IML DISC insights ™

Personality Profile Report

PRODUCED FOR

NADIA ANALYSA
PRODUCED ON
Friday, Jan 14 2022

DEVELOPED FROM RESPONSES PROVIDED BY THE SUBJECT TO QUESTIONS IN

The Personality System ™
PERSONALITY PROFILE INSTRUMENT

__________________________________________________

CONFIDENTIAL
Introduction to your PERSONAL insights™ Report
The DISC system of assessing personality characteristics is based upon the
work of Dr. William Marston, one of the foremost psychologists of the twentieth century.
Dr. Marston extensively studied the characteristics, patterns and responses of
thousands of individuals; and wrote The Emotions of Normal People as a result of his
efforts. Based upon his incredible insights into the world of characterizing individual
responses to their environment, Dr. Marston was able to develop a machine which was
capable of measuring human response to various internal stimuli - the polygraph
machine.

Scores of individuals have built upon the works of Dr. Marston over the last
half-century. Of these, one of the foremost is Dr. Sanford Kulkin, Founder and
President of the Institute for Motivational Living. Dr. Kulkin has invested a quarter
century into the development of strategic applications for DISC materials for use in both
business and interpersonal relationships, and simplifying the DISC materials so as to
put their power into anyone's hands. Understanding human behavior and identifying
patterns and preferences has given our consultants insight into successful strategies.
The impact of these strategies extends well beyond a simple training or educational
program into a life-long learning experience. Consultants and trainers from the
Institute frequently travel to client sites both in the United States and abroad. Dr. Kulkin
has surrounded himself with professionals who share his passion for "knowing yourself
and knowing others". He and his staff bring decades of executive-level and
technically-accomplished experience to the table, assisting clients by the creation of
specialized tools and on-going processes that are assimilated into educational and
corporate cultures. The Institute has developed and published several copyrighted
psychometric materials that have been successfully used to develop and train a vast
range of individuals in relationship and educational skills.

The DISCinsights™ software from which this report was created represents the
cutting edge in the interpretation of individual responses to the DISC profile. It provides
for the greatest depth of analysis of individual responses to the DISC profile instrument,
leading to the most accurate, in-depth conclusions available. However, it is important
to understand that this publication is based upon the responses entered by the subject,
and is designed to provide accurate and authoritative information in regard to the
subject matter. It is distributed with the understanding that the publisher is not engaged
in rendering professional psychological services. If expert assistance is required, the
advice of a professional, competent person should be sought.
INTRODUCTION

As you begin to review your DISCinsights™ report from The Personality System™
profile, one of the key features that you will notice is the three graphs that appear
following this introduction. Each of these graphs is comparable to a snapshot of you.
And yet each one provides a different image. They are all similar in that they each
reflect "you" in a given moment of time; but different in the aspect of "you" they reflect.
It is important to understand the differences between the three graphs, and what each
one is showing.

The main difference between the graphs is that they each show a different aspect of
your needs motivated behavior. These behaviors will change depending upon the
conditions of your environment, and what you perceive those conditions to be. In some
cases, there may be external factors that cause temporary changes in the appearance
of your graphs. For example, if you are going through a period of transition that is
having a significant effect upon you, that will be reflected in the graphs, and therefore in
the report, as well.

Also, The Personality System™ profile is designed to provide its most accurate
assessment of personality when administered within a given environment. This is why
you were instructed to answer the profile questions within a specific context when you
took the profile; for example "Work", "Home" or "School". As you read through your
report, you should keep two things in mind. The first is that people frequently exhibit
different personality styles in different environments.

That leads us into the second statement. You should be careful to interpret the
statements in the report in the light of the environment in which you took the profile, and
not attempt to apply them in an overly generalized manner.

With that in mind, lets begin to examine the definition of the three graphs.

Graph 1 … Mask or Public Self

Everyone wants to gain acceptance over the long term, so people typically adjust their
behavior according to how they think other people expect them to behave. There are
very few people who deliberately choose to act in ways that are outside the norms of
anticipated behavior in any given environment. It is this chosen public behavior that
Graph 1 is illustrating. What we are measuring in this graph is your response to the
perceived demands of your environment. This behavior is the "public self", the person
you choose to project to others.

Sometimes there is no difference between the "true person" (the perceived self we see
in Graph 3) and their public self. If you are very comfortable and well-matched to the
demands of your environment, or if you clearly understand the expectations of the
environment and have adapted your inner self to meet those expectations, both Graph 1
and Graph 3 will be very similar. In this situation, you would have very low levels of
stress or discomfort within the public environment, since your "true self" matches it so
well.

However, since it is a "mask", the public self can be very different from the perceived
self. This would be the case when the demands of the public environment do not
match well with the preferences of your "true self". For example, an individual with a
low natural attention for details would not match well with the requirements of a
bookkeeping or accounting position. That is not to say that they could not perform the
functions required of someone holding that job; only that they would find it more difficult
than someone with a naturally high attention to detail. Graph 1 is generated by the
responses to the "Most" choices of The Personality System™, and it is the behaviors
represented by this graph that have the greatest potential for change.

GRAPH 2 … Core or Private Self

Everyone has faced difficult and challenging situations in their life, situations that may
have been dominated by fear, stress or pressure. These situations may have been
short-lived, or they may have continued on for an extended period of time. As we have
faced these situations, each of us has learned responses that were designed to
minimize those negative feelings and eliminate the unpleasant situation as quickly as
possible. The majority of these behaviors were developed in our formative years.
Consequently, these are behaviors that the person accepts about himself or herself.

As we face present day situations in our life that cause anxiety or tension, these learned
behaviors become prominent. We tend to fall back upon these instinctive responses to
pressure, since we are comfortable with them. We rely upon them because, however
well or poorly they have actually served us, they represent our best efforts at eliminating
unpleasant issues and situations.

A person's behavior under pressure may be significantly different from both their public
behavior and their perceived self. Someone who is typically quiet and reserved may
become quite loud and boisterous when they feel the situation demands it. On the
other hand, someone who is characteristically outgoing and uninhibited may withdraw
and become quiet and reserved under the same circumstances. The range of
responses to pressure between individuals is wide and varied, but will tend to remain
constant in any given individual.

The information contained in Graph 2 is generated by the responses to the "Least"

choices of The Personality System™. It is developed by means of the induced
pressure situation (caused by the seven minute time limit) under which the profile is
administered.

The behaviors represented by this graph that have the least potential for change,
because they are natural and ingrained responses. However, comprehensive training
can implant chosen alternative responses to specific situations.

GRAPH 3 … Mirror or Perceived Self

Everyone envisions himself or herself in a particular way. We see ourselves as the

"person in the mirror" and view ourselves in ways that no one else can. We alone
know every aspect of our thoughts and our character; we have the best knowledge of
our internal motivators and our personal fears. Only we know the depth and intensity
of our strongest feelings. Graph 3 displays the mental picture that one has of
themselves, their "self portrait" or self-identity. In other words, it is a measurement of
their self-image.

It is Graph 3, which provides the most genuine image of the individual taking The
Personality System™ profile. It combines the learned responses from one's past with
their perceptions of the requirements of the environment in which they find themselves.
This graph displays how the individual would tend to respond if left to select his or her
own alternatives.

Although changes within an individual's self-perception can occur, these changes will
typically be very gradually adopted and exhibited. However, significant changes in the
perceived self may be brought on more rapidly if the individual experiences a significant
emotional event. If this occurs, there will almost always be a time of transition. This will
result in increased levels of internal discomfort while the person adapts to the emotions
and perceptions associated with the transformation. An example of this might be a
parent whose last or only child marries and leaves home.

GRAPHS PAGE
 Graphs 1, 2, and 3 are representations of your expressive and non-expressive tendencies according to your Public, Private, and
Percieved Self. The further above the center line (0), the more expressed a style is, the further below the center line, the less
expressed a style is.

Score:
C = 4.00 D = 1.00 S = -1.00 I = -2.08

NADIA ANALYSA - Designer

NADIA is a fact finder and does things "by the book". She can be sensitive if others
are being critical of her work, especially if they have not carefully reviewed all the data.
NADIA clarifies expectations before undertaking new projects, and she works hard to
meet standards. NADIA will typically maintain a neat and orderly work environment.

A very creative person, NADIA is often willing to seek out new solutions to problems.
She is self motivated and will often work at a fast pace to accomplish her goals.
NADIA likes new challenges and she is usually able to make decisions easily, even
under pressure.

NADIA takes a flexible approach in her dealings with others and she is willing to pursue
different avenues to maintain good relationships. While she is patient and will not
usually rush, NADIA is not afraid to actively seek new solutions if previous methods do
not fit the current situation.

NADIA prefers a rational and moderate approach when first entering new situations and
tries to avoid extremes. She likes the company of others, but NADIA is equally
comfortable spending a quiet evening alone. She is a realist who will always weigh her
options before she makes a decision to move ahead.

NADIA is an extremely task-oriented person who is sensitive to problems. She cares

more about the task at hand than the people that are around her and how their feelings.
NADIA is very determined and has an approach to thinking that allows for effective
problem solving. Because of her driven nature and desire for tangible results, NADIA
may come across as unfeeling or even cool and distant. She makes decisions based
on facts, not on emotions. NADIA tends to be quiet and does not trust easily.

As a Designer, NADIA has a high intellect and is very analytical. She expects
techniques used to be fact-based and rejects "quick fixes". NADIA will adhere to
commitments, and expects the same of others. She is competitive by nature and will
use facts to help her win. Quality is extremely important, and she feels that if a job is
not done right, it should not be done at all. Accuracy and precision are imperative in
her work, and high standards are maintained in NADIA's personal life as well.

Because NADIA feels that she is the only one that can do a job right, she will
sometimes get bogged down and not allow others to help. She wants all the facts and
will work hard to get them. Reserved by nature, NADIA needs to be sensitive to the
needs of those around her. While NADIA feels that she is the only one to do a job
correctly, others may see her as not being able to make decisions. This is because
NADIA takes extensive time and efforts to make sure she does it right.

Your C and D plotted above the midline, your style is identified by the keyword
"Designer".

General Characteristics
 Analytical; Methodical
 High Ego Strength
 Problem Solver; Capable Doer
 Extremely task oriented

Value To Team
 Bottom-line organizer
 Analytical capabilities
 Not afraid to make unpopular decisions; decisive
 Get results efficiently

Possible Weaknesses
 Provides too much information to others
 Cool and distant
 Weak interpersonal skills
 Need to control

Greatest Fear
 Others criticizing and challenging their methods

Motivated by
 Work and project completion
  Power and authority to design and implement solutions
 Not having to needlessly socialize or play politics
 Being provided the necessary tools to achieve success

My Ideal Environment
 Being able to design and refine
 Challenging tasks and activities
 Projects that produce tangible results
 Recognition for my analytical abilities
 Personal evaluation based on my results, not my methods

Remember, a Designer may want:

 Authority, assignments promoting growth, "bottom line" approach, opportunities
for advancement, ability to work alone

When communicating with a Designer, DO:

 Be brief, direct, and to the point
 Ask "what" and "why" questions
 Focus on business; remember they desire results
 Suggest ways for him/her to achieve results, be in charge, and solve problems
 Highlight logical benefits of featured ideas and approaches
 Alone time alone
 Recognize their high quality work

When communicating with a Designer, DON'T:

 Ramble
 Repeat yourself
 Focus on problems
 Be too sociable
 Make generalizations
 Make statements without support

While analyzing information, a Designer may:

 Want to do it alone without consulting others
 Neglect the human factor; decisions are based on facts
 Not consider others' opinions
 Offer innovative and progressive systems and ideas

Designers possess these positive characteristics in teams:

 Instinctive leaders
 Autocratic managers who are great in crisis
 Self-reliant
 Innovative in getting results
 Maintain focus on goals
  Specific and direct
 Overcome obstacles
 Provide direction and leadership
 Will test their concepts before proceeding
 Willing to speak out
 Production of high quality work
 Welcome challenges without fear
 Maintains deadlines well
 Natural director of events
 Function well with heavy workloads

Personal Growth Areas for Designers:

 Strive to be an "active" listener
 Be attentive to other team members' ideas until everyone reaches a consensus
 Be less controlling and domineering
 Develop a greater appreciation for the opinions, feelings and desires of others
 Put more energy into personal relationships
 Show your support for other team members
 Take time to explain the "whys" of your statements and proposals
 Be friendlier and more approachable

D - Measures how quickly you decide and how forceful you are. Words
describing where your "D" was positioned are:
FORCEFUL Full of force; powerful; vigorous
RISK TAKER Willing to take chances; hazardous in actions
ADVENTURESOME Exciting or dangerous undertaking
DECISIVE Settles a dispute, answers questions
INQUISITIVE Inclined to ask many questions; curious

I - Measures how talkative, persuasive, and interactive you normally are. Words
that describe where your "I" was positioned are:
WITHDRAWN Retreating within oneself; shy; reserved; abstract
RETICENT Silent or uncommunicative; disinclined to speak; reserved

S - Measures desire to stay with the tried, tested and true and work in a peaceful
team environment. Words describing where your "S" was positioned are:
RESTLESS Inability to rest or relax; uneasy; not quiet
CHANGE-ORIENTED Desire to alter; likes variety
SPONTANEOUS Acting in accordance with a natural feeling without constraint
ACTIVE Characterized by much action or emotion; busy; quick

C - Measures the need for gathering facts and details vs. flying by the "seat of
your pants". Words describing where your "C" was positioned are:
PERFECTIONIST One who strives for complete, flawless accuracy
ACCURATE Careful and exact; free from errors
FACT-FINDER A searcher for truth; reality
DIPLOMATIC Tactful
SYSTEMATIC According to a system; orderly

How you Communicate with Others

We have just reviewed the dos and don'ts of communication with your specific style.
After reviewing this section of the report, you may now feel, "Yes, this is what I would
like. This is how I wish people would treat me and work together to give me the
information that is important to me." Equally important is that you now see that THE
WAY SOMETHING is said can be as important to what is said. And unfortunately, we all
have a tendency to communicate the same way that we like to hear something, instead
of the way we need to verbalize.

Your style is predominately a "C" style, which means that you prefer receiving
information that gives you enough details to make an informed decision. But, when
transferring that same information to a client or co-worker, you may need to translate
that into giving them just the end results, or even telling them in a manner that is more
experiential and less detail oriented. More detail may not necessarily be better when
communicating to some other personality styles.

This next section of the report deals with how your style communicates with the other
three dominant styles. Certain styles have a natural tendency to communicate well,
while certain other styles seem to be speaking different languages all together. Since
you are already adept at speaking your "native" language, we will examine how to best
communicate and relate to the other three dominant languages people will be using.

This next section is particularly useful for a dominant "C" style as you may have the
tendency to give many facts and details, while others are making decisions based more
on their "gut" reaction, or on one or two of the most important details.

Your Behavioral Style

A "C" and a "D" must be careful not become too detail oriented or too demanding,
respectively. However, a "C" provides the detail attention the "D" needs, but must
remember to answer based on what the end result will be rather than talk about the
process.

The "C" and the "I" work well together as their strengths tend to complement one
another. In relationships there can sometimes be conflicts as the "C" is more detail
oriented and has less of a need to be constantly involved in new or changing social
environments.

The "C" and the "S" complement each other and work well together, as each style
prefers to work at a pace that provides for accuracy. Also, both styles like to work on
something together until completion, while the "I" and the "D" have a tendency to
multitask rather than focus on one area until completion.

Two "C"s work well together and also are compatible socially as both will want to make
decisions and choices based on careful selection.

How the "C" Can Enhance Interaction With Each Style

C with D
C's tend to view High D's as argumentative, dictatorial, arrogant, pushy and impetuous.
Your tendency will be to become defensive, and refer to an external authority to deflect
the D's demands. If you are not careful, there will be tension in the relationship. You'll
focus on details while the D sees only the "big picture".
Relationship Tip:
Develop direct communication and learn to deal with issues in a straightforward
manner. Negotiate commitments and goals on an equal basis. Use summary data in
communication.

C with I
You will tend to view the High I as egotistical, superficial, overly optimistic, glib, overly
self-assured and inattentive. You may view I's as overbearing, and appeal to external
authority to deflect their demands, too. You'll tend to point out possible dangers and
problems; and will insist on providing facts and details; but don't overwhelm the I with
data.
Relationship Tip:
Be friendly and complimentary, I's truly desire relationships and are not as superficial as
you believe them to be. Listen to their ideas and applaud their accomplishments.

C with S
C's will tend to view S's as impassive, apathetic, too accepting, lenient, possessive,
complacent and nonchalant. You will agree with S's on the importance of cooperation
and the need for caution in the face of risk, especially when making decisions; but you'll
likely feel that the S is not precise enough.
Relationship Tip:
S's appreciate a relaxed, slowly developing relationship, but they will focus more on the
personal aspects than you will. Allow yourself to appreciate personal details. Also,
show appreciation for tasks that are well done by praising them, not the
accomplishment.

C with C
You will most likely view other C's as perfectionists who are accurate, thorough,
systematic and agreeable. Since you both favor attention to detail, you will work well
together. When working with another C, you will each tend to cooperate and develop
extensive control systems for projects. High C's often allow their concern for being
correct override their concern for meeting deadlines; and two C's will frequently
compete to see who is "more correct".
Relationship Tip:
Be natural and go at a slow pace; talk about facts and details. Be certain to remove
any apparent threats to your relationship. Plan carefully and be well prepared for
meetings with one another. Accept and encourage one another's doubts and questions.
Be certain that you give each other ample time to consider data before asking for
decisions.

Learning More About Me

How Do I Adjust in Different Environments?

This is a discovery worksheet that you will need to refer to your three graphs and to
reference materials throughout your profile. Many people change significantly from
graph one to graph two, and this can often be the result of certain stressors or
environmental changes.

Depending on the changes that occur, your adaptive style may help in problem solving,
or the changes can further inhibit a positive outcome. By using personal feedback we
can actually self-monitor these changes and use this information in positively affecting
outcome.
Now, compare graphs 1 and 2. When you look at graph 2, do the following points go up
or down from 1…

"D" Up_____ Down_____ How much? ______

This means that I want more _____ or less _____ control?

If the "D" goes up considerably, you can become very controlling when you become
stressed. If the "D" goes down considerably, you may want someone else to lead and
you will follow.

"I" Up_____ Down_____ How much? ______

This means that I want more _____ or less _____ social influence?

If the "I" goes up considerably, you may try to use your communication skills to smooth
things out. If your "I" goes down, you rely less on verbal means of resolution.

"S" Up_____ Down_____ How much? ______

This means that I want more _____ or less _____ of a secure

environment?

If the S goes up, I may tend to avoid any conflict and wait till a more favorable
environment is available before making any changes. If my S goes down, I may become
more impulsive in making decisions.

"C" Up_____ Down_____ How much? ______

This means that I want more _____ or less _____ data to help in
making a decision?

If my C goes up considerably, I will probably not want to make any decision until I have
more information. If my C goes down, I may make the decision based more on "gut"
feeling.
Which one of your points makes the most dramatic change in the graphs?

What does that tell you about how you react to pressure?

Do you feel this is a good way to cope, or does it sometimes hinder you in
making correct decisions within a timely period?

How will you use this information to help you see possible blind spots in your
reaction to pressure?
NADIA's PowerDISC(tm) Traits
INFLUENCING

Leading and influencing others is something that comes easier for others, but you
are willing and able to step up to that role when no one else volunteers. You have a
balance between following and leading, and are comfortable in either arena.

DIRECTING

You were probably just selected to oversee yet another project, especially one that
has a tight deadline. Your team values your work ethic. You may appear a bit
distant at times, but your attention to detail and your inner drive causes others to
respect you and to see the great value you add to the team. But learn to take time
to get to know other team members; time invested in relationships is not time
wasted.

PROCESSING

You like to be "hands on" and are great at following through and finishing strong.
Others rely on you to make a system really work the way it was intended. You may
have a hard time delegating at times, but you are willing to delegate when a project
is larger than you can handle. Others see you as loyal and caring and a real team
player.

DETAILING

You are valued for your precision and accuracy, and others know they can count
on you. Your motto is "Do things right the first time." Your personal standards for
 excellence often exceed others' standards. Not only do you have high standards,
but you are a thinker who is able to solve problems logically and methodically.

CREATING

You like to use your creativity to perfect basic concepts that other team members
develop. You can oversee and help keep accountability in areas that others may
compromise.

PERSISTING

Others like working together with you because you typically do more than you
share of whatever is required, and this makes the entire team look good You will
maintain a hands on approach and let others visibly see that you are a team player.

RELATING

You tend to be task-oriented, but know that people and relationships cannot be
ignored. You may get caught up in getting things done, but you make up for that by
taking time to nurture close relationships.

NADIA's Key Personality Trait Summary Page

The traits listed on this page are based upon a statistical analysis of personality
traits displayed by individuals with similar styles. Over the years, thousands of
individuals have responded to DISC surveys, and the characteristics of their
personalities have been tabulated and recorded. The keywords that are listed
below are the traits that are most often observed in people whose style is similar to
yours, although you may or may not exhibit these specific traits.

This page is designed to provide a single page, simple summary of the key
elements of your style. This information will be quite valuable to individuals with
whom you must communicate on a regular basis, for example managers,
employees, teachers, family members, or members of social groups. You might
consider using this page as a discussion guide regarding how to maximize
communication in your relationship.

MOTIVATING GOALS: Correctness, dominance.

EVALUATES OTHERS BY: Expression of new ideas that have supporting facts.
INFLUENCES OTHERS BY: Pace setting in developing systems; competition.

VALUE TO TEAM: Analytical, factual, able to initiate change and improvements.

REACTION TO PRESSURE: Aggressive, bored with routine, stubborn.

GREATEST FEARS: Failure; not being influential.

AREAS FOR IMPROVEMENT: Be warmer and friendlier; be patient with team

and more verbal, increase flexibility.

DETAILED KEYWORD ANALYSIS

When you completed the profile, you answered the questions with regard to a
particular setting, for example 'Home' or 'Work'. This is because each of us tends
to display different aspects of our personality in different settings. You are not the
same person at work as you are at home, or in a social setting. One of the
significant benefits of a report such as this is its ability to measure how others will
tend to perceive us and our behavior in various settings.

In the setting for which you answered the questions, people will tend to perceive
you as having certain characteristics. Their perception of these characteristics will
change depending on the amount of pressure you experience in any given
situation. This is an area where each individual tends to have significant “blind
spots”. We often do not realize how we are perceived by others when we are
under pressure.

The detailed listing of keywords that follows analyzes the specific value of your
DISC scores for two of the three primary graphs. An analysis has been generated
for Graph 2, providing a representation of the characteristics you tend to display
when your are responding to pressure; and also for Graph 3, providing a
representation of the characteristics you tend to see yourself as displaying. The
DISC descriptive keywords generated from an analysis of each graph have been
divided in to two lists. The first list, which has been generated from Graph 2, is on
the page entitled “How Others See Me”. It shows your typical response to pressure.
The second list, which has been generated from Graph 3, is on the page entitled
“How I See Myself”. Unless your two graphs are completely different, you should
expect to see some repetition of items in each list. However, you should be aware
that the dominant traits are listed first; therefore it is the placement of each item
that demonstrates its significance. You should particularly note items where are
repeated, and consider whether they move higher or lower on the list to identify
changes.
COMMUNICATION EXERCISE

You may want to consider asking someone to assist you in the following exercise.
It should be someone who knows you well in the setting for which you answered
the questions on your DISCinsights™ profile, and from whom you would accept a
frank assessment of the characteristics they observe you displaying when under
pressure.

Ask them to look at the list “Characteristics Others Will Tend To See When I Am
Under Pressure” and identify the items they see most frequently. Then ask them
to identify any items they do not often or ever see you display. Consider the
impact these characteristics may have on your relationships with others.

HOW OTHERS TEND TO SEE ME

___________________________________________________________

SELF-ASSURED
Certain; confident

QUICK
Prompt to understand/learn; sharp in discernment

SELF-RELIANT
Having reliance upon or confident in one's own abilities

ANALYTICAL
Dissecting a whole into its parts to discover their nature

SENSITIVE
Easily hurt; highly responsive intellectually and emotionally

MATURE
Fully grown, developed

OUTGOING
Expansive; sociable; gregarious

ALERT
Watchful; vigilant; ready; active; nimble
 EAGER
Keenly desiring; wanting very much; impatient or anxious

CONVINCING
Persuading by argument of evidence

OBSERVING
Perceptive; watches over and guards

DISCERNING
Able to make or see fine distinctions

HOW I TEND TO SEE MYSELF

___________________________________________________________

DIPLOMATIC
Tactful

SYSTEMATIC
According to a system; orderly

CONVENTIONAL
Sanctioned by, or following custom of usage

SELF-ASSURED
Certain; confident

QUICK
Prompt to understand/learn; sharp in discernment

SELF-RELIANT
Having reliance upon or confident in one's own abilities

OUTGOING
Expansive; sociable; gregarious

ALERT
Watchful; vigilant; ready; active; nimble

EAGER
Keenly desiring; wanting very much; impatient or anxious
 FACTUAL
Having the nature of fact; real; actual

LOGICAL
According to the principles of logic, reasoning

CONTROLLED
Restraining oneself; holding back emotion, reserved; modest; shy

Career Match
NADIA, based upon the scores of your DISC profile, the following careers would most
likely be of significant interest to you. Naturally, you would have to consider education
and training and, possibly, licensing requirements for each position. For your
convenience, we have included the DOT number and Title

BEST MATCH

DOT # DOT OCCUPATIONAL TITLE DISC

31262014 NETWORK CONTROL OPERATOR CD
222367062 TOOL-CRIB ATTENDANT CD
184167130 STATION MANAGER CD

CLOSE MATCH

DOT # DOT OCCUPATIONAL TITLE DISC

189117030 PROJECT DIRECTOR CDI
21302 WHOLESALE AND RETAIL BUYERS, EXCEPT FARM PRODUCTS CDI
21302 WHOLESALE AND RETAIL BUYERS, EXCEPT FARM PRODUCTS CDI
529137014 SANITARIAN CDS
12167050 PRODUCTION PLANNER DC
160167050 REVENUE AGENT DC
549367010 INSPECTOR DCS
619381010 INSPECTOR DCS
216132010 SUPERVISOR, ACCOUNTING CLERKS DCS
31132010 SUPERVISOR, NETWORK CONTROL OPERATORS DCS
160162018 ACCOUNTANT C
34035 ARTISTS AND COMMERCIAL ARTISTS C
31262010 DATA COMMUNICATIONS ANALYST C
160267026 INVESTMENT ANALYST C
100127014 LIBRARIAN C
30062010 SOFTWARE ENGINEER C
30167014 SYSTEMS ANALYST C
30162022 SYSTEMS PROGRAMMER C
203582066 TYPIST C
169267046 UNDERWRITER C
NADIA's Historical Character References

Thomas A. Edison

1847-1931 U.S. Inventor

Even as a child, Edison exhibited the inquisitive nature and attention to detail that
characterize the Designer. He displayed the determination and analytical insight
of this style by constantly asking questions in school to satisfy his insatiable
curiosity for details. This caused him to be removed from school after only three
months, a probable indication of the forceful and determined nature of his
questioning. (Interestingly enough, the teachers told his mother that Edison was
retarded!) Over his lifetime, Edison patented no less than 1,000 separate
inventions; he was one of the most successful inventors in history.
“The first requisite for success is the ability to apply your physical and mental energies to one problem incessantly
without growing weary.”

Wolfgang Amadeus Mozart

1756-1791 Austrian Composer

Mozart was a child prodigy, and focused the Designer’s attention to detail on his
music. Both playing and writing music by the age of five, he found himself giving
concerts across Europe by the time he turned six. Driven to achieve, Mozart
played, wrote and conducted at a feverish pace, sometimes developing major
works at a rate of one per week. This frenetic pace probably was the cause of his
early demise. In his thirty-five years, Mozart wrote over nine hundred fifty
orchestral works.
“As death, when we come to consider it closely, is the true goal of our existence, I
have formed during the last few years such close relations with this best and truest
friend of mankind, that his image is not only no longer terrifying to me, but is indeed
very soothing.”

NADIA's Biblical Character References

Bezaleel
Exodus 35:30-36:8, 37:1-9

This man had been handpicked by God to be one of the chief architects of the
temple in Moses’ time. In Exodus 36, Moses tells the people that he is to not only
construct, but teach as well. Bezaleel’s high personal standards would require
nothing less than absolute perfection in the construction of God’s temple. Exodus
37:1-9 recounts the exact steps he took in creating the ark, and he is very precise.
His task-orientation would be required in his teaching and overseeing of the entire
project. As a Designer, Bezaleel was a man able to meet the high standards
required to build the ark and the tabernacle.

Jochebed

Exodus 1:22-2:4

Although Moses’ mother is silent in this passage, we clearly see her creative
problem-solving skills at work to save her son’s life. She knew that her task was to
save her son and, thanks to her determined nature, save him she did. She was
very focused the need for action and not only on her feelings. As a mother, she
loved her son, and stubbornly worked to save him in spite of Pharaoh’s order.

Jethro

Exodus 2, 18

As Jethro entered the picture, the first thing he did was ask “Why” questions (as
any Designer would do), searching out the facts. He then commanded his
daughters to invite Moses to their house, taking charge and determining the best
course of action. Jethro worked with the same problem-solving skills when he
joins Moses in Exodus 18. Notice that he did not wait for an invitation to visit his
son-in-law; he simply informed Moses of his visit plans. After assessing the
management situation, Jethro gave Moses detailed instructions as to how he
should set up officials, giving detailed reasons to back up the procedure prescribed.
This was not a quick fix; it was a Designer setting up a detailed administrative
structure and doing things “the right way”.

Jesus as the Designer

John 2:18-22

Jesus was precise in the design of his death and resurrection. The exact plan of
redemption was known to Jesus, and it was His will to complete the work to the last
detail. “Then answered the Jews and said unto Him, ‘What sign shewest thou us,
seeing thou doest these things?’ Jesus answered and said unto them, ‘Destroy this
temple, and in three days I will raise it up.’ Then said the Jews, ‘Forty and six years
was this temple in building, and wilt thou rear it up in three days?’ But he spake of
the temple of his body. When therefore he was risen from the dead, his disciples
remembered that he had said this unto them; and they believed the scripture, and
the word which Jesus had said” (John 2:18-22).

_________________________________________________________________
Scriptures taken from the HOLY BIBLE, NEW INTERNATIONAL VERSION.
Copyright 1973,1978, 1984 International Bible Society. Used by
permission of Zondervan Bible Publishers.