of procedure orientation and
creativity. High C's tend to be
Gives clear instruction to what she needs to 30 systematic,
accomplish goals. cautious, and detail
Likes to do it right the first time and wants recognition 20 oriented.
for this.
Accommodating team member that brings balance to 10
the organization.
0
Motivators 24 25 84 85

1. 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
6.2 Value to a Team
4.3*
2. Individualistic/Political - Rewards those who value personal recognition, Accurate and intuitive.
freedom, and control over their own destiny and others.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
5.5 Objective—"The anchor of reality."
5.7*
3. Utilitarian/Economic - Rewards those who value practical accomplishments,
Good at reconciling factions—is calming
results and rewards for their investments of time, resources and energy. and adds stability.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
5.0
Service-oriented.
5.0*
4. Social - Rewards those who value opportunities to be of service to others and Works for a leader and a cause.
contribute to the progress and well being of society.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
5.0 Builds good relationships.
4.3*
5. 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
4.5
4.7*
6. 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
3.8
6.0*
Copyright © 2006-2021. Target Training International, Ltd. 4-6-2021 www.indigoproject.org
 Jamie Gatbunton

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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 Jamie Gatbunton

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.

Jamie wants to be seen as a responsible person and will avoid behavior that could be seen
by others as irresponsible. Following procedures is her way of ensuring quality and orderly
work. Jamie can be depended upon to follow set procedures of work activity. She can
overanalyze a problem which tends to slow down the decision-making process. She has a
need to achieve in an environment in which the quality is controlled. She can become
frustrated when put in a situation that is nothing more than a rambling discussion. Jamie wants
to know the company rules so she can follow them, and she may become upset when others
continually break the rules. She wants the safety features on her equipment to be in good
working order. Rules and procedures provide security for her job performance. Jamie can
devote all her energy to the job, and that offers security to her work situation. Because of high
expectations of her own job performance, Jamie may sometimes feel that other workers cannot
perform up to her standards. Jamie likes to work behind the scene and be seen as someone
who is organized and has her life in order. Some people see her as being fussy and
meticulous. She takes much pride in precise and accurate work, but others may not always
understand her attention to details.

Jamie likes to assemble facts and data before making decisions. This allows her time to
review the facts and think about the decision to be made. She follows company policy, if
aware of it. She is the type of person who will accept challenges and accept them seriously.
She is a critical and systematic thinker, and this strength may not be easily recognized by
others. Jamie feels tension when forced to make major decisions quickly. She sees herself as
factual and "down-to-earth." She is more than casually interested in "theory." When
confronted with a problem, she will look for a method, a formula, a procedure or a system to
solve it. She tends to make her decisions after deliberation and gives weight to all the pros
and cons. She can be seen as a thinker whose intuitive talents can bring divergent ideas to
the forefront.

Jamie does not like to work for a manager who uses a confrontational management style.
She tends to withdraw and not express herself and may become unproductive if she feels
threatened. People may often see Jamie as formal and reserved. She may be assessing the
situation before "letting her guard down" and may do so only when she feels comfortable with
the circumstances. She does not seek confrontation; but if she is confronted, she will present
her case with enough supportive data that she will probably win. People who show up early or
late for appointments may upset her, since her work plans are disrupted. Jamie makes an
agenda and prefers that others not change it. Jamie is intuitive and is able to ask good
questions in order to get the critical, complete information she seeks. She enjoys analyzing
the motives of others. This allows her to develop her intuitive skills. She likes to ask questions
to clarify the communications. She gathers data in order to be certain she is correct in her
work, communications or decision making. Whenever possible, Jamie avoids face-to-face
conflict.

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Target Training International, Ltd. 3
 Jamie Gatbunton

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

22 15 75 92 24 25 84 85

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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 Jamie Gatbunton

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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 Jamie Gatbunton

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.

Aesthetic Mainstream

Individualistic Mainstream

Utilitarian Mainstream

Social Mainstream

Traditional Mainstream

Theoretical Indifferent

- 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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 Jamie Gatbunton

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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 Jamie Gatbunton

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

Well Developed Developed Moderately Developed Needs Development

T: 13:54 M

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 Jamie Gatbunton

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.

Provide personal assurances, clear, specific solutions with maximum guarantees.

Provide solid, tangible, practical evidence.
Make an organized presentation of your position, if you disagree.
Support her principles; use a thoughtful approach; build your credibility by listing pros
and cons to any suggestion you make.
Look for hurt feelings or personal reasons if you disagree.
Follow through, if you agree.
Make an organized contribution to her efforts, present specifics and do what you say
you can do.
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.
Patiently draw out personal goals and work with her to help her achieve those goals;
listen and be responsive.
Clearly define (preferably in writing) individual contributions.
Watch carefully for possible areas of early disagreement or dissatisfaction.

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.

Threaten, cajole, wheedle, coax or whimper.

Be vague about what's expected of either of you; don't fail to follow through.
Rush the decision-making process.
Use testimonies of unreliable sources; don't be haphazard.
Rush headlong into business or the agenda.
Be domineering or demanding; don't threaten with a position of power.
Leave things to chance or luck.
Make conflicting statements.
Be vague; don't offer opinions and probabilities.
Offer assurance and guarantees you can't fulfill.
Keep deciding for her, or she'll lose initiative. Don't leave her without backup support.
Patronize or demean her by using subtlety or incentive.
Debate about facts and figures.

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 Jamie Gatbunton

THINGS YOU MAY WANT FROM OTHERS

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

To be part of a quality-oriented work group.

Precision work to perform.
Time for the beautification of the workplace and areas around her.
A proper work/life balance and a physical space that feels like home.
Control over keeping the process consistent and methodical.
Time to determine when and where to share information.

YOUR IDEAL WORK ENVIRONMENT

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

Close relationship with a small group of associates.

Assignments that can be followed through to completion.
Time for personal reflection and an appreciation for staying balanced.
An environment that supports time-tested, proven processes for completing tasks.
A forum for leveraging loyalty and long-term relationships for the betterment of the
organization.
Opportunity to be the silent leader behind the team.

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.

May feel her view is the only way and not see the subjectivity in her viewpoint.
While highly in tune to the vibe of a situation, she can come across as absolute.
Nothing is good enough, unless it's the best.
Can confuse her desire for authority or power with her want for enforcing rules.
Has difficulty in establishing priorities regarding her feelings.
Dislikes unwarranted change in her environment because of the disruption of balance.
May let other's criticism of her work continually frustrate her.
Can come across as stubborn and unwilling to change.

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 Jamie Gatbunton

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.

She brings extreme detail and precision to the project in order to enhance the outcome.
Gives clear specific instructions to maintain balance.
Gives clear instruction to what she needs to accomplish goals.
Holds others to high standards.
Accommodating team member that brings balance to the organization.
Patient with and willing to listen to the feelings of others.
Leads by example and in a quiet and methodical way.
Will take a firm stance when her position or status is questioned.

WHAT OTHERS MAY VALUE IN YOU

These are qualities that you bring to teams and organizations.

Builds good relationships.

Good listener.
Dependable team player.
Works for a leader and a cause.
Patient and empathetic.
Good at reconciling factions—is calming and adds stability.

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.

Tell ideas as opposed to sell ideas.

Lean on supervisors if information and direction is not clear.
Have difficulty making decisions because she's mostly concerned about the "right"
decision. If precedent does not give direction, her tendency is to wait for directions.
Be bound by procedures and methods—especially if she has been rewarded for
following these procedures.
Hesitate to act without precedent.
Yield her position to avoid controversy.
Be defensive when threatened and use the errors and mistakes of others to defend her
position.

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 Jamie Gatbunton

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

Architecture
Information Technology
Interior Design
Music Composition
Music Performance
Photography and Studio Art
Web Design, Web Administration

Career and Technical

Biomedical Equipment Technician
Carpentry
Dental Assistance
Drafting
Electrician
Electronics, Applicance Installation and Repair
Home Maintenance and Repair
Massage Therapy
Plumbing
Speech and Language Pathology
Welding

Engineering
Civil Engineering

Environmental, Agriculture and Food

Agriculture and Farming
Animal Sciences

Evolving Opportunities
Computer Graphics, Animation
Computer Programming
Desktop Publishing
Ecommerce
Environment, Conservation and Sustainability
Graphic Design
Renewable Energy

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 Jamie Gatbunton

Possible Degree Matches

Videography

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 Jamie Gatbunton

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. Overreacting To Constructive Criticism

Overreacting to constructive criticism is the inappropriate overt or covert response to feedback and
recommendations.

Possible Causes:
Have a high comfort level with past methods
Have high standards for work performance
Think that your way is the correct way
Don't see the benefit of doing things differently

Possible Solutions:
Practice listening without evaluating comments from others
Begin responding mentally with "that's interesting" or "that's a possibility" as a way of controlling
immediate negative response
Communicate feelings with peers and supervisors

2. Seeking The Best, But Not Necessarily Workable Solutions

Always seeking the best solution may prohibit getting the task accomplished. Something better is always on
the horizon.

Possible Causes:
Want to do things right the first time
Want personal approval for preciseness of work
Fear criticism if solution doesn't work

Possible Solutions:
Establish required standards
Determine the solution that meets or exceeds those standards
Set a timeline for making a decision or completing a task

3. Waiting For Events To Happen

Although patience may be a virtue, being pro-active allows the decision-maker to be in better control of
events within their scope of influence.

Possible Causes:
Want to affect the here and now
Fear rushing into something will show unpreparedness
Need for high standards inhibits getting started

Possible Solutions:
Plan alternative solutions
Determine most likely scenarios
Implement a plan that best meets those needs without jeopardizing other scenarios

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 Jamie Gatbunton

LIKELY TIME WASTERS

4. Looking For "Hidden Meaning"

The habitual practice of looking for hidden meanings demonstrates the inability to take messages,
information and people-signals at face value. It may indicate that issues and people are suspect or have
potential negative impact on you and your work.

Possible Causes:
Critical listening ability may cause you to read more into a situation
Want to look beyond the obvious
Have a need for additional information
Do not have a high level of trust in others

Possible Solutions:
Ask questions
Share initial evaluation/opinion with others

5. Seeking "All" of The Facts

Seeking "all" of the facts is thought and action of continually gathering new information and re-evaluating
current information.

Possible Causes:
Want to be certain/prepared
Want to avoid mistakes
Want extended time for getting tasks done

Possible Solutions:
Set a timeline for gathering new information or evaluating old information and then take action
Evaluate importance or risk factors to how much information is actually needed

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