Shelly Ozuna

Top 5 Skills Behaviors

Personal Skills Ranking D I S C
1 Teamwork 100
2 Empathy
90
3 Leadership
4 Goal Orientation 80
D = Dominance
5 Diplomacy/Tact 70 I = Influencing
S = Steadiness
C = Compliance
60
Strengths
50
Acts as the eyes and ears for a leader.
Will maintain consistency for the team that supports
40
the legacy.
Wants to methodically solve people-related problems High S's tend to be
that benefit the greater good. 30 steady, patient, and
Will be persistent about moving toward the greater predictable.
cause. 20
Always looking to say or do the "right" thing.
Wants to be seen as a leader in humanitarian issues. 10

0
Motivators 28 54 84 52

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
7.2 Value to a Team
4.7*
2. Social - Rewards those who value opportunities to be of service to others and Adaptable.
contribute to the progress and well being of society.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
6.2 Respect for authority and organizational
4.3* structure.
3. Individualistic/Political - Rewards those who value personal recognition,
freedom, and control over their own destiny and others. Patient and empathetic.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10
5.8
Works for a leader and a cause.
5.7*
4. Theoretical - Rewards those who value knowledge for knowledge's sake, Good at reconciling factions--is calming
continuing education and intellectual growth.
0 . . . . 1 . . . . 2 . . . . 3 . . . . 4 . . . . 5 . . . . 6 . . . . 7 . . . . 8 . . . . 9 . . . . 10 and adds stability.
4.8
6.0* People-oriented.
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
4.2
4.3*
6. 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
1.8
5.0*
Copyright © 2006-2020. Target Training International, Ltd. 9-14-2020 www.indigoproject.org
 Shelly Ozuna

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.

Copyright © 2006-2020.
Target Training International, Ltd. 2
 Shelly Ozuna

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.

Shelly can be spontaneous and casual in familiar circumstances. The familiar atmosphere
allows spontaneity when she is in her comfort zone. She can be discreet and sociable as
called for by the situation. She may have difficulty sharing her feelings if it may disturb the
relationship. She is family-oriented. She may go to great lengths to ensure the "happiness" of
her personal or work family. Shelly is often seen as practical and objective. When people are
involved, she may not always be precise about the use of her time. When challenged, she
becomes more objective. Patience, control and deliberateness characterize her usual
behavior. While she is usually considered as people-oriented, she does have a technical side.
Loyalty and being a team player are usually her goals. She is a good, steady, dependable
team member.

Shelly can be sensitive to the feelings of others and is able to display real empathy for
those who are experiencing difficulties. Occasionally she will underplay bad news, if telling it
as it is will offend someone. She may fear it would disturb the relationship. Making plans and
following those plans is important to her. She tries to use balanced judgment. She is the
person who brings stability to the entire team. Shelly may want to think over major decisions
before acting. She must be convinced that actions will produce the desired result. She may
tend to fight for her beliefs or those things she feels passionate about. Once she has arrived at
a decision, she can be tough-minded and unbending. She has made her decision after
gathering much data, and she probably won't want to repeat the process. She finds making
decisions easier when she knows that others she respects are doing the same thing; she then
has a feeling of stability and "family."

Shelly is quick to pick up on group dynamics and skilled in fitting in with a group. She
brings both speaking and listening skills to the group. She likes a friendly, open style of
communication. She will be open with those she trusts; however, reaching the required trust
level may take time. She is not easily triggered or explosive, but she may conceal some
grievances because she doesn't always state her feelings. Shelly usually is considerate,
compassionate and accepting of others; however, on some occasions can become stubborn.
Stubbornness surfaces when her ideals and beliefs are confronted. She does not enjoy
confrontation for confrontation's sake. She feels she can win through patience and resolve.
She likes to know what is expected of her in a working relationship and have the duties and
responsibilities of others who will be involved explained. Communication is accomplished best
by well-defined avenues.

Copyright © 2006-2020.
Target Training International, Ltd. 3
 Shelly Ozuna

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

28 58 83 55 28 54 84 52

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.

Copyright © 2006-2020.
Target Training International, Ltd. 4
 Shelly Ozuna

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.

Copyright © 2006-2020.
Target Training International, Ltd. 5
 Shelly Ozuna

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.

Traditional Passionate

Social Mainstream

Individualistic Mainstream

Theoretical Mainstream

Aesthetic Mainstream

Utilitarian 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

Copyright © 2006-2020.
Target Training International, Ltd. 6
 Shelly Ozuna

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!

Copyright © 2006-2020.
Target Training International, Ltd. 7
 Shelly Ozuna

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

Well Developed Developed Moderately Developed Needs Development

T: 23:54

Copyright © 2006-2020.
Target Training International, Ltd. 8
 Shelly Ozuna

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.

Watch carefully for possible areas of early disagreement or dissatisfaction.

Give her time to ask questions.
Give her time to verify reliability of your comments--be accurate and realistic.
Show sincere interest in her as a person. Find areas of common involvement and be
candid and open.
Look for hurt feelings or personal reasons if you disagree.
Take your time and be persistent.
Patiently draw out personal goals and work with her to help her achieve those goals;
listen and be responsive.
Keep conversation at discussion level.
Support your communications with correct facts and data.
Be prepared.
Use scheduled timetable when implementing new action.

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.

Manipulate or push her into agreeing because she probably won't fight back.
Use testimonies from unreliable sources.
Be domineering or demanding; don't threaten with position power.
Offer assurance and guarantees you can't fulfill.
Be haphazard.
Be abrupt and rapid.
Talk to her when you're extremely angry.
Talk in a loud voice or use confrontation.
Make promises you cannot deliver.
Patronize or demean her by using subtlety or incentive.
Keep deciding for her, or she'll lose initiative. Don't leave her without backup support.

Copyright © 2006-2020.
Target Training International, Ltd. 9
 Shelly Ozuna

THINGS YOU MAY WANT FROM OTHERS

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

Recognition for loyalty and long service.

To be trusted.
To develop methodical and fair ways to help others.
Time to give back both internally and externally in order to quietly change things for the
better.
Time to adjust to changes as it relates to systems and structure.
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.

A stable and predictable environment.

Needs personal attention from her manager and compliments for each assignment well
done.
An opportunity to help others without being in the limelight.
Ability to give of time, talent and resources in order to help the organization.
To be seen as a reliable and trustworthy team player working for the organizational
system.
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 with change even when it complements her way of living.
Can come off passive/aggressive especially when beliefs are challenged.
May not always stand up for oneself or others.
Struggles with putting her foot down, as she doesn't want to hurt others.
Will be frustrated when new and exciting opportunities conflict with the system.
May use inappropriate forums to express beliefs.
When helping others, may talk too much about herself.
High trust and a desire to help could lead to being taken advantage of.

Copyright © 2006-2020.
Target Training International, Ltd. 10
 Shelly Ozuna

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.

Will maintain consistency for the team that supports the legacy.
Loyal to her cause.
Accommodating and pleasing others is one of her natural talents.
Wants to methodically solve people-related problems that benefit the greater good.
Always looking to say or do the "right" thing.
Willing to talk to "naysayers" about conforming to the system or structure.
Wants to be seen as a leader in humanitarian issues.
Always willing to offer her time and perspective.

WHAT OTHERS MAY VALUE IN YOU

These are qualities that you bring to teams and organizations.

Respect for authority and organizational structure.

Turns confrontation into positives.
Will gather data for decision making.
Patient and empathetic.
Dependable team player.
People-oriented.
Good at reconciling factions--is calming and adds stability.
Works for a leader and a cause.

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.

Not project a sense of urgency--others may not feel the pressure to help immediately.
Be defensive when risk is involved--move towards maintaining status quo.
Hold a grudge if her personal beliefs are attacked.
Avoid accountability by overstating the complexity of the situation.
Not take action against those who challenge or break the rules or guidelines.
Be too conservative--bides time and avoids much that is new.
Become resistive and indecisive when forced to act quickly. Without proper information
she will resist in a passive-aggressive manner.

Copyright © 2006-2020.
Target Training International, Ltd. 11
 Shelly Ozuna

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

Botany
Composition, Writing
Education Counselor
Ethnic, Cultural and Gender Studies
Geography
Geology, Earth Sciences
Humanities
Information Technology
Interior Design
Journalism
Library Science
Music Composition
Paleontology
Philosophy, Religious Studies
Photography and Studio Art
Sociology
Teaching, Education
Theology
Urban Studies

Business
Human Resources, Organizational Development

Career and Technical

Biomedical Equipment Technician
Health Aide, Medical Assistance
Massage Therapy
Rehabilitation Therapy
Speech and Language Pathology

Engineering
Civil Engineering

Environmental, Agriculture and Food

Animal Sciences
Plants and Horticulture

Copyright © 2006-2020.
Target Training International, Ltd. 12
 Shelly Ozuna

Possible Degree Matches

Evolving Opportunities
Alternative Medicine, Holistic Health
Environment, Conservation and Sustainability
Medical Ethics
Peace and Conflict Resolution Studies
Renewable Energy
Social Work
Yoga Therapy and Training

Health Sciences
Counseling
Exercise Science
Human Development and Family Services
Kinesiology
Psychology

Other Career Paths

Child Care, Family Services
Publishing

Copyright © 2006-2020.
Target Training International, Ltd. 13
 Shelly Ozuna

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

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

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

2. Not Exercising Authority

Not exercising authority is the inability to make decisions that might adversely impact some people and
compromises the success of task accomplishment. It is also the resistance to making the tough calls.

Possible Causes:
Want to be seen as supportive
Believe people will do what is right
Fear offending others
Fear creating conflict between team members

Possible Solutions:
Have clearly defined and written performance objectives
Have clearly written rationale for specific decisions
Assign decision reporting to the deputy/assistant
Appoint a strong deputy or assistant
Have a "Good Guy/Bad Guy" image agreement with deputy/assistant

3. Failure To Clarify Precise Responsibilities With Manager

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

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

Copyright © 2006-2020.
Target Training International, Ltd. 14
 Shelly Ozuna

LIKELY TIME WASTERS

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

4. Postpone The Unpleasant

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

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

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

5. Resisting Change
Resisting change is the process of consciously or subconsciously not participating in the change process.
Measures of resistance may be active or passive, not doing things the new way, or making excuses for not
having tasks accomplished.

Possible Causes:
Need a high degree of security
Like to maintain the status quo
Routine/procedures have worked in the past
One specific aspect of a proposed change violates sense of values
A specific change is not seen as contributing to successful accomplishments

Possible Solutions:
Acknowledge that change is a natural part of any job
Develop the habit of writing down all of the pros and cons of a specific change
Evaluate each objection to a change
If there is one specific objection that is overriding the ability to change, share the specific concern with
those involved and seek advice or input from others

Copyright © 2006-2020.
Target Training International, Ltd. 15