N'kiedra Nisbett

Top 5 Skills Behaviors

Personal Skills Ranking D I S C
1 Written Communication 100
2 Continuous Learning
90
3 Goal Orientation
4 Persuasion 80
D = Dominance
5 Diplomacy/Tact 70 I = Influencing
S = Steadiness
C = Compliance
60
Strengths
50
Asks detailed questions that protect the tradition of the
organization.
40
Will do things the same way time and time again, while
maintaining high standards. High C's tend to be
Her desire to learn more allows processes to become 30 systematic,
more effective. cautious, and detail
Detailed and compliant about the research process. 20 oriented.
Great at maintaining a system or process.
Methodical and reliable researcher. 10

0
Motivators 16 28 80 91

1. 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
6.8 Value to a Team
4.0*
2. Theoretical - Rewards those who value knowledge for knowledge's sake, Flexible.
continuing education and intellectual growth.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
5.8 Objective—"The anchor of reality."
6.0*
3. Utilitarian/Economic - Rewards those who value practical accomplishments,
Conscientious and steady.
results and rewards for their investments of time, resources and energy.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
Will gather data for decision making.
5.7
5.3*
Respect for authority and organizational
4. Social - Rewards those who value opportunities to be of service to others and structure.
contribute to the progress and well being of society.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
4.8 Maintains standards.
3.7*
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
4.8*
6. Individualistic/Political - Rewards those who value personal recognition,
freedom, and control over their own destiny and others.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
2.5
6.2*
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 N'kiedra Nisbett

SUMMARY PAGE EXPLAINED

Welcome to the Indigo Report! This page provides a quick overview regarding what's on your Indigo Summary
8-20-2022
page. For more details visit, www.IndigotheAssessment.com.
Top 5 Skills - Use these the most.
Behaviors - Behavior and Communication style.
Strengths - Lead with your Strengths.
Motivators - Your 1st and 2nd motivators are critical for personal fulfillment. The 6th may be important to a
Value to a Team - This is what you are good at.

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

N'kiedra wants the safety features on her equipment to be in good working order. Safety
and security are important to her. N'kiedra prefers to work in an environment that is both
economically and physically sound. Accuracy is important to her. In conflict situations,
N'kiedra usually remains calm and cool-headed. When things calm down, however, she may
suffer some delayed reaction. To some people, N'kiedra may appear to be analytical. She
keeps her equipment in good working order and likes others who also use the equipment to
share the same concern. She can be characterized by her creativity and attention to quality
and detail. She is a real stickler for quality and systems. N'kiedra prefers that things be
orderly, and she will approach work in a systematic manner. When N'kiedra sees something
that is wrong, she wants to fix it. She is oriented toward achieving practical results.

N'kiedra 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, capable of routinely making daily decisions, usually
becomes cautious about the bigger decisions; she wants to be absolutely certain her decision
is correct. She tends to base decisions on the quality of work, not on efficiency. She gets
frustrated when well-established rules are not observed by others. She prefers to have
everyone adhere to the same rules and regulations. N'kiedra tends to make her decisions
after deliberation and gives weight to all the pros and cons. She is a critical and systematic
thinker, and this strength may not be easily recognized by others. She is the type of person
who will accept challenges and accept them seriously. She can be seen as a thinker whose
intuitive talents can bring divergent ideas to the forefront.

N'kiedra is usually soft-spoken, but her demeanor may be deceptive to those who work
with her. She may possess strong and unwavering convictions that are not always apparent to
others. Because N'kiedra wants to be certain she is performing her work assignments
correctly, she enjoys working for a manager who explains what is expected of her. She enjoys
analyzing the motives of others. This allows her to develop her intuitive skills. When N'kiedra
is deeply involved in thinking through a project, she may appear to be cool and distant. People
may often see N'kiedra 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 wants others to ask for her advice, rather than initiate the conversation.
She prefers to be certain her advice is correct. She is intuitive and is able to ask good
questions in order to get the critical, complete information she seeks. She 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.

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YOUR NATURAL AND ADAPTED BEHAVIORAL STYLES

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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

16 28 68 92 16 28 80 91

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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DISC REFERENCE GUIDE

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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.

Behavior Style People with this style have a Communication with Ideal environments for Job Tips
difficult time in: people having this style: this style:

High D situations where they can't Be clear. Competitive. Results-focused

Direct express themselves. Don't be Results-oriented. job.
Forceful controlled environments. intimidated. Opportunities to lead.
Bold people without opinions. Get to the point.

Low D anger-charged situations. Connect Collaborative. Jobs with little

Cooperative competitive projects and personally. Low conflict. confrontation.
Agreeable programs. Ask questions.
Peaceful Stay calm.

High I lecture-based classes. Be friendly. Friendly. Must work with

Talkative being aline too long. Act enthusiastic. Group projects. people.
Sociable impersonal, business-like Speak warmly. Class discussions.
Enthusiastic instruction.

Low I facilitating groups. Don't crowd Independent projects. Jobs where you don't
Reserved activities with prolonged interaction, them. Classes that do not grade need to talk too much.
Reflective especially without reflection time. Short dialogues. for verbal participation.
Listens Give them to
process.
High S quickly changing activity. Be soft. Well-defined Jobs with stability and
Loyal chaotic classrooms. Speak calmly. expectations. clear expectations.
Patient confusion/lack of clarity in Be patient. Clear path to
Understanding instructions. graduation/success.

Low S monotonous classes. Be spontaneous. Flexible course work. Jobs with a variety of
Flexible highly structured situations with Show emotion. Room for change and tasks and adventure.
Restless minimal choice or flexibility. variety.
Impulsive

High C tasks and grading systems without Be accurate. Structured activities Jobs where quality
Precise clearly defined expectations. Be factual. where quality matters. and detail matter.
Conscientious risky situations. Be realistic. Classes with a detailed
Cautious syllabus.

Low C assignments with lots of rules Big picture focus. Broad view. Jobs with freedom from
Unsystematic to follow. Talk fast. Low detail rules and micromanaging.

Instinctive activities that demand quality Be casual. assignments.

Avoids details and detail. Few rules and
structure.

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WHAT MOTIVATES YOU

Motivators are like an engine beneath the hood of a car. Motivators aren't easily seen from the outside but 8-20-2022
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.

Traditional Passionate

Theoretical Mainstream

Utilitarian Mainstream

Social Mainstream

Aesthetic Mainstream

Individualistic 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
Traditional: Beliefs, Values, Family
Individualistic: Independence, Recognition, Choice
Social: Helping Others, Making a Difference
Utilitarian: Efficiency, Money, Practicality
Aesthetic: Balance, Art, Music, Beauty, Nature
Theoretical: Knowledge, Continually Learning

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MOTIVATOR REFERENCE GUIDE

8-20-2022
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!

Motivators Things to do Activities you might enjoy Major/Career ideas

Theoretical Continuing education. Research-based tasks. Science, R&D, Astronomy,

Start a blog. Lectures with lots of facts or high Engineering, Education, IT,
Research, concept load. Mathematics, Economics,
Value learning Experiment. Robotics and science clubs. Journalism, Law, Medicine,
and knowledge. Work in a bookstore. Continuous education and learning Aerospace, Think Tanks,
opportunities. Healthcase, Psychology.
Utilitarian Get a paying job. Assignments that connect to the real Sales, Finanace, Entrepreneurship,
Interships to enhance world (experimental learning). Law, Programming, Medicine,
your resume. Explicit connections between what you are learning Consulting, Accounting,
Build something and how you can use them to reach your goals. Engineering, Real Estate,
Value practical tangible. Real-world mentors. Construction, Trade jobs, Software
Business and finanace programs. Development.
accomplishments.

Aesthetic Volunteer outdoors. Beautifying the community/school. Visual Arts, Architecture, Event
Decorate your room. Hands-on, creative self-expression of Planning, Design, Culinary
Participate in a local learning. Arts, Music, Environmental
Value beauty music or art festival. Harmony in the classroom & world. Studies, Landscaping,
and harmony. Physical environment metters. Marketing/PR,
Outdoor/Adventure.
Social Peer Mentor/Tutor. Opportunities to help others in Non-profits, Social
Community Service. activities and assignments. Entrepreneurship, Corporate Social
Non-profits. Learning about things that make a Responsibility, Education,
Homeless difference in the world. Healthcare and Social Services,
Value being of volunteering. Rewards for serving peers and Community Programs, Physical
Training, Psychology.
service. Animal care. community memebers.

Individualistic Assist a local political Opportunities for public recognition in Entrepreneurship, Politics, Chef, Public
campaign. class or job. Speaker, Consulting, Driver,
Actor/Singer, Pilot, Outdoor/Adventure
Start your own Independent learning and freedom. jobs, Investment Banking, Accounting,
business. Control over assignments and Gaming, Trade Jobs such as Welding,
Value person achievement, Create your own delivery of that assignment. Plumbing, Masonry etc.
freedom, and independence.
music. Theater, student government, music,
Participate in individual performance, leadership programs.
sports.

Traditional Help local military Opportunities to share your beliefs Government, Education,
group and veterans. with others. Banking, Military, Engineering,
Volunteer at your Assignments and activities that align Health Services, Insurance,
Unique system of religious institution. with your core values. Religious Roles, Lobbying, Oil
driving values. Work with cultural or Joining a cultural or religious group. and Gas Jobs, Quality Control,
government groups. Industrial Jobs, Activism.
Family Time.

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 N'kiedra Nisbett

YOUR SKILLS
This page shows 23 skills that are important in the world of work. The key to success is utilizing your strengths
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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 Written Communication
2 Continuous Learning
3 Goal Orientation
4 Persuasion
5 Diplomacy/Tact
6 Planning/Organizing
7 Time and Priority Management
8 Creativity/Innovation
9 Leadership
10 People Advocacy
11 Mentoring/Coaching
12 Conflict Management
13 Analytical Problem Solving
14 Teamwork
15 Flexibility
16 Decision Making
17 Empathy
18 Negotiation
19 Management
20 Personal Responsibility
21 Presenting
22 Futuristic Thinking
23 Interpersonal Skills

Well Developed Developed Moderately Developed Needs Development

T: 14:51

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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
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communicated with. Everyone has different communication styles. Knowing your style and acknowledging
other's styles is critical to success in any job or relationship.

Make an organized presentation of your position, if you disagree.

Give her time to ask questions.
Follow through, if you agree.
Be sincere and use a tone of voice that shows sincerity.
Give her time to verify reliability of your actions; be accurate, realistic.
Limit your use of gestures.
Give her time to be thorough when appropriate.
Support your communications with correct facts and data.
Support her principles; use a thoughtful approach; build your credibility by listing pros
and cons to any suggestion you make.
Provide solid, tangible, practical evidence.
Draw up a scheduled approach to implementing action with a step-by-step timetable;
assure her that there won't be surprises.

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.

Overuse gestures.
Make conflicting statements.
Use gimmicks or clever, quick manipulations.
Make statements about the quality of her work unless you can prove it.
Be vague about what's expected of either of you; don't fail to follow through.
Talk to her when you're extremely angry.
Say "trust me"—you must prove it.
Be haphazard.
Use testimonies of unreliable sources; don't be haphazard.
Leave things to chance or luck.
Push too hard, or be unrealistic with deadlines.
Dillydally, or waste time.

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THINGS YOU MAY WANT FROM OTHERS

People are more motivated when they choose careers and college programs that satisfy their unique set of 8-20-2022
"wants".

Advancement when she is ready.

Safety and security of the situation.
To understand why a procedure is going to change or not be followed prior to the start of
that change.
The time to research and layout information in a methodical way.
Respect for privacy of her beliefs.
An understanding that the resistance to change comes from loyalty to the system.

YOUR IDEAL WORK ENVIRONMENT

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

Prefers technical work, specializing in one area.

Little conflict between people.
A forum to demonstrate the ability to gather facts and information.
Time necessary to gather enough information in order to move forward.
Rewards for consistently following established systems and processes.
An environment that instills a sense of security through the reliance on an established
system.

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 struggle communicating big picture issues by over-focusing on details and the set
system.
May have trouble solving unorthodox issues that require unconventional solutions.
Never enough facts to prove the new theory.
Needs data for comfort and curiosity but may experience paralysis by analysis when
finishing goals.
Difficulty making ambiguous choices when confronted with changing the system.
May struggle with change even when it complements her way of living.
Will have difficulty in establishing priorities in learning new matters.
May have difficulty sharing subjective information.

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YOUR STRENGTHS
These are areas where you really shine! Use these strengths to talk about yourself on college applications,8-20-2022
job/internship interviews, and with teammates for school projects and extracurricular activities. Practice using
your strengths every opportunity you can.

Asks detailed questions that protect the tradition of the organization.

Comfortable in groups that are compliant and hold strong traditions.
Wants to know everything about the process, which leads to high standards and results.
Her desire to learn more allows processes to become more effective.
Great at maintaining a system or process.
Will maintain consistency for the team that supports the legacy.
Methodical and reliable researcher.
Desire for continuous learning is one of her greatest strengths.

WHAT OTHERS MAY VALUE IN YOU

These are qualities that you bring to teams and organizations.

Adaptable.
Flexible.
Accurate and intuitive.
Defines, clarifies, gets information, criticizes and tests.
Always concerned about quality work.
Respect for authority and organizational structure.

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.

Be bound by procedures and methods—especially if she has been rewarded for

following these procedures.
Lean on supervisors if information and direction is not clear.
Get bogged down in details and use details to protect her position.
Select people much like herself.
Yield her position to avoid controversy.
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.

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POSSIBLE COURSE MATCHES

These are potential degrees and directions that fit your personal profile. Not all of these will be a perfect fit.8-20-2022
However, they provide a good starting point for programs to research and consider.

Arts and Sciences

Biochemistry, Biophysics
Economics
Geography
Interior Design
Linguistics
Microbiology
Neuroscience

Business
Accounting

Career and Technical

Auto Mechanics
Biomedical Equipment Technician
Dental Assistance
Drafting
Electrician
Electronics, Applicance Installation and Repair
General Mechanic, Technician
Massage Therapy
Plumbing
Vehicle Maintenance and Repair
Welding

Engineering
Aerospace Engineering
Civil Engineering
Electrical Engineering
Materials Engineering
Mechanical Engineering
Nuclear Engineering

Environmental, Agriculture and Food

Fish, Game and Wildlife
Forestry, Natural Resources

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POSSIBLE COURSE MATCHES

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Natural Sciences
Plants and Horticulture

Evolving Opportunities
Biotechnology
Diagnostic, Scanning Technician
Ecommerce
Genetics, Reproductive Technology and Research
Health Technology
Medical Ethics
Nutrition and Diet Science

Health Sciences
Clinical Research
Pharmaceutical

Other Career Paths

Apparel Fashion
Data Entry and Processing
Industrial Machinery
Military Service

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LIKELY TIME WASTERS

This section is designed to identify potential distractions that could impact your effectiveness and use of time.
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Possible causes and solutions outlined can serve as a basis for creating an effective plan for increasing your
overall performance.

1. Fear of Mistakes
Fearing mistakes is the mental process of focusing on negative outcomes and is often a preoccupation with
past mistakes.

Possible Causes:
Want to avoid criticism
Take criticism personally
Want to be seen as efficient and competent

Possible Solutions:
Practice focusing on past successes
For every mistake that you think might happen, write down two positive possible outcomes for a
completed task
Focus on several possible future outcomes

2. 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

3. 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

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LIKELY TIME WASTERS

8-20-2022

Communicate feelings with peers and supervisors

4. 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

5. Tendency To Be Overly Neat and Orderly

The tendency to be overly neat and orderly is usually a compulsive behavior that overrides the need to
accomplish a task. More importance may be placed on cleaning off your desk than completing the actions
required (out of sight, out of mind).

Possible Causes:
Easily distracted by non-related materials in view
Need a systematic method of working
Catalog information for later retrieval

Possible Solutions:
Recognize that this is a strength as long as it is not over extended

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