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.
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.
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.
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.
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.
It is often thought that creativity and structure stand in the way of each other; Nigel Doerfler is the perfect counter-example. Their curiosity is piqued by novelty and they favor stimulating, fast-paced work, but this does not stop them from producing high-quality work. They are careful not to become complacent, and focus on seeing their projects through to completion. They go about their work independently, focusing more on their mission than on the relational aspects of their work.
Nigel Doerfler 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.
Designing is an essential activity in which Nigel Doerfler feels fully engaged. Contributing their imagination and ideas is crucial to them because they draw significant energy and passion from it. It is one of the key ways in which they find satisfaction in their work.
Evaluating is an activity that highly suits Nigel Doerfler. 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.
Analyzing is an activity that highly suits Nigel Doerfler. They particularly enjoy understanding the links between data and being able to draw reliable conclusions. It is important for them that conducting analyses be one of the key tasks in the projects that are entrusted to them, so they can feel truly fulfilled.
Nigel Doerfler is a manager who takes the lead and provides clear direction. They let others know exactly what is expected of them, avoiding any ambiguity. In their view, a leader should clearly communicate their vision and set the example for the team. They value principles and reliability.
Nigel Doerfler expects a manager to provide a clear and inspiring vision. Above all, they want to be motivated towards precise, shared objectives. They need a leader who is involved and asks them to push themselves to achieve the common goal. They are motivated by results-driven leader who values achievement.
Nigel Doerfler is best suited to cultures that prioritize personal results and accomplishments. They prefer environments that are flexible enough to adapt to change and foster innovation, without letting that flexibility hinder the attainment of objectives. They readily welcome stricter rules if the rules facilitate coordination and contribute to achieving business goals. However, they will find routines and highly stable workplaces hard to bear. To maintain a high level of engagement, they need stimulation from their environment, and a constant sense of improvement and progress at work.
Capacity to comprehend new and strategic subjects.
Tendency to move quickly from one task to the next, without lingering on obstacles.
Ability to easily assimilate new concepts through analysis.
Brilliant from an intellectual point of view, Nigel Doerfler tends to easily assimilate foreign concepts. They are able to understand new or complex subjects without needing to put them into practice. This means they can develop their skills by reaserching and reading on diverse subjects. They need to be intellectually stimulated by their work, and might get easily bored otherwise.
Nigel Doerfler's natural tendency is to learn by testing out ideas first, then potentially reassessing them as necessary based on experience. They do not need to know everything on a subject before allowing themselves to experiment. Understanding the basics is enough for them, after which they need to swing into action.