fashion lover, careful, traveler, love to do sports
Behaviours in the "influence" category are linked with providing direction. They include developing a professional network, managing teams, making decisions and being motivated to get ideas across. These behaviours provide insight on a person's natural ability to mobilise 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.
Behaviours 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 behaviours provide insight on a person's natural ability to process abstract rather than practical concepts.
Behaviours in the "act" category are linked to obtaining results. They include launching projects, implementing action plans, monitoring outcomes, or controlling production quality. These behaviours provide insight on a person's natural ability to understand practical rather than abstract concepts.
Behaviours 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 behaviours provide insight on a person's natural ability to express and channel their emotions in different contexts.
Performing high quality work is a priority goal for Gökçe Özerden. Conscientious, precise and structured, she sees to it that she does not make any mistakes when she produces something. She owes this diligent attitude to the importance she places on other people's points of view. She listens to their ideas and suggestions, and their feedback. In this sense, she is easy to work with, as she gives others space, is there for them if need be, and performs her tasks meticulously.
Gökçe Özerden's energy is divided between vigour and stability. One of her motivating factors is oriented towards action and the search for stimulation. But she also needs a certain stability and standards to feel comfortable in a professional environment. It is important for her to find this balance in order to fully invest herself in her position.
Designing is an essential activity in which Gökçe Özerden feels fully engaged. Contributing her imagination and ideas is, indeed, crucial for her because she draws a lot of energy and interest from it. It is one of the ways she finds satisfaction in her work.
Gökçe Özerden enjoys being able to dedicate her energy to taking care of the presentation of the work and perfecting it. It is important for her to produce something reliable and perfect from a visual point of view. She could be frustrated if she has to sacrifice this quality for timeframe reasons or because it is not the priority.
It is important for Gökçe Özerden to have an activity that allows her to support people around her. Indeed, she largely prioritises helping others over competition. She enjoys, in this sense, creating links and prioritising cohesion among the team.
Gökçe Özerden is a manager who listens and pays attention every day. She values people above results, really takes into account her employees, and adapts her expectations based on each person's abilities.
Gökçe Özerden expects a manager to be interested, above all, in the well-being of the team. She needs someone to listen, be empathetic and who takes into account the limits of each one. The leader who inspires her and whom she trusts is a leader who is interested in the person and who is not irritated by results. She is motivated by team work and collective development.
Gökçe Özerden is fully engaged in a culture oriented towards relationships with others and the collective. She likes 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. Mutual respect must be valued. She avoids environments where the results are foremost valued, and where the data culture is dominant. She prefers that the culture is centred around collaboration and the production of collective projects. It is important for her that everyone shares this mindset.
Capacity to perform habitual and well-ingrained tasks.
She moves quickly from one task to the next, and does not linger on obstacles.
Builds her knowledge on the information and advice that she receives from others.
To learn new concepts, Gökçe Özerden 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.
Careful in her approach, Gökçe Özerden prefers to defer to proven strategies. She tends to observe and adapt knowledge that has been proven and with which she has full confidence. In this sense, it is easier for her to learn from information provided.