Head of Administration Department
I am really happy to get this testing. I am ready to be improved next.
Influence Behaviors in the "influence" category are linked to providing direction. They include developing a professional network, managing teams, making decisions and being motivated to get ideas across. These behaviors provide insight on a person's natural ability to mobilize others and the way they establish relationships.
Cooperate Behaviors in the "Cooperate" category are linked to facilitating collective work. They include mediating interactions between people, solving conflict, making use of the team's resources, and providing support for others. These behaviors provide insight on a person's natural ability to evolve within a group.
Think Behaviors in the "think" category are linked to conceiving projects. They include designing strategies, identifying project risks, evaluating tasks and activities, and contributing new ideas. These behaviors provide insight on a person's natural ability to process abstract rather than practical concepts.
Act Behaviors in the "act" category are linked to obtaining results. They include launching projects, implementing action plans, monitoring outcomes, or controlling production quality. These behaviors provide insight on a person's natural ability to understand practical rather than abstract concepts.
Feel Behaviors in the "feel" category are linked to controlling one's emotions. They include managing stress, investing one's energy, and radiating a positive vibe. These behaviors provide insight on a person's natural ability to express and channel their emotions in different contexts.
Samros Nam is a natural leader with a conscientious approach — two complementary qualities which enable them to set the agenda for projects and successfully complete them. They analyze things based on facts, paying special attention to the reliability of their decisions and their work. They are very strict when it comes to following procedures and are quick to remind coworkers to follow suit. They do their utmost to achieve the goals they set for themselves, even at the risk of undermining their relationships.
Samros Nam divides their energy equally between dynamism and stability. Some of their main drivers push them towards taking action and seeking stimulation. However, they also need a certain stability and sound bearings in order to feel comfortable in a professional environment. It is important that they find this balance in order to fully invest themselves in their role.
Analysis is a key source of personal satisfaction for Samros Nam. They enjoy being able to approach situations in an objective and rational manner. They are particularly invested in ensuring important decisions be made in this way, rather than based on intuition or to satisfy others' expectations.
Evaluating is an activity that highly suits Samros Nam. They particularly like to be a point of reference when evaluating a subject. They like providing their critical view and their opinions, and comparing them to others'. Evaluating is, therefore, a key source of motivation for them.
Samros Nam enjoys dedicating their energy to perfecting their work and polishing its presentation. It is important for them that their work be perfect in terms of accuracy but also aesthetics. They could find it frustrating to have to compromise on these aspects because of time constraints or because of conflicting priorities.
Samros Nam is a manager who provides clear standards. They let everyone know what is expected of them. They position themselves as a mentor and accompany their employees in their development. They are present and make employees feel empowered to grow.
Samros Nam expects a manager to provide clear standards. They need to know what is expected of them. For them, the ideal leader is a mentor who accompanies their development. They need to feel that they are constantly growing and that their manager is there to guide them.
Samros Nam thrives in cultures geared towards results. They need a work environment that centers on attaining objectives, and values individual accomplishments. They welcome a framework of clear rules and discipline, but also appreciate innovative approaches that improve existing methodologies. They find competitive cultures stimulating because they know exactly what is expected of them and the criteria for success are clear. They consider it important that everyone be driven by the attainment of objectives. Without this, they will be less motivated to put in the effort or be personally invested.
Capacity to perform familiar and practiced tasks.
Tendency to move quickly from one task to the next, without lingering on obstacles.
Ability to test things and learn from mistakes.
To learn new concepts, Samros Nam needs concrete evidence. They develop skills gradually, by accumulating practical experience. Theoretical and abstract concepts are often foreign to them, and contribute little to their progress because they will have a hard time applying them in the context of their job. They master new skills through practice and repetition.
Samros Nam's spontaneous nature leads them to learn by testing out concepts and techniques themselves. They finds that the best way to acquire new knowledge is to first try, develop their understanding through failure, and then try again. They can sometimes lack patience. To assimilate new ideas or new knowledge, they first need to experiment by themselves.
