Heejoo Min

Top 5 Skills Behaviors

Personal Skills Ranking D I S C
1 Diplomacy/Tact 100
2 Conflict Management
90
3 Creativity/Innovation
4 Time and Priority Management 80
D = Dominance
5 Personal Responsibility 70 I = Influencing
S = Steadiness
C = Compliance
60
Strengths
50
Her desire to learn more allows processes to become
more effective.
40
Detailed and compliant about the research process.
Builds something of form and beauty that structurally High C's tend
will last forever. 30 to be
Gives clear specific instructions to maintain balance. systematic,
Great at retrieving information for decision makers she 20 cautious, and
trusts. detail oriented.
Patient with and willing to listen to the feelings of 10
others.
0
Motivators 32 8 86 91

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
7.7 Value to a Team
6.2*
2. Aesthetic - Rewards those who value balance in their lives, creative Presents the facts without emotion.
self-expression, beauty and nature.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
7.2 Defines, clarifies, gets information,
4.7* criticizes and tests.
3. Social - Rewards those who value opportunities to be of service to others and
contribute to the progress and well being of society. Conscientious and steady.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
6.3
Proficient and skilled in her technical
3.7*
specialty.
4. Utilitarian/Economic - Rewards those who value practical accomplishments,
results and rewards for their investments of time, resources and energy.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10 Suspicious of people with shallow
3.5 ideas.
5.3*
5. Individualistic/Political - Rewards those who value personal recognition, Maintains standards.
freedom, and control over their own destiny and others.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
3.2
6.2*
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
2.2
4.0*

Copyright © 2006-2018. Target Training International, Ltd. 5-17-2019 www.indigoproject.org

 Heejoo Min

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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 Heejoo Min

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.

Heejoo prides herself on being incisive. She wants to get things done by proceeding
with the facts that are at hand. She prefers doing the job right the first time, rather than
taking shortcuts that may lessen the quality of work. She sees it as the efficient way of task
completion. 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.
To some people, Heejoo may appear to be analytical. When Heejoo sees something that is
wrong she wants to fix it. She is oriented toward achieving practical results. She resists
change if she feels the change will lower the quality of her work. If change is inevitable,
she may need reassurances that her standards will continue to be met. Rules and
procedures provide security for her job performance. Heejoo can devote all her energy to
the job, and that offers security to her work situation. Her motto for work may well be the
coined phrase, "quality is job number one." Getting the project or job done right is
important to her. If forced to choose between producing quality work or quantities of work,
quality will be the winner. Heejoo doesn't appreciate a dirty or messy work station, since
she equates dirt and disorganization with lower quality work. She tends to be her own
worst critic constantly reminding herself that she could have done better if given more time.

Heejoo 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 places an emphasis on the cognitive
process and logic when making decisions. She follows company policy, if aware of it. She
is the type of person who will accept challenges, and accept them seriously. Heejoo is
skilled at observing and collecting data on different subjects. If she has a real passion for a
given subject, she will read and listen to all the available information on the subject. She
has an acute awareness of social, economic and political implications of her decisions.
She is a critical and systematic thinker, and this strength may not be easily recognized by
others. She can be seen as a thinker whose intuitive talents can bring divergent ideas to
the forefront.

Heejoo can be outgoing at times. Basically introverted, she will engage in social
conversation when the occasion warrants. Heejoo's work represents her true self and she
will take issue when people attack the quality of her work. She is patient and persistent in
her approach to achieving goals. She responds to challenges in a cooperative manner and
wants the "team" to win without the need of a perceived "shining star." She does not seek
confrontation, but if she is confronted, she will present her case with enough supportive
data that she will probably win. Whenever possible, Heejoo avoids face-to-face conflict.
Heejoo's logical, methodical way of gathering data is demonstrated by her ability to ask the
right questions at the right time. 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. Because Heejoo wants to be certain she is performing her work
assignments correctly, she enjoys working for a manager who explains what is expected of
her.

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 Heejoo Min

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
100 100 There is no "correct" score.
Your personal style is a unique
blend of D, I, S, and C.
90 90
D stands for dominance.
80 80 I stands for influencing.
S stands for steadiness.
70 70 C stands for compliance.

60 60
A score over 50 indicates that you
50 50 are "High" in that behavior. A
score under 50, indicates "Low".
40 40 Scores close to the middle
indicate a more adaptable style in
this category.
30 30
The graph on the right represents
20 20 your natural style and the graph
on the left represents how you
feel like you have to "adapt" your
10 10
behavior based on current
circumstances.
0 0

34 12 82 84 32 8 86 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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 Heejoo Min

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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 Heejoo Min

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

Aesthetic Passionate

Social Passionate

Utilitarian Indifferent

Individualistic Indifferent

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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 Heejoo Min

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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 Heejoo Min

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

Well Developed Developed Moderately Developed Needs Development

T: 11:12 M
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 Heejoo Min

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.

Be prepared with the facts and figures.

Provide details in writing.
Make an organized presentation of your position, if you disagree.
Keep at least three feet away from her.
Use the proper buzz words that are appropriate to her expertise.
Respect her quiet demeanor.
Give her time to verify reliability of your actions; be accurate, realistic.
Have the facts in logical order.
Follow through, if you agree.
Provide solid, tangible, practical evidence.
Prepare your "case" in advance.

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.

Make statements you cannot prove.

Use testimonies of unreliable sources; don't be haphazard.
Overuse gestures.
Leave things to chance or luck.
Push too hard, or be unrealistic with deadlines.
Rush the decision-making process.
Dillydally, or waste time.
Be superficial.
Use inappropriate buzz words.
Make conflicting statements.
Say "trust me"--you must prove it.

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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
"wants".

Better planning and fewer changes in the organization.

Proof that the idea has been tested and has worked for others.
To understand why a procedure is going to change or not be followed prior to the
start of that change.
An opportunity to methodically layout research and work through the
information-gathering process.
To focus on long-term stability which will lead to a lasting impact on the functionality
of the organization.
To have charts and information displayed for the purpose of function.

YOUR IDEAL WORK ENVIRONMENT

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

Close relationship with a small group of associates.

A stable and predictable environment.
A forum to demonstrate the ability to gather facts and information.
Information to support the reasons for change.
Time and opportunity to create in solitary.
Permission to cross external boundaries in order to achieve personal creativity.

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.

Never enough facts to prove the new theory.

Needs data for comfort and curiosity but may experience paralysis by analysis when
finishing goals.
While highly in tune to the vibe of a situation, she can come across as absolute.
Feels a better job could be done if more focus was on the experience of the project.
Struggles in adapting to new situations without preparation.
Will have difficulty in establishing priorities in learning new matters.
Dislikes unwarranted change in her environment because of the disruption of
balance.
Difficulty dealing with diverse situations involving objective views.

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 Heejoo Min

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.

Asks many questions to find the correct answers.

Will ask all of the questions and gather all the data to make every outcome the best it
can be.
Lets her work demonstrate her uniqueness, rather than talking about herself.
Brings a good mixture of procedure orientation and creativity.
Great at retrieving information for decision makers she trusts.
Methodical and reliable researcher.
Patient with and willing to listen to the feelings of others.
Steady, consistent and balanced member of the team.

WHAT OTHERS MAY VALUE IN YOU

These are qualities that you bring to teams and organizations.

Always concerned about quality work.

Objective and realistic.
Presents the facts without emotion.
Can make decisions without getting emotionally involved.
Always looking for logical solutions.
Defines, clarifies, gets information, criticizes and tests.
Proficient and skilled in her technical specialty.
Maintains standards.

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.

Want full explanation before changes are made to ensure her understanding.
Lean on technical achievement.
Get bogged down in details and use details to protect her position.
Prefer not to verbalize feelings unless in a cooperative and noncompetitive
environment.
Fail to tell others where she stands on an issue.
Yield her position to avoid controversy.

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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

Anthropology
Archaeology
Architecture
Botany
Chemistry
Geography
Geology, Earth Sciences
Interior Design
Microbiology
Neuroscience
Paleontology

Career and Technical

Drafting
Speech and Language Pathology

Engineering
Aerospace Engineering
Bio Engineering
Chemical Engineering
Civil Engineering
Environmental Engineering
Mechanical Engineering
Nuclear Engineering

Environmental, Agriculture and Food

Animal Sciences
Fish, Game and Wildlife
Forestry, Natural Resources
Landscape Architecture
Natural Sciences
Plants and Horticulture

Evolving Opportunities
Biotechnology
Environment, Conservation and Sustainability
Health Technology
Renewable Energy
Videography

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 Heejoo Min

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. Prolong Events In Order To Gain Improved Results

Prolonging events in order to gain improved results is the process of doing and redoing, evaluating and
re-evaluating and changing to and changing back as a way of "testing" the best possible outcome.

Possible Causes:
Want to ensure that success is always achieved
Feel that if rushed, the results will not be satisfactory
Hope situations will work out themselves

Possible Solutions:
Set realistic schedule and timeline
Follow the schedule
Seek advice or assistance from others

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. 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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LIKELY TIME WASTERS

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

6. 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

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