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.
Sheila Stewart-Kozarich comes across as someone determined and strong-minded. They are proactive and always on the lookout for suggestions and initiatives to take their work forward. They have a flexible approach to their job and can easily handle change and unexpected events. The engaging way in which they present their ideas leaves those they talk to in little doubt - you want to follow their lead. Their leadership and passion for continual progress make them an extraordinary driving force in a team.
Sheila Stewart-Kozarich's main drivers lead them to prioritize stability. They channel their energy into getting sound bearings and establishing reliable points of reference. They enjoy being able to establish an even rhythm for their daily activity at work. They avoid making decisions that may put them in a position of uncertainty.
Sheila Stewart-Kozarich can invest themselves when it comes to conducting evaluations, even though it is not one of their priorities. To a certain extent, they like being able to provide their perspective on specific subjects and seek to be a point of reference when it comes to providing a critical view of projects.
Promoting projects is an activity that can suit Sheila Stewart-Kozarich as long as it remains a secondary aspect of their job. They enjoy having the role of ambassador, advocating projects or ideas. However it is not their main source of motivation and would not suit them as a day-to-day activity.
Sheila Stewart-Kozarich enjoys being able to support others in the context of work. However, it does not play a significant role in their professional satisfaction. They are interested in providing help on occasion, but it should remain a secondary aspect of their job.
Sheila Stewart-Kozarich 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.
Sheila Stewart-Kozarich expects a manager to be attentive and actively listen to them. They work well with leaders who put people before results. They need a manager who really takes them into account, and whose expectations are adapted to their individual capacities. They need to feel supported to be truly at ease.
Sheila Stewart-Kozarich has the capacity to thrive in a wide range of cultures. There is no standard approach or environment that suits them better than others. They find advantages and drawbacks in every type of work environment. Their level of commitment will therefore not be determined by the culture of the company, but rather by whether their role has the potential to make them feel fulfilled. If their main motivational factors are satisfied by the role, they will be capable of adapting and thriving in any environment.
Capacity to perform familiar and practiced tasks.
Tendency to dedicate time to ensuring decisions are right.
Ability to build on other people's knowledge.
To learn new concepts, Sheila Stewart-Kozarich 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.
Careful in their approach, Sheila Stewart-Kozarich prefers to rely on proven strategies. They are observant and tend to adopt tried-and-true concepts that they can trust thoroughly. In this sense, they find it easier to learn from information provided.