Recruitment Officer @ AIRBUS 8
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.
Behaviours 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 behaviours 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.
Rarely short of ideas, Diana Sakota is quick to take the initiative. She likes instigating change at work and needs constant stimulation to keep boredom at bay. She makes sure collaborators are onboard with the suggestions she puts forward, listening to others carefully and making decisions as a group. She is able to advance with determination, but also to question her approach based on feedback. What's more, she has the capacity to strengthen ties within teams.
Diana Sakota divides her energy equally between dynamism and stability. Some of her main drivers push her towards taking action and seeking stimulation. However, she also needs a certain stability and sound bearings in order to feel comfortable in a professional environment. It is important that she finds this balance in order to fully invest herself in her role.
Evaluating is an activity that highly suits Diana Sakota in the sense that it requires an impartial approach and taking a strong stand on subjects. She enjoys challenging others' points of view and contributing her perspective. She likes being able to demonstrate independence in her judgement.
Diana Sakota likes only certain aspects of activities related to design. She appreciates, for example, having a certain freedom in the way she manages her work. However, she does not feel a particular need to express her creativity and create new things.
Fast-tracking projects is an activity in which Diana Sakota can be satisfied. She is relatively stimulated by obstacles and enjoys boosting the energy in her work. This remains, however, a secondary source of motivation for her, which reinforces her commitment.
Diana Sakota is a manager whose foremost concern is the team's wellbeing. She strives to listen to others and take their individual limitations into account. She is an inspiration for employees who prefer a manager that acknowledges human aspects instead of focusing solely on results. She is motivated by teamwork and by fostering a collective spirit.
Diana Sakota expects a manager to be attentive and actively listen to her. She works well with leaders who put people before results. She needs a manager who really takes her into account, and whose expectations are adapted to her invidvidual capacities. She needs to feel supported to be truly at ease.
Diana Sakota is fully engaged in a culture oriented towards relationships with others and the collective. They like that the person is foremost valued and that each person is satisfied in the work environment. This requires that the rules are able to adapt accordingly to suit everyone. They avoid environments where the results are foremost valued, and where the data culture is dominant. They rather need a work context that values collective accomplishments. They like, indeed, to observe that the collaboration is led towards the attainment of targeted goals. Indeed, they are bored if the work environment is too stable and they stagnate in their situation.
Capacity to perform habitual and well-ingrained tasks.
She moves quickly from one task to the next, and does not linger on obstacles.
Learns by testing and making her own mistakes.
To learn new concepts, Diana Sakota needs concrete evidence. She develops skills gradually from accumulated field experience. Aspects that are theoretical or too abstract are often foreign to her, and do not help her progress. Indeed, she has difficulties transferring them within the structure of work. She acquires new knowledge through practice and repetition.
Diana Sakota's spontaneous temperament leads her to learn by testing concepts and techniques herself. For her, the best way to acquire new knowledge is to try, develop understanding through failure, then start again. She sometimes lacks patience. To integrate new ideas or new knowledge, she first needs to experiment by herself.