FCC Staff Workshop

Team Assessment Dashboard

Use this dashboard to explore how individual work and personality assessments come together across the Foothills Care Center team. Switch assessment layers, look for shared patterns, and open any team member profile for a deeper view of that person's results.

Select a layer to change what appears on the Team Matrix.

Team Assessment Matrix

Team workspace

Choose the view that fits the conversation

Move from individual cards to a full roster table or research-grounded graphs without leaving the team dashboard.

Team Matrix

Using the Matrix

Choose an assessment layer from the central menu. Add filters above to narrow the roster; every name opens a complete profile and every underlined assessment result opens its reference.

All 11 CliftonStrengths results supplied. Cards show leading themes and the distribution of each Top 10.

Highlight a shared theme

Anita

Assessment snapshot

CliftonStrengths: Belief Connectedness Responsibility
Working Genius: Wonder Discernment
Created to Hear God: Feeler
Personality: INFP-A

Abby

Assessment snapshot

CliftonStrengths: Belief Communication Developer
Working Genius: Galvanizing Invention
Created to Hear God: Feeler
Personality: ENTJ-A

Annette

Assessment snapshot

CliftonStrengths: Belief Responsibility Communication
Working Genius: Enablement Invention
Created to Hear God: Seer
Personality: ENTP-A

Charley

Assessment snapshot

CliftonStrengths: Includer Consistency Belief
Working Genius: Wonder Tenacity
Created to Hear God: Knower
Personality: INFJ-T

Delaine

Assessment snapshot

CliftonStrengths: Belief Harmony Connectedness
Working Genius: Discernment Enablement
Created to Hear God: Knower
Personality: ISFP-A

Jamey

Assessment snapshot

CliftonStrengths: Belief Connectedness Empathy
Working Genius: Enablement Wonder
Created to Hear God: Feeler
Personality: INTP-T

Kathie

Assessment snapshot

CliftonStrengths: Positivity Belief Developer
Working Genius: Enablement Wonder
Created to Hear God: Knower
Personality: INFJ-A

Phyllis

Assessment snapshot

CliftonStrengths: Context Developer Arranger
Working Genius: Tenacity Enablement
Created to Hear God: Feeler
Personality: ENFJ-T

Sharon

Assessment snapshot

CliftonStrengths: Consistency Strategic Belief
Working Genius: Pending
Created to Hear God: Pending
Personality: Pending

Susan

Assessment snapshot

CliftonStrengths: Developer Belief Harmony
Working Genius: Tenacity Enablement
Created to Hear God: Feeler
Personality: ESFJ-A

Tabitha

Assessment snapshot

CliftonStrengths: Responsibility Developer Individualization
Working Genius: Enablement Tenacity
Created to Hear God: Knower
Personality: ENFJ-A

Team Table

Using the Table

Each row keeps one person’s supplied results together. The central assessment layer controls which result columns appear, and the same multi-result filters used by the Matrix apply here.

Taller rows keep each person’s supplied results together. Use the unified filters above to combine names or results, then choose an assessment layer from the central menu.

Find a team member Profile coverage

Assessment columns

Showing all 11 team members.

FCC team members and all supplied assessment results
Team member	CliftonStrengths · ranked Top 10	Created to Hear God	Personality Type	Working Genius
Anita4 of 4 results	1 2 3 4 5 6 7 8 9 10	FeelerThe framework describes a Feeler as noticing guidance through emotion, compassion, atmosphere or bodily sensation.	INFP-A · MediatorDiplomat · Confident IndividualismTrait percentages pending	Genius Wonder + DiscernmentCompetency Enablement + TenacityFrustration Invention + Galvanizing
Abby4 of 4 results	1 2 3 4 5 6 7 8 9 10	FeelerThe framework describes a Feeler as noticing guidance through emotion, compassion, atmosphere or bodily sensation.	ENTJ-A · CommanderAnalyst · People MasteryTrait percentages not supplied	Genius Galvanizing + InventionCompetency Tenacity + DiscernmentFrustration Wonder + Enablement
Annette4 of 4 results	1 2 3 4 5 6 7 8 9 10	SeerThe framework describes a Seer as receiving imagery, pictures, dreams, visual metaphors or scenes that invite interpretation.	ENTP-A · DebaterAnalyst · People Mastery Extraverted 82%Intuitive 57%Thinking 64%Prospecting 58%Assertive 61%	Genius Enablement + InventionCompetency Discernment + TenacityFrustration Galvanizing + Wonder
Charley4 of 4 results	1 2 3 4 5 6 7 8 9 10	KnowerThe framework describes a Knower as recognizing guidance through an inner conviction or sudden sense of knowing.	INFJ-T · AdvocateDiplomat · Constant Improvement Introverted 93%Intuitive 77%Feeling 83%Judging 60%Turbulent 89%	Genius Wonder + TenacityCompetency Discernment + EnablementFrustration Invention + Galvanizing
Delaine4 of 4 results	1 2 3 4 5 6 7 8 9 10	KnowerThe framework describes a Knower as recognizing guidance through an inner conviction or sudden sense of knowing.	ISFP-A · AdventurerExplorer · Confident Individualism Introverted 78%Observant 65%Feeling 52%Prospecting 58%Assertive 71%	Genius Discernment + EnablementCompetency Tenacity + WonderFrustration Galvanizing + Invention
Jamey4 of 4 results	1 2 3 4 5 6 7 8 9 10	FeelerThe framework describes a Feeler as noticing guidance through emotion, compassion, atmosphere or bodily sensation.	INTP-T · LogicianAnalyst · Constant Improvement Introverted 71%Intuitive 85%Thinking 63%Prospecting 63%Turbulent 68%	Genius Enablement + WonderCompetency Invention + DiscernmentFrustration Galvanizing + Tenacity
Kathie4 of 4 results	1 2 3 4 5 6 7 8 9 10	KnowerThe framework describes a Knower as recognizing guidance through an inner conviction or sudden sense of knowing.	INFJ-A · AdvocateDiplomat · Confident IndividualismTrait percentages pending	Genius Enablement + WonderCompetency Tenacity + GalvanizingFrustration Discernment + Invention
Phyllis4 of 4 results	1 2 3 4 5 6 7 8 9 10	FeelerThe framework describes a Feeler as noticing guidance through emotion, compassion, atmosphere or bodily sensation.	ENFJ-T · ProtagonistDiplomat · Social Engagement Extraverted 89%Intuitive 57%Feeling 52%Judging 89%Turbulent 67%	Genius Tenacity + EnablementCompetency Invention + DiscernmentFrustration Wonder + Galvanizing
Sharon1 of 4 results	1 2 3 4 5 6 7 8 9 10	Pending	Pending	Pending
Susan4 of 4 results	1 2 3 4 5 6 7 8 9 10	FeelerThe framework describes a Feeler as noticing guidance through emotion, compassion, atmosphere or bodily sensation.	ESFJ-A · ConsulSentinel · People Mastery Extraverted 64%Observant 58%Feeling 52%Judging 75%Assertive 67%	Genius Tenacity + EnablementCompetency Discernment + WonderFrustration Galvanizing + Invention
Tabitha4 of 4 results	1 2 3 4 5 6 7 8 9 10	KnowerThe framework describes a Knower as recognizing guidance through an inner conviction or sudden sense of knowing.	ENFJ-A · ProtagonistDiplomat · People MasteryTrait percentages pending	Genius Enablement + TenacityCompetency Wonder + DiscernmentFrustration Galvanizing + Invention

Graph type

Assessment overlays

Distribution · all assessment overlays shown.

CliftonStrengths domains

110 ranked Top-10 placements; each framework keeps its own scale.

Executing35

Influencing9

Relationship Building48

Thinking18

Working Genius · genius counts

10 supplied results; a person contributes two geniuses.

Wonder4

Invention2

Discernment2

Galvanizing1

Enablement7

Tenacity4

Created to Hear God

10 supplied primary modalities.

Knower4

Feeler5

Seer1

Hearer0

Personality roles

10 supplied 16Personalities / NERIS type codes.

Diplomat5

Analyst3

Explorer1

Sentinel1

People × assessment availability

This map distinguishes supplied results from pending data. Pending does not mean the assessment was not taken.

Team member	CliftonStrengths	Working Genius	Created to Hear God	Personality Type
Anita	Available	Available	Available	Available
Abby	Available	Available	Available	Available
Annette	Available	Available	Available	Available
Charley	Available	Available	Available	Available
Delaine	Available	Available	Available	Available
Jamey	Available	Available	Available	Available
Kathie	Available	Available	Available	Available
Phyllis	Available	Available	Available	Available
Sharon	Available	Pending	Pending	Pending
Susan	Available	Available	Available	Available
Tabitha	Available	Available	Available	Available

Assessment reference

Assessment Glossary

Browse every shared framework term in one place. Each row gives a brief orientation; open a term for its full reference, team contribution, cautions, working conditions, and source.

Find a term or description

Showing all 60 reference terms.

Assessment terms, groups, and brief descriptions
Term	Assessment	Brief description
	CliftonStrengths · Executing	People exceptionally talented in the Responsibility theme take psychological ownership of their commitments. They are dependable and embrace values such as honesty and loyalty.
	CliftonStrengths · Relationship Building	People exceptionally talented in the Developer theme recognize and cultivate the potential in others. They spot the signs of each small improvement and love when they see someone make progress.
	CliftonStrengths · Relationship Building	People exceptionally talented in the Individualization theme are intrigued with the unique qualities of each person. They have a gift for figuring out how different people can work together productively.
	CliftonStrengths · Executing	People exceptionally talented in the Belief theme have certain core values that are unchanging. These values provide direction and a strong sense of purpose.
	CliftonStrengths · Relationship Building	People exceptionally talented in the Relator theme enjoy close relationships. They find deep satisfaction in working hard with friends to achieve a goal.
	CliftonStrengths · Relationship Building	People exceptionally talented in the Empathy theme have an instinctive ability to understand people. They feel others’ emotions as if they were their own.
	CliftonStrengths · Relationship Building	People exceptionally talented in the Positivity theme have contagious enthusiasm. They are naturally upbeat and can energize others.
	CliftonStrengths · Relationship Building	People exceptionally talented in the Connectedness theme believe everything is linked and that there are few coincidences. For them, everything happens for a reason.
	CliftonStrengths · Executing	People exceptionally talented in the Arranger theme are both organized and flexible. They enjoy figuring out how to align people and resources to get the best results.
	CliftonStrengths · Executing	People exceptionally talented in the Restorative theme are adept at dealing with problems. They are good at figuring out what is wrong and resolving it.
	CliftonStrengths · Strategic Thinking	People exceptionally talented in the Learner theme have a great desire to learn and want to continuously improve. The process of learning, rather than the outcome, excites them.
	CliftonStrengths · Strategic Thinking	People exceptionally talented in the Intellection theme enjoy deep thinking. They are introspective and appreciate intellectual discussions.
	CliftonStrengths · Strategic Thinking	People exceptionally talented in the Input theme have a need to collect and archive. They may accumulate information, ideas, artifacts or even relationships.
	CliftonStrengths · Influencing	People exceptionally talented in the Woo theme love meeting new people and winning them over. They enjoy socializing and making connections.
	CliftonStrengths · Strategic Thinking	People exceptionally talented in the Strategic theme quickly spot patterns and issues that others miss. They generate alternative paths forward and choose the most effective one.
	CliftonStrengths · Executing	People exceptionally talented in the Consistency theme are keenly aware of the need to treat people the same. They crave stable routines and clear rules and procedures that everyone can follow.
	CliftonStrengths · Strategic Thinking	People exceptionally talented in the Context theme enjoy thinking about the past. They understand the present by researching its history.
	CliftonStrengths · Executing	People exceptionally talented in the Discipline theme enjoy routine and structure. Their world is best described by the order they create.
	CliftonStrengths · Relationship Building	People exceptionally talented in the Harmony theme look for consensus. They have no use for unnecessary friction and guide others toward practical solutions.
	CliftonStrengths · Executing	People exceptionally talented in the Deliberative theme are best described by the serious care they take in making decisions. They anticipate risks and move forward cautiously.
	CliftonStrengths · Relationship Building	People exceptionally talented in the Adaptability theme prefer to go with the flow. They take things as they come and discover the future one day at a time.
	CliftonStrengths · Strategic Thinking	People exceptionally talented in the Ideation theme are fascinated by ideas. They see connections that others don’t and can view the world from different perspectives.
	CliftonStrengths · Influencing	People exceptionally talented in the Self-Assurance theme feel confident in their ability to manage their own lives. They have an inner compass that gives them certainty in their decisions.
	CliftonStrengths · Influencing	People exceptionally talented in the Competition theme measure their progress against the performance of others. They love contests and need to win.
	CliftonStrengths · Executing	People exceptionally talented in the Achiever theme work hard and possess a great deal of stamina. They take immense satisfaction in being busy and productive.
	CliftonStrengths · Influencing	People exceptionally talented in the Significance theme want to make a big impact. They are independent and prioritize what will increase their influence on others or their organization.
	CliftonStrengths · Executing	People exceptionally talented in the Focus theme can take a direction, follow through and make the corrections necessary to stay on track. They prioritize, then act.
	CliftonStrengths · Influencing	People exceptionally talented in the Communication theme generally find it easy to put their thoughts into words. They are good conversationalists and presenters.
	CliftonStrengths · Influencing	People exceptionally talented in the Activator theme can make things happen by turning thoughts into action. They want to do things now, rather than simply talk about them.
	CliftonStrengths · Strategic Thinking	People exceptionally talented in the Analytical theme search for reasons and causes. They have the ability to think about all of the factors that might affect a situation.
	CliftonStrengths · Strategic Thinking	People exceptionally talented in the Futuristic theme vividly imagine the future. They inspire and energize others with their vision of what could be.
	CliftonStrengths · Relationship Building	People exceptionally talented in the Includer theme accept others. They are instinctively aware of those who feel left out and make an effort to include them.
	CliftonStrengths · Influencing	People exceptionally talented in the Maximizer theme consistently ask, “How can we make this better?” They don’t settle for “good enough,” but push for excellence.
	CliftonStrengths · Influencing	People exceptionally talented in the Command theme have presence. They can take control of a situation and make decisions.
	Working Genius · W	Ponders whether there is greater potential or a better way and gives a team permission to stay curious before solving.
	Working Genius · I	Creates original ideas and possible solutions when a need, challenge, or opportunity is clear.
	Working Genius · D	Uses judgment, pattern recognition, and instinct to evaluate whether an idea is likely to work.
	Working Genius · G	Rallies people around a decision and creates the energy needed to begin moving.
	Working Genius · E	Responds to people and projects with practical support that helps work move forward.
	Working Genius · T	Pushes work across the finish line and finds satisfaction in completing the agreed result.
	Created to Hear God	A faith-oriented reflection lens for recognizing guidance through words, phrases, Scripture, or an inward sense of hearing.
	Created to Hear God	A faith-oriented reflection lens for recognizing guidance through pictures, dreams, visual impressions, or imagined possibilities.
	Created to Hear God	A faith-oriented reflection lens for recognizing guidance through emotion, compassion, atmosphere, or bodily sensation.
	Created to Hear God	A faith-oriented reflection lens for recognizing guidance as an inward conviction, settled awareness, or spiritual sense of knowing.
	Personality · Analyst	An imaginative, strategic pattern that often builds long-range plans and looks for efficient ways to improve complex systems.
	Personality · Analyst	An analytical, independent pattern that often seeks coherent models, precise explanations, and room to investigate.
	Personality · Analyst	A bold, strategic pattern that often organizes people and resources around ambitious goals and visible progress.
	Personality · Analyst	A curious, idea-driven pattern that enjoys testing assumptions, exploring alternatives, and solving novel problems.
	Personality · Diplomat	A reflective, purpose-oriented pattern that often combines insight about people with a clear sense of values and direction.
	Personality · Diplomat	A values-led, imaginative pattern that often seeks authenticity, meaning, and a humane path through complex situations.
	Personality · Diplomat	A relational, purpose-driven pattern that often organizes people around growth, shared values, and collective progress.
	Personality · Diplomat	An enthusiastic, imaginative pattern that often connects people, possibilities, and meaning with contagious curiosity.
	Personality · Sentinel	A practical, fact-minded pattern that often values reliability, clear standards, and careful stewardship of responsibilities.
	Personality · Sentinel	An attentive, dependable pattern that often combines practical service with close awareness of individual needs and established responsibilities.
	Personality · Sentinel	A direct, practical pattern that often creates order, clarifies expectations, and organizes work around proven methods.
	Personality · Sentinel	A caring, sociable pattern that often strengthens community through practical support, shared expectations, and attention to belonging.
	Personality · Explorer	A curious, hands-on pattern that often learns through direct experience and solves practical problems with flexible analysis.
	Personality · Explorer	An observant, adaptable, and values-aware pattern that often responds to immediate needs with quiet practical care.
	Personality · Explorer	An energetic, action-oriented pattern that often reads the immediate environment quickly and responds with practical initiative.
	Personality · Explorer	A spontaneous, social pattern that often notices what people need in the moment and brings warmth, energy, and practical encouragement.

CliftonStrengths reference

Explore all 34 themes

Open any theme for its definition, workshop application, team frequency, contribution, and possible overuse.

How to read this library

Theme definitions describe the shared CliftonStrengths concepts. Team application prompts are facilitation guidance for exploring how a talent may contribute, what overuse can look like, and which working conditions can help.

Find a strength

Showing all 34 CliftonStrengths themes.

Full offline reference

These expandable entries remain available when scripts are restricted.

ResponsibilityExecuting

Theme definition: People exceptionally talented in the Responsibility theme take psychological ownership of their commitments. They are dependable and embrace values such as honesty and loyalty.

Contribution

Dependability, trustworthiness, follow-through and strong ownership of commitments.

Watch for

A strong sense of obligation can lead to overcommitment, difficulty saying no or taking on work that belongs elsewhere.

Works best when

Clear ownership, freedom to keep commitments in a personally accountable way and permission to renegotiate capacity early.

Workshop question

What am I truly committing to, and what belongs to someone else?

How this theme can thrive

You take psychological ownership of your commitments. You are dependable and embrace values such as honesty and loyalty.

Why it succeeds

You have a deep sense of dedication and feel ownership for your commitments. You are a person of your word, and others know they can rely on and trust you.

Ways to apply it

Take ownership for the things that matter most to you.

Always check your schedule and to-do list before taking on a new request. This will help you realistically meet all of your commitments without overworking yourself and demonstrate to others that you are serious about your responsibilities.
Align yourself with those who share your sense of commitment. You will thrive when you are surrounded by others who take their responsibilities as seriously as you do.
Be an ethical watchdog for your school, organization or community by taking action to eliminate and prevent any unethical behavior you see.
Let your teacher or manager know that your natural sense of responsibility gives you an exceptional capacity to function independently.
Be selective. Because you are instinctively responsible, it might be difficult for you to refuse requests from others. Sometimes you need to remind yourself to say no.

Possible blind spots

Because you find it difficult to turn down others’ requests, sometimes you overcommit. Try to manage your Responsibility talents by giving up something before you take on a new task.
Too many obligations can keep you from spending time with the most important people in your life. Remember that sometimes, no is the best answer for the health of your relationships.

DeveloperRelationship Building

Theme definition: People exceptionally talented in the Developer theme recognize and cultivate the potential in others. They spot the signs of each small improvement and love when they see someone make progress.

Contribution

Coaching, encouragement, patient investment and attention to progress that others may overlook.

Watch for

Investment in another person's potential can make it harder to set limits when progress is too slow or expectations are not being met.

Works best when

People to develop, visible markers of progress and permission to invest time in growth.

Workshop question

What growth can we notice and reinforce here?

How this theme can thrive

You recognize and cultivate the potential in others. You spot the signs of each small improvement and love when you see someone make progress.

Why it succeeds

You see the raw potential in people and even small signs of progress as you actively invest in their development. Your encouragement helps others learn, grow and improve.

Ways to apply it

Recognize and cultivate the potential in others.

Make a list of people you would like to coach or mentor: people whose potential, signs of growth and strengths you have noticed. Offer to meet with them regularly, even if only for a few minutes, to discuss their goals and strengths.
Call, text or email people who need your encouragement the most. Your natural ability to nurture and inspire might be just what they need to hear.
Try not to spend all your time encouraging people who are consistently struggling in their role. Sometimes the best developmental action is to help them find a different role: one that fits.
Find roles in which your primary responsibilities include developing others. Teaching, coaching or managing might be especially satisfying for you.
Boost your friends’ and coworkers’ confidence. You will naturally notice when they learn and grow, so share your specific observations with them to help them keep making progress.

Possible blind spots

You may become overinvested in someone’s development and feel personally responsible if they are struggling. Accept that sometimes, the best option is for them to find their own path forward.
Be careful not to devote so much time to other people that you forget to invest in your own development. Remember that you can’t help others if you don’t take time to work on yourself.

IndividualizationRelationship Building

Theme definition: People exceptionally talented in the Individualization theme are intrigued with the unique qualities of each person. They have a gift for figuring out how different people can work together productively.

Contribution

Tailor support and partnerships to individual strengths, motivations, and ways of working.

Watch for

Make shared expectations clear so tailored support does not appear inconsistent or preferential.

Works best when

Time to understand each person and opportunities to pair complementary strengths.

Workshop question

How could you adapt your support to one teammate while keeping the team’s shared expectations clear?

How this theme can thrive

You are intrigued with the unique qualities of each person. You have a gift for figuring out how different people can work together productively.

Why it succeeds

You notice and appreciate each person’s unique characteristics, and you don’t treat everyone the same. Because you can see what makes each individual unique, you know how to bring out their best.

Ways to apply it

Appreciate the uniqueness in each person you meet.

Become an expert at describing your own strengths and style. What is the best praise you ever received? What is your best method for building relationships? How do you learn best?
Ask your coworkers and friends these same questions. Help them create a future based on their strengths and what they do best.
See the talents in others, and encourage them to follow their dreams. Help individuals understand and maximize the power of their talents.
Study successful people to discover the uniqueness that made them successful.
Help your coworkers and friends become more aware of each person’s unique motivations and needs.

Possible blind spots

You often know more about others than they know about you, and when people don’t naturally show awareness of your likes, dislikes, motivations and needs, this may disappoint you. Recognize that you will need to share your preferences with people, and don’t assume they will instinctively know.
Your natural impulse is to put individual needs and goals ahead of what is best for the group. To prevent the appearance of favoritism and bias, acknowledge that sometimes you will need to adjust your style for the greater good.

BeliefExecuting

Theme definition: People exceptionally talented in the Belief theme have certain core values that are unchanging. These values provide direction and a strong sense of purpose.

Contribution

Conviction, purpose, values clarity and consistency about what matters.

Watch for

Strong convictions can make compromise difficult when an issue touches a core value.

Works best when

A clear connection between daily work, organizational purpose and the people being served.

Workshop question

Which value are we protecting with this decision?

How this theme can thrive

You have certain core values that are unchanging. These values provide direction and a strong sense of purpose.

Why it succeeds

Your core values guide you and give you purpose. You provide clarity, conviction and stability by living your values.

Ways to apply it

Honor your values; they keep you on course during tough times.

Keep reminders of your personal mission around. In difficult situations, these reminders will help you focus on your objective and the valuable contribution you make.
Have courage in your ability to select projects to work on. Ask about their intended outcomes and target audiences. When possible, get involved in ideas and projects that match your values.
Try to keep an appropriate balance between your work and personal life. Both areas will benefit when you dedicate enough time and attention to each.
Accept that others will have values different from yours. Having strong Belief is not the same as being judgmental.
Don’t be afraid to give voice to your values to help others know who you are and how to relate to you.

Possible blind spots

Because you are passionate about your own beliefs, others might view you as stubborn or set in your ways. Keep in mind that everyone has a unique worldview, and often, it will not be the same as yours.
Be careful not to pass judgment on others’ principles and motivations. Their values and belief systems deserve your respect, even when you don’t agree with them.

RelatorRelationship Building

Theme definition: People exceptionally talented in the Relator theme enjoy close relationships. They find deep satisfaction in working hard with friends to achieve a goal.

Contribution

Trust, loyalty, candor and depth in one-to-one or close-team relationships.

Watch for

A natural preference for depth with known people can sometimes be perceived as selectivity by newer or less familiar teammates.

Works best when

Time for genuine relationship, shared effort and conversations that move beyond the surface.

Workshop question

What would greater trust allow us to say or do?

How this theme can thrive

You enjoy close relationships. You find deep satisfaction in working hard with friends to achieve a goal.

Why it succeeds

You naturally form genuine and mutually rewarding one-on-one relationships. Your authenticity allows you to build close, long-lasting connections that foster trust and confidence.

Ways to apply it

Connect deeply with the right people to gain friends for life.

Try to get one-on-one time with people, rather than attempting to connect with them in a group. This will help you build the deeper and trusting relationships you value most.
Stay in contact with your friends, no matter how busy you are. Your closest relationships energize you.
Make sure people know that you are more interested in their character and personality than in their status or job title. You might serve as a model for others.
Let your caring show. For example, find someone to mentor, help your coworkers get to know one another better or deepen your existing relationships.
Look for workplaces, classes, teams or groups that encourage friendships. You prefer a casual style and culture and will likely not do well in overly formal situations.

Possible blind spots

Because Relators typically do not trust others implicitly and people have to earn your trust over time, some may think you are hard to get to know. Be aware of this perception with new people you meet as well as with the people you see every day.
Your tendency to spend more time with the people you know best might give the impression that you are exclusive or unfriendly to those outside your inner circle. Consider that you might be missing out on the benefits of widening the circle and getting to know more people.

EmpathyRelationship Building

Theme definition: People exceptionally talented in the Empathy theme have an instinctive ability to understand people. They feel others’ emotions as if they were their own.

Contribution

Emotional awareness, attunement and sensitivity to how decisions or interactions affect people.

Watch for

Carrying the emotions of others can become draining, and emotional insight still needs to be paired with boundaries and facts.

Works best when

Space to acknowledge emotion honestly and use that information without being required to fix every feeling.

Workshop question

What might people be feeling that has not been said yet?

How this theme can thrive

You have an instinctive ability to understand people. You feel others’ emotions as if they were your own.

Why it succeeds

You have great emotional depth. Your awareness of the expression, value and implications of others’ emotions makes them feel like you understand them.

Ways to apply it

Appreciate and refine your gift for understanding others’ thoughts and feelings.

Create a list of great questions that help others describe their emotions and experiences. Experiment using these questions with friends. Refine your list by keeping the questions that best help others express their thoughts and feelings.
Practice refining the words you use to name your own feelings as well as those you observe in others. Try this: Journal your emotions for one week. Stop throughout the day to capture what you are feeling. Try to use different words to describe your experience each time.
Be sure to decompress at the end of each day. Develop a routine that allows you to unwind and relax. If you don’t, at times, the depth of your emotions might overwhelm or drain you.

Possible blind spots

Pay attention to your energy levels. Constantly experiencing others’ emotions can be draining, so try to occasionally disconnect from all the emotions so you don’t get burned out.
Because you are so sensitive to others’ emotions, some people might think you are prying or overinvolved in their lives. Be careful not to overstep when others prefer to keep their feelings to themselves.

PositivityRelationship Building

Theme definition: People exceptionally talented in the Positivity theme have contagious enthusiasm. They are naturally upbeat and can energize others.

Contribution

Morale, encouragement, momentum and an ability to help work feel engaging.

Watch for

Hard emotions or legitimate concerns may need more room before the group is ready to reframe positively.

Works best when

Freedom to celebrate progress, recognize people and create energy around meaningful work.

Workshop question

What is working that we can build on?

How this theme can thrive

You have contagious enthusiasm. You are naturally upbeat and can energize others.

Why it succeeds

You have an infectious energy and enthusiasm. As someone who offers genuine encouragement and an optimistic outlook on life, you have the power to make people feel better when you are around.

Ways to apply it

Help others see the humor and positive side of life.

Encourage others to keep their eyes on the positive by helping them see what’s going well for them.
Arm yourself with good stories, jokes and sayings to lighten the mood. Never underestimate the effect that you can have on others. Many people likely rely on your optimism to help them rise above their daily frustrations.
Celebrate. Whether it’s a holiday, an event or someone’s success, be the one to plan the party. Turn small achievements into big events, or host regular celebrations that others can look forward to.

Possible blind spots

Sometimes your optimism and generosity with praise might come off as superficial, naïve or insincere. Make sure your positivity and admiration are always genuine; you can do more damage with false praise than with criticism.
Be careful not to point out the positive side of a bad situation before others have the chance to fully vent. Acknowledge that sometimes people are not ready to hear the bright side and just need you to listen.

ConnectednessRelationship Building

Theme definition: People exceptionally talented in the Connectedness theme believe everything is linked and that there are few coincidences. For them, everything happens for a reason.

Contribution

Context, meaning, belonging and an instinct to connect individual actions to a wider whole.

Watch for

Connections that feel obvious to one person may not be obvious to everyone else.

Works best when

Opportunities to link people and tasks to shared purpose, community or broader impact.

Workshop question

How is this connected to the larger mission?

How this theme can thrive

You believe everything is linked and that there are few coincidences. For you, everything happens for a reason.

Why it succeeds

You build bridges between people and groups. You help others find meaning by looking at the bigger picture of the world around them, and you give them a sense of comfort and stability in the face of uncertainty.

Ways to apply it

Help others see connections and purpose in everyday life.

Use your sense of connection to build the foundation for strong relationships. When you meet new people, ask them questions to find common ground and shared interests that you can use as a starting point.
Consider roles in which you listen to and counsel others. You could become an expert at helping people see connections and purpose in everyday occurrences.
Help those around you cope with unpredictable and unexplainable events. Your perspective will bring them comfort.

Possible blind spots

You may react more calmly and passively to others’ bad news, frustrations or concerns than they would like. Be aware that people sometimes need to vent and will want you to validate their feelings more than they want a philosophical response.
Some may perceive you as naïve or idealistic because turmoil and upheaval likely trouble you. Remember that not everyone shares your connected view of humanity or believes that every negative event ultimately affects everyone.

ArrangerExecuting

Theme definition: People exceptionally talented in the Arranger theme are both organized and flexible. They enjoy figuring out how to align people and resources to get the best results.

Contribution

Flexible organization, orchestration and comfort with operational complexity.

Watch for

Frequent reconfiguration can feel unpredictable to people who prefer stable routines.

Works best when

A complex problem with room to adjust roles, resources or sequencing as new information appears.

Workshop question

How could we rearrange the pieces to make this work better?

How this theme can thrive

You are both organized and flexible. You enjoy figuring out how to align people and resources to get the best results.

Why it succeeds

You have a natural ability to coordinate people and resources for maximum effectiveness. Your creative flexibility in complex situations leads to greater efficiency.

Ways to apply it

Improve effectiveness and efficiency by reorganizing resources.

Volunteer your talent to organize. You enjoy being part of a team, and you can keep a group project moving toward its goal when you make suggestions for improving your work environment.
Look for opportunities where you can multitask. Because of your expertise at juggling schedules and people, you will enjoy managing all the moving parts.
Explain to others that your flexibility doesn’t mean your priorities are constantly changing. You are simply looking for better ways to implement them.

Possible blind spots

Your tendency to continually reorganize tasks, projects and people might confuse others. Take time to explain your approach and how it can work better.
People with dominant Arranger talents tend to claim responsibility for and take personal ownership of projects, processes and people. Be aware that when you assume control without asking, you might irritate others or discourage them from taking responsibility.

RestorativeExecuting

Theme definition: People exceptionally talented in the Restorative theme are adept at dealing with problems. They are good at figuring out what is wrong and resolving it.

Contribution

Problem solving, recovery, troubleshooting and persistence with difficult issues.

Watch for

A problem-solving lens can keep attention on what is broken when the team also needs to notice what is already strong.

Works best when

A real problem to solve, access to the facts and enough ownership to test a fix.

Workshop question

What is actually causing the problem, not just showing the symptom?

How this theme can thrive

You are adept at dealing with problems. You are good at figuring out what is wrong and resolving it.

Why it succeeds

You love to solve problems. Your ability to analyze a situation, identify potential shortcomings and modify as needed makes you powerful in times of difficulty and crisis.

Ways to apply it

Remember that every problem has a solution. Find the answers.

Look for roles in which your success depends on your ability to solve problems. You might particularly enjoy medicine, consulting, computer programming or customer service.
Seek out tough turnaround situations that others might avoid. You will enjoy the challenge of revitalizing something, and you will build your reputation as a valuable partner.
Celebrate your successes. Difficult problems might entice you, but also acknowledge easy-to-solve issues that have big results.

Possible blind spots

Others might think that all you see are their flaws and shortcomings. Remember that there are times when people need you to see their successes and give them praise.
You tend to focus on processes, not people, and you might automatically rush to solve every problem. Sometimes others need to solve their own problems, so try to give people space to experiment and find their own solutions.

LearnerStrategic Thinking

Theme definition: People exceptionally talented in the Learner theme have a great desire to learn and want to continuously improve. The process of learning, rather than the outcome, excites them.

Contribution

Curiosity, growth mindset, adaptability and enthusiasm for building competence.

Watch for

The next learning opportunity can be more exciting than applying what has already been learned.

Works best when

Fresh information, stretch assignments and visible progress in mastery.

Workshop question

What do we need to learn in order to do this better?

IntellectionStrategic Thinking

Theme definition: People exceptionally talented in the Intellection theme enjoy deep thinking. They are introspective and appreciate intellectual discussions.

Contribution

Depth, perspective, thoughtful questions and insight that emerges from reflection.

Watch for

A need for processing time can be mistaken for disengagement in fast-moving group settings.

Works best when

Protected reflection time and conversations where depth is valued over immediate reaction.

Workshop question

What deserves more thought before we respond?

InputStrategic Thinking

Theme definition: People exceptionally talented in the Input theme have a need to collect and archive. They may accumulate information, ideas, artifacts or even relationships.

Contribution

Expands the evidence available to the team and often retrieves the resource others did not know existed.

Watch for

Collection can continue after the team has enough information to act.

Works best when

Ask a precise research question and define what evidence will be sufficient for the decision.

Workshop question

What information would most improve this decision?

WooInfluencing

Theme definition: People exceptionally talented in the Woo theme love meeting new people and winning them over. They enjoy socializing and making connections.

Contribution

Networking, approachability, social energy and ease opening doors with new people.

Watch for

Breadth of connection can sometimes receive more energy than deeper follow-through with existing relationships.

Works best when

New people, new rooms and opportunities to represent the team or open a relationship.

Workshop question

Who do we need to connect with next, and how can we open that door?

StrategicStrategic Thinking

Theme definition: People exceptionally talented in the Strategic theme quickly spot patterns and issues that others miss. They generate alternative paths forward and choose the most effective one.

Contribution

Options, anticipation, pattern recognition and the ability to route around obstacles.

Watch for

Fast internal pattern recognition can look like sudden course changes if the reasoning is not made visible to others.

Works best when

Freedom to consider alternatives and adjust direction when new information changes the best path.

Workshop question

What other route could get us to the same outcome?

ConsistencyExecuting

Theme definition: People exceptionally talented in the Consistency theme are keenly aware of the need to treat people the same. They crave stable routines and clear rules and procedures that everyone can follow.

Contribution

Stable processes, equity, understandable rules and operational predictability.

Watch for

Necessary exceptions can feel uncomfortable or inconsistent even when circumstances genuinely differ.

Works best when

Clear standards, repeatable processes and transparency about how decisions are made.

Workshop question

What rule or standard would make this fair and repeatable?

ContextStrategic Thinking

Theme definition: People exceptionally talented in the Context theme enjoy thinking about the past. They understand the present by researching its history.

Contribution

Institutional memory, perspective and lessons from what has already been tried.

Watch for

Past precedent can receive too much weight when the current situation requires a new pattern.

Works best when

Background information, origin stories and enough history to understand why the current system exists.

Workshop question

What can the history of this issue teach us before we decide?

DisciplineExecuting

Theme definition: People exceptionally talented in the Discipline theme enjoy routine and structure. Their world is best described by the order they create.

Contribution

Reliability, precision, repeatable systems and reduced ambiguity around how work gets done.

Watch for

Frequent interruption or sudden change can create unnecessary friction or stress.

Works best when

An organized environment, known routines and the ability to prepare ahead of time.

Workshop question

What structure would make this easier to repeat well?

HarmonyRelationship Building

Theme definition: People exceptionally talented in the Harmony theme look for consensus. They have no use for unnecessary friction and guide others toward practical solutions.

Contribution

Consensus-building, de-escalation and attention to where people can agree and move forward.

Watch for

Important disagreement can be softened or postponed when the team actually needs candid conflict.

Works best when

A shared objective and a practical path that different viewpoints can support.

Workshop question

Where do we already agree, and what can we build from there?

DeliberativeExecuting

Theme definition: People exceptionally talented in the Deliberative theme are best described by the serious care they take in making decisions. They anticipate risks and move forward cautiously.

Contribution

Anticipates obstacles, protects the team from preventable errors, and improves important decisions.

Watch for

Necessary caution may be heard as pessimism or may delay a reversible decision.

Works best when

Share the stakes and constraints early, then agree on a decision deadline.

Workshop question

What could go wrong, and what would reduce that risk enough to proceed?

AdaptabilityRelationship Building

Theme definition: People exceptionally talented in the Adaptability theme prefer to go with the flow. They take things as they come and discover the future one day at a time.

Contribution

Flexibility, calm pivots and responsiveness when plans change unexpectedly.

Watch for

Long-range structure may receive less attention when immediate needs are compelling.

Works best when

Enough flexibility to respond in real time without being constrained by an overly rigid plan.

Workshop question

What does this situation need from us right now?

IdeationStrategic Thinking

Theme definition: People exceptionally talented in the Ideation theme are fascinated by ideas. They see connections that others don’t and can view the world from different perspectives.

Contribution

Reframes stuck problems, creates alternatives, and gives the team fresh language and possibility.

Watch for

The pull of a newer idea can outpace evaluation, ownership, or execution.

Works best when

Create space for exploration, then name the idea that will move into a test with an owner.

Workshop question

What unexpected connection could open a better path?

Self-AssuranceInfluencing

Theme definition: People exceptionally talented in the Self-Assurance theme feel confident in their ability to manage their own lives. They have an inner compass that gives them certainty in their decisions.

Contribution

Provides steadiness, courage, and ownership when the path is unfamiliar or contested.

Watch for

Confidence can be mistaken for certainty and may reduce the invitation for useful challenge.

Works best when

Give meaningful autonomy while naming the evidence and voices that still need consideration.

Workshop question

What do I know with confidence, and what still needs validation?

CompetitionInfluencing

Theme definition: People exceptionally talented in the Competition theme measure their progress against the performance of others. They love contests and need to win.

Contribution

Raises standards, creates urgency, and makes success concrete through visible benchmarks.

Watch for

Comparison can become zero-sum or make steady contributors feel that only first place counts.

Works best when

Use fair measures, a meaningful finish line, and shared definitions of success.

Workshop question

How will we know that this team has won together?

AchieverExecuting

Theme definition: People exceptionally talented in the Achiever theme work hard and possess a great deal of stamina. They take immense satisfaction in being busy and productive.

Contribution

Sustained effort, momentum and a visible bias toward completion.

Watch for

Activity can become its own measure of success; recovery time or lower-volume work may feel unproductive.

Works best when

Clear outcomes, room to set a productive pace and a meaningful workload.

Workshop question

Which result deserves your energy most right now?

SignificanceInfluencing

Theme definition: People exceptionally talented in the Significance theme want to make a big impact. They are independent and prioritize what will increase their influence on others or their organization.

Contribution

Brings ambition, courage, and attention to the reach and meaning of the team’s work.

Watch for

Recognition can overshadow quiet impact or make routine but essential work feel less worthy.

Works best when

Connect ownership to a meaningful audience and give specific feedback about real impact.

Workshop question

What impact matters here, and who should benefit from it?

FocusExecuting

Theme definition: People exceptionally talented in the Focus theme can take a direction, follow through and make the corrections necessary to stay on track. They prioritize, then act.

Contribution

Protects attention, sequences work, and helps the team finish what matters most.

Watch for

A strong line of sight can become tunnel vision when new evidence or human needs emerge.

Works best when

State the primary outcome, the current priority, and the conditions that justify changing course.

Workshop question

What is the most important result for us to advance today?

CommunicationInfluencing

Theme definition: People exceptionally talented in the Communication theme generally find it easy to put their thoughts into words. They are good conversationalists and presenters.

Contribution

Clarity, explanation, storytelling and the ability to give language to what the group is experiencing.

Watch for

Strong verbal processing can sometimes outrun listening or leave quieter voices less room.

Works best when

An audience, a message that matters and space to shape how the message will land.

Workshop question

What does this group most need to hear and understand?

ActivatorInfluencing

Theme definition: People exceptionally talented in the Activator theme can make things happen by turning thoughts into action. They want to do things now, rather than simply talk about them.

Contribution

Urgency, forward movement and willingness to start before every detail is settled.

Watch for

Speed can outrun alignment, preparation or the processing pace of teammates.

Works best when

A clear decision point and permission to turn discussion into the next concrete action.

Workshop question

What is the smallest useful action we can take today?

AnalyticalStrategic Thinking

Theme definition: People exceptionally talented in the Analytical theme search for reasons and causes. They have the ability to think about all of the factors that might affect a situation.

Contribution

Objective examination, sound questions and pressure-testing of assumptions.

Watch for

Careful analysis can slow a decision or be experienced as skepticism when others are moving quickly.

Works best when

Access to reliable information and enough time to examine the evidence before a conclusion is required.

Workshop question

What evidence would change our conclusion?

FuturisticStrategic Thinking

Theme definition: People exceptionally talented in the Futuristic theme vividly imagine the future. They inspire and energize others with their vision of what could be.

Contribution

Vision, hope, future orientation and language that helps others see beyond current constraints.

Watch for

Immediate operational details can feel less energizing than the future they are meant to create.

Works best when

Opportunities to imagine, describe and connect today's work to a meaningful future state.

Workshop question

If this goes exceptionally well, what could be true a year from now?

IncluderRelationship Building

Theme definition: People exceptionally talented in the Includer theme accept others. They are instinctively aware of those who feel left out and make an effort to include them.

Contribution

Belonging, access, participation and awareness of people who might otherwise be overlooked.

Watch for

Keeping the circle open can sometimes complicate decisions that require clear boundaries or prioritization.

Works best when

A culture where participation matters and there is room to invite more voices into the work.

Workshop question

Whose perspective is missing from this conversation?

MaximizerInfluencing

Theme definition: People exceptionally talented in the Maximizer theme consistently ask, “How can we make this better?” They don’t settle for “good enough,” but push for excellence.

Contribution

Recognizes quality, concentrates talent, and raises the finish of important work.

Watch for

The pursuit of excellence can create perfectionism or neglect work that only needs to be dependable.

Works best when

Identify where exceptional quality matters and where a clear good-enough standard protects capacity.

Workshop question

Where would moving from good to excellent create the most value?

CommandInfluencing

Theme definition: People exceptionally talented in the Command theme have presence. They can take control of a situation and make decisions.

Contribution

Names hard realities, clarifies authority, and helps a group move through uncertainty.

Watch for

Directness can feel intimidating or can close discussion before quieter perspectives are heard.

Works best when

Give this talent a real decision to own, welcome candid challenge, and define where consultation is required.

Workshop question

What decision needs someone to take clear ownership now?

Offline assessment reference

Working Genius, Created to Hear God, and Personality results

These expandable references keep result links useful when browser scripts are restricted. In the interactive dashboard, the same links open a slide-down drawer.

WonderWorking Genius · W

Ponders whether there is greater potential or a better way and gives a team permission to stay curious before solving.

How it can contribute

Surfaces unmet needs, important questions, and opportunities that routine can hide.

What to watch for

Questions can feel vague or delaying when the team needs a decision, especially if the question is not translated into a clear problem statement.

The Table Group: The 6 Types of Working Genius

InventionWorking Genius · I

Creates original ideas and possible solutions when a need, challenge, or opportunity is clear.

How it can contribute

Generates options, reframes stuck problems, and gives the team something concrete to evaluate.

What to watch for

A steady stream of new ideas can outpace evaluation or execution and can unintentionally reset work that is already moving.

The Table Group: The 6 Types of Working Genius

DiscernmentWorking Genius · D

Uses judgment, pattern recognition, and instinct to evaluate whether an idea is likely to work.

How it can contribute

Improves choices, notices hidden fit or risk, and helps the team refine promising ideas.

What to watch for

A quick intuitive judgment can sound like unexplained rejection when the reasoning has not been made visible.

The Table Group: The 6 Types of Working Genius

GalvanizingWorking Genius · G

Rallies people around a decision and creates the energy needed to begin moving.

How it can contribute

Builds momentum, communicates urgency, and turns agreement into coordinated action.

What to watch for

Momentum can arrive before quieter contributors have understood the decision or before Enablement has surfaced capacity constraints.

The Table Group: The 6 Types of Working Genius

EnablementWorking Genius · E

Responds to people and projects with practical support that helps work move forward.

How it can contribute

Adds flexibility, cooperation, and timely help where the team or task needs it most.

What to watch for

A readiness to help can create overload or unclear ownership when requests are accepted without priorities or limits.

The Table Group: The 6 Types of Working Genius

TenacityWorking Genius · T

Pushes work across the finish line and finds satisfaction in completing the agreed result.

How it can contribute

Tracks commitments, protects standards, and closes the gap between activity and completion.

What to watch for

A strong finish drive can narrow exploration too early or create friction when the definition of done is still changing.

The Table Group: The 6 Types of Working Genius

HearerCreated to Hear God

A faith-oriented reflection lens for recognizing guidance through words, phrases, Scripture, or an inward sense of hearing.

Discernment caution

Treat the impression as something to discern together; clear wording does not remove the need for humility, context, and confirmation.

Practice

Write down the words you notice, consider their context, and invite trusted people to test the interpretation with you.

Created to Hear God study

SeerCreated to Hear God

A faith-oriented reflection lens for recognizing guidance through pictures, dreams, visual impressions, or imagined possibilities.

Discernment caution

A vivid image can invite several interpretations, so distinguish what was perceived from what the group believes it means.

Practice

Describe the image before interpreting it, record relevant details, and compare possible meanings in community.

Created to Hear God study

FeelerCreated to Hear God

A faith-oriented reflection lens for recognizing guidance through emotion, compassion, atmosphere, or bodily sensation.

Discernment caution

Strong feelings can come from several sources, so name the sensation without assuming that the first interpretation is final.

Practice

Pause, name what you feel, check the surrounding facts, and discern the meaning with trusted people.

Created to Hear God study

KnowerCreated to Hear God

A faith-oriented reflection lens for recognizing guidance as an inward conviction, settled awareness, or spiritual sense of knowing.

Discernment caution

An immediate conviction can be hard for others to evaluate when its reasoning and limits remain unspoken.

Practice

State the conviction with humility, identify what would confirm or challenge it, and allow time for shared discernment.

Created to Hear God study

ENFJ-A · ProtagonistDiplomat · Assertive

A relational, purpose-driven pattern that often organizes people around growth, shared values, and collective progress.

How it can contribute

Reads group needs, communicates an encouraging direction, and helps people see how they can contribute.

What to watch for

for others’ progress can become overextension, and the desire for harmony can make hard limits difficult to voice.

16Personalities: Protagonist (ENFJ)

ENFJ-T · ProtagonistDiplomat · Turbulent

A relational, purpose-driven pattern that often organizes people around growth, shared values, and collective progress.

How it can contribute

Reads group needs, communicates an encouraging direction, and helps people see how they can contribute.

What to watch for

for others’ progress can become overextension, and the desire for harmony can make hard limits difficult to voice.

16Personalities: Protagonist (ENFJ)

ENTP-A · DebaterAnalyst · Assertive

A curious, idea-driven pattern that enjoys testing assumptions, exploring alternatives, and solving novel problems.

How it can contribute

Challenges stale thinking, generates options quickly, and can make a hard problem intellectually workable.

What to watch for

Energetic debate can be heard as personal opposition, and novelty can compete with follow-through.

16Personalities: Debater (ENTP)

INFJ-A · AdvocateDiplomat · Assertive

A reflective, purpose-oriented pattern that often combines insight about people with a clear sense of values and direction.

How it can contribute

Connects long-range purpose with individual needs and often notices the meaning beneath a surface-level problem.

What to watch for

Private processing and high ideals can hide strain until disappointment or overload has already accumulated.

16Personalities: Advocate (INFJ)

INFJ-T · AdvocateDiplomat · Turbulent

A reflective, purpose-oriented pattern that often combines insight about people with a clear sense of values and direction.

How it can contribute

Connects long-range purpose with individual needs and often notices the meaning beneath a surface-level problem.

What to watch for

Private processing and high ideals can hide strain until disappointment or overload has already accumulated.

16Personalities: Advocate (INFJ)

INFP-A · MediatorDiplomat · Assertive

A values-led, imaginative pattern that often seeks authenticity, meaning, and a humane path through complex situations.

How it can contribute

Brings empathy, creative interpretation, and attention to whether the work matches the mission and the people it serves.

What to watch for

Strong inner standards can make conflict, rigid process, or repeated compromise especially draining.

16Personalities: Mediator (INFP)

INTP-T · LogicianAnalyst · Turbulent

An analytical, independent pattern that often seeks coherent models, precise explanations, and room to investigate.

How it can contribute

Finds inconsistencies, builds conceptual clarity, and explores solutions outside the team’s default assumptions.

What to watch for

Extended analysis can delay closure, and concise critique can understate the relational impact of a decision.

16Personalities: Logician (INTP)

ISFP-A · AdventurerExplorer · Assertive

An observant, adaptable, and values-aware pattern that often responds to immediate needs with quiet practical care.

How it can contribute

Brings sensitivity to people, flexibility in changing conditions, and grounded attention to what is happening now.

What to watch for

Heavy abstraction, public conflict, or inflexible long-range structure can obscure the practical issue that needs attention.

16Personalities: Adventurer (ISFP)

ESFJ-A · Consul Sentinel · Assertive

A caring, sociable pattern that often strengthens community through practical support, shared expectations, and attention to belonging.

How it can contribute

Builds participation, notices relational needs, and helps groups turn shared values into dependable care and coordination.

What to watch for

Disapproval or unresolved conflict can carry extra weight, and helping everyone can stretch capacity or blur ownership.

16Personalities: Consul (ESFJ)

ENTJ-A · Commander Analyst · Assertive

A bold, strategic pattern that often organizes people and resources around ambitious goals and visible progress.

How it can contribute

Clarifies direction, makes decisions, and builds the structure and momentum needed to pursue demanding outcomes.

What to watch for

Directness and speed can outpace consultation or make capacity concerns sound like resistance rather than useful information.

16Personalities: Commander (ENTJ)

M2 cross-assessment analysis

Patterns to explore with FCC

M2 working hypothesis

Facilitating the team analysis

Read these patterns as hypotheses for discussion. Use active filters to identify relevant profiles, then compare actual work examples before deciding on roles, workflow, or support.

M2 can use these cross-assessment patterns to frame questions, compare them with real work examples, and help FCC choose practical experiments. The assessment results provide clues, not conclusions about a person or the team.

Data snapshotSeptember 15, 202611-person roster · missing results stay visible

Observed in the supplied data

48 of 110 CliftonStrengths placements are Relationship Building, 35 are Executing, Belief appears in all 11 Top 10 lists, and Galvanizing is a Genius for one of ten Working Genius respondents.

Possible implication

FCC may have abundant energy for care, support, and completion while needing a clearer handoff from a good decision to coordinated movement.

Question to test together

When a decision is sound but progress stalls, what ownership, message, or support is missing at the launch?

48 Relationship Building placements35 Executing placements7 Enablement geniuses1 Galvanizing genius8/10 Intuitive types4 + 5 Knowers and Feelers

Strengths to test in practice

Relational implementation. , , , and are common, while Enablement and Tenacity are well represented. FCC can make change feel supported and stay with work that has a clear human purpose.
Mission alignment. is present in all 11 Top 10s. Shared purpose can become a strong decision filter when values are named rather than assumed.
Meaningful problem framing. Four Wonder geniuses, four Knowers, five Feelers, one Seer and eight Intuitive personality types create several paths for noticing needs, patterns and future possibility.
Coaching and growth. appears in nine profiles. The team can notice progress and tailor encouragement, especially when expectations and limits remain explicit.

Questions worth exploring

Launch bottleneck. Abby is the only Galvanizing genius. If every initiative depends on one person’s rallying energy, work may stall or Abby may become overloaded.
Care becoming capacity debt. Seven Enablement geniuses plus high and can produce quick yeses, invisible helping and blurred ownership.
delaying candor. , and Feeling preferences can make disagreement feel relational. ENTP/INTP critique may then arrive as sharper than intended because concerns were not normalized earlier.
Abstraction outrunning reality. Eight of ten supplied personality codes are Intuitive. Delaine and Susan have Observant results, which can provide useful checks on pattern-rich conversation through concrete examples and pilots.
Closure versus reopened options. Four Judging and four Prospecting types create useful balance, but midstream ideation can frustrate finish owners unless change thresholds are explicit.

A six-stage workshop workflow

Assign the work stage, not a personality label. Every project should name one accountable owner and the people whose genius supports each handoff.

W
Wonder · define the needPrimary pool: Anita, Charley, Jamey, Kathie. Produce one problem statement, affected people and the cost of inaction.
I
Invention · create optionsPrimary pool: Abby, Annette. Time-box ideas and require at least two alternatives before evaluation.
D
Discernment · choose what fitsPrimary pool: Anita, Delaine. Apply mission, evidence, feasibility, people impact and capacity as visible criteria.
G
Galvanizing · create movementPrimary: Abby. Protect this scarce resource by limiting concurrent launches and naming a backup communication plan.
E
Enablement · support implementationSeven-person genius pool. Select one or two people for a bounded request; do not let willingness erase ownership.
T
Tenacity · finish and verifyPrimary pool: Charley, Phyllis, Susan, Tabitha. Define done, due date, evidence and the person who closes the loop.

Pairing prompts to test

These are functional pairing hypotheses for projects. They should be tested with the people involved.

Abby ↔ Anita or Delaine

Abby can invent and galvanize; Anita or Delaine can wonder or discern. Use a clear gate: define, generate, evaluate, then launch.

Annette ↔ Abby ↔ a Tenacity owner

Annette can invent and enable, Abby can rally, and Charley, Phyllis, Susan or Tabitha can protect closure.

Jamey or Kathie ↔ Phyllis or Tabitha

Wonder/Enablement can surface the need and support people; Enablement/Tenacity can translate it into coordinated completion.

Delaine ↔ the Intuitive majority

Delaine’s Observant preference can ground broad patterns in real examples, user impact and a small test before scale.

Differences to discuss

Speed of movement vs. quality of framing

Abby’s Galvanizing/Invention can move fast. Anita’s Wonder/Discernment and Charley’s Wonder may want the problem and mission tested first. Agree in advance on the minimum evidence needed to leave discovery.

Debate vs. relational safety

Annette’s ENTP-A pattern may use vigorous challenge to improve an idea. A team rich in , and Feeling may experience the same behavior as interpersonal heat. Use a critique protocol: claim, evidence, impact, alternative.

Exploration vs. completion

Prospecting types and Invention/Wonder contributors may reopen possibilities while Judging and Tenacity owners are closing. Establish a change threshold: new evidence, material risk or sponsor decision.

Visible leadership vs. actual energy

Phyllis and Tabitha are Extraverted ENFJ profiles, yet Galvanizing is a frustration for both. Public presence does not automatically mean rallying work is energizing. Ask rather than assign from appearance.

Meeting pattern that fits the mix

Send the problem and decision question in advance.
Begin with five quiet minutes for Introverted and reflective contributors.
Use a round-robin before open debate so lower-volume input is heard.
Separate idea generation from evaluation; display the current WIDGET stage.
Name the decision owner, decision rule and change threshold.
Close with owner, support request, definition of done and capacity check.

Discernment and care safeguards

Describe spiritual impressions as a modality and hypothesis, never as authority over a coworker.
Separate observation, interpretation and proposed action.
Test impressions through Scripture, wise counsel, circumstances and community.
Ask who owns an emotion, a task and a decision before helping.
Use assessment language for reflection and work design, never hiring, discipline, rank or diagnosis.
Revisit agreements in project kickoffs, one-to-ones and retrospectives so the work does not become a one-time workshop.

Research basis, community lens and limits

Official framework sources

Community and practitioner perspectives

Community sources are experience reports, not validation studies. They informed cautions about labeling, hiring use, one-time workshops, burnout and the need to translate assessment language into recurring team practice. Working Genius states that full validity research has not yet been published. Personality results here are 16Personalities / NERIS, not official MBTI, and should not be used for employment screening. Compatibility statements are therefore framed as testable work conditions.

Created to Hear God

10 of 11 primary modalities supplied · Sharon pending.

Select a category to highlight matching team members.

Charley, Delaine, Kathie, Tabitha

Anita, Abby, Jamey, Phyllis, Susan

Annette

No supplied primary result

M2 workshop reflection

The supplied results include four Knowers, five Feelers, and one Seer. How can the team make space for different ways of describing spiritual guidance? No primary Hearer is currently represented among the ten supplied results.

This is a faith-oriented reflection framework, not a work-performance score. About Created to Hear God.

Personality Type Team View

10 of 11 type codes supplied · Sharon pending. Six profiles also include individual trait percentages.

Select a category to highlight matching team members.

Team preference counts

Each row counts 10 type codes. These are people counts, not averaged trait percentages.

Energy

Mind

Nature

Tactics

Identity

Role distribution

Roles classify the supplied type codes using the framework’s categories.

M2 workshop reflection

What helps people with different preferences prepare, contribute, and make decisions together? Use individual profiles to discuss the supplied scores in context.

Personality results and detail coverage
Team member	Type	Role	Strategy	Trait percentages
Anita	INFP-A	Diplomat	Confident Individualism	Pending
Abby	ENTJ-A	Analyst	People Mastery	Not supplied
Annette	ENTP-A	Analyst	People Mastery	Supplied
Charley	INFJ-T	Diplomat	Constant Improvement	Supplied
Delaine	ISFP-A	Explorer	Confident Individualism	Supplied
Jamey	INTP-T	Analyst	Constant Improvement	Supplied
Kathie	INFJ-A	Diplomat	Confident Individualism	Pending
Phyllis	ENFJ-T	Diplomat	Social Engagement	Supplied
Sharon	Pending	Pending	Pending	Pending
Susan	ESFJ-A	Sentinel	People Mastery	Supplied
Tabitha	ENFJ-A	Diplomat	People Mastery	Pending

16Personalities / NERIS uses five trait dimensions, including Assertive / Turbulent. Framework source. No percentages have been inferred for the four profiles that have type codes only.

Working Genius Team Flow

10 of 11 results supplied · Sharon pending. Follow the work from the initial question to completion.

Select a type and category to highlight matching team members.

W Wonder

Notice unmet potential and ask what could be better.

Anita, Charley, Jamey, Kathie

Delaine, Susan, Tabitha

Abby, Annette, Phyllis

I Invention

Create original ideas and possible solutions.

Abby, Annette

Jamey, Phyllis

Anita, Charley, Delaine, Kathie, Susan, Tabitha

Activation

D Discernment

Evaluate ideas and use judgment to guide decisions.

Anita, Delaine

Abby, Annette, Charley, Jamey, Phyllis, Susan, Tabitha

Kathie

G Galvanizing

Rally people and turn a decision into action.

Abby

Kathie

Anita, Annette, Charley, Delaine, Jamey, Phyllis, Susan, Tabitha

Implementation

E Enablement

Offer support and assistance to move work forward.

Annette, Delaine, Jamey, Kathie, Phyllis, Susan, Tabitha

Anita, Charley

Abby

T Tenacity

Follow work through to completion and the intended result.

Charley, Phyllis, Susan, Tabitha

Anita, Abby, Annette, Delaine, Kathie

Jamey

M2 workshop reflection

Enablement is a Genius for 7 of 10 respondents. Galvanizing is a Genius for Abby and a Competency for Kathie; 8 respondents list it as a Frustration. Where could clearer handoffs help the team share the work?

Working Genius team results · 10 supplied, 1 pending
Team member	Genius	Competency	Frustration
Anita	Wonder · Discernment	Enablement · Tenacity	Invention · Galvanizing
Abby	Galvanizing · Invention	Tenacity · Discernment	Wonder · Enablement
Annette	Enablement · Invention	Discernment · Tenacity	Galvanizing · Wonder
Charley	Wonder · Tenacity	Discernment · Enablement	Invention · Galvanizing
Delaine	Discernment · Enablement	Tenacity · Wonder	Galvanizing · Invention
Jamey	Enablement · Wonder	Invention · Discernment	Galvanizing · Tenacity
Kathie	Enablement · Wonder	Tenacity · Galvanizing	Discernment · Invention
Phyllis	Tenacity · Enablement	Invention · Discernment	Wonder · Galvanizing
Sharon	Pending	Pending	Pending
Susan	Tenacity · Enablement	Discernment · Wonder	Galvanizing · Invention
Tabitha	Enablement · Tenacity	Wonder · Discernment	Galvanizing · Invention

Each person has two types in each category. Counts describe supplied results, not performance scores. Framework and workflow source.

CliftonStrengths Team Lens

CliftonStrengths results are available for all 11 people. The charts summarize 110 Top-10 placements. Tabitha’s full 34-theme ranking is available in her profile; team comparisons use the Top 10 for everyone.

Team Domain Distribution

Share of 110 Top-10 placements across Gallup’s four talent domains.

Executing

35 of 110

Influencing

9 of 110

Relationship Building

48 of 110

Thinking

18 of 110

Team Pattern Snapshot

Workshop observations from the FCC results.

appears in all 11 profiles.

Purpose and enduring values remain a shared theme across the team.

Relationship Building leads the mix.

48 of 110 Top-10 placements (43.6%) are Relationship Building, followed by Executing at 35 (31.8%).

Influencing accounts for 9 of 110 placements.

These placements represent 8.2% of the Top-10 mix. Use this as a discussion prompt about advocacy and communication, rather than a measure of ability.

25 of 34 themes are represented.

Tabitha adds to the team’s Top-10 theme coverage. Her result is shared with Charley.

M2 workshop lens: Domain totals describe where talent shows up most often in these Top 10 results. They should support conversation, not label a person or team as capable or incapable in any domain.

Most Shared Themes

How many FCC team members have each theme somewhere in their Top 10. Select a bar to highlight those people in the Team Matrix.

Shared Strengths Matrix

Each cell shows how many Top-10 themes two team members share. Hover or focus a cell to see the overlapping themes. This measures theme overlap only, not compatibility.

Shared Top-10 CliftonStrengths themes between FCC team members
Team member	Anita	Abby	Annette	Charley	Delaine	Jamey	Kathie	Phyllis	Sharon	Susan	Tabitha
Anita
Abby
Annette
Charley
Delaine
Jamey
Kathie
Phyllis
Sharon
Susan
Tabitha

01 · PURPOSE

How does show up in FCC's culture?

Every person has in the Top 10. Identify the values that consistently shape decisions, service and expectations.

02 · TEAMWORK

Where does relationship talent create leverage?

Look for the ways , , and help the team support clients and one another.

03 · BALANCE

How does FCC influence when fewer Influencing themes are present?

Notice which people and non-Influencing themes the team already uses to advocate, communicate, gain support and start action.

Team Matrix quick reference

How to use the current dashboard

Start with the question you need to answer, then use the page, person, or assessment reference that supports the conversation. Search is for navigation; the Team Files controls manage people.

Move between pages

Matrix gives quick team snapshots, Table keeps each person’s full results together, Graphs places the Team Radar first and every supporting gauge below it, Team Analysis contains M2 workshop hypotheses, and Glossary contains assessment references.

Use the global search

Search for a person, page, assessment, or reference, then choose a suggestion to open it. Search does not hide people or recalculate the team charts.

Use Team Files

Select a name to open that person’s profile. On Graphs, the square beside a name adds or removes that person from the Radar. The rail becomes a compact top tray on tablets and phones.

Focus an assessment

The Assessment Layer menu appears on Matrix, Table, and Graphs. All assessments is the combined view; choosing one framework focuses the active comparison. Matrix and Table return to All assessments after a focused Radar session.

Read profiles and references

Profile sections cover the combined overview, each supplied assessment, and Working Partners prompts. Underlined results open a sourced reference drawer, and Glossary collects the same definitions in one place.

Facilitate with care

The Radar and Team Analysis surface patterns to test with FCC. They are workshop prompts, not performance, compatibility, hiring, spiritual maturity, or diagnostic scores.

Offline compatibility mode

Your viewer is showing the resilient HTML version of the dashboard. All 11 FCC team members, their available assessment results, and pending states remain available below. For full filtering and modal interactions, open the file in a browser that allows local JavaScript.

APhoto pending

FCC Assessment Profile

Anita

Back to Team Matrix

Assessment Summary

CliftonStrengths: · · …
Created to Hear God: Feeler
Personality Type: INFP-A
Working Genius: Genius W + DCompetency E + TFrustration I + G

CliftonStrengths Profile

CliftonStrengths

This profile uses the ranked Top 10 results supplied for the FCC workshop. The profile adds team context: domain distribution, shared themes and overlap with teammates: without converting rankings into invented personality scores.

#1 #2 #3

Top-10 domain composition

Leading domainRelationship Building

Domain breadth3 of 4

Most shared theme

Distinctive themesShared profile

Ranked Top 10

1Executing · shared with 10 teammatesDetails

Operates from enduring values and is energized by work that connects to a meaningful purpose.

Likely contribution

Conviction, purpose, values clarity and consistency about what matters.

Watch for overuse

Strong convictions can make compromise difficult when an issue touches a core value.

Works best with

A clear connection between daily work, organizational purpose and the people being served.

Team frequency

11 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Which value are we protecting with this decision?

2Relationship Building · shared with 7 teammatesDetails

Notices relationships among people, events and systems and tends to see work as part of something larger.

Likely contribution

, meaning, belonging and an instinct to connect individual actions to a wider whole.

Watch for overuse

Connections that feel obvious to one person may not be obvious to everyone else.

Works best with

Opportunities to link people and tasks to shared purpose, community or broader impact.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: How is this connected to the larger mission?

3Executing · shared with 7 teammatesDetails

Takes personal ownership of commitments and feels a strong obligation to follow through on what has been promised.

Likely contribution

Dependability, trustworthiness, follow-through and strong ownership of commitments.

Watch for overuse

A strong sense of obligation can lead to overcommitment, difficulty saying no or taking on work that belongs elsewhere.

Works best with

Clear ownership, freedom to keep commitments in a personally accountable way and permission to renegotiate capacity early.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What am I truly committing to, and what belongs to someone else?

4Relationship Building · shared with 7 teammatesDetails

Reads emotional cues and can understand what another person may be feeling from inside that person's experience.

Likely contribution

Emotional awareness, attunement and sensitivity to how decisions or interactions affect people.

Watch for overuse

Carrying the emotions of others can become draining, and emotional insight still needs to be paired with boundaries and facts.

Works best with

Space to acknowledge emotion honestly and use that information without being required to fix every feeling.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What might people be feeling that has not been said yet?

5 Thinking · shared with 3 teammatesDetails

Enjoys thinking deeply, reflecting and spending time with ideas before reaching conclusions.

Likely contribution

Depth, perspective, thoughtful questions and insight that emerges from reflection.

Watch for overuse

A need for processing time can be mistaken for disengagement in fast-moving group settings.

Works best with

Protected reflection time and conversations where depth is valued over immediate reaction.

Team frequency

4 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What deserves more thought before we respond?

6Relationship Building · shared with 1 teammateDetails

Responds readily to the needs of the moment and is comfortable adjusting as circumstances change.

Likely contribution

Flexibility, calm pivots and responsiveness when plans change unexpectedly.

Watch for overuse

Long-range structure may receive less attention when immediate needs are compelling.

Works best with

Enough flexibility to respond in real time without being constrained by an overly rigid plan.

Team frequency

2 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What does this situation need from us right now?

7Relationship Building · shared with 8 teammatesDetails

Recognizes potential in other people and notices meaningful signs of learning, growth and improvement.

Likely contribution

Coaching, encouragement, patient investment and attention to progress that others may overlook.

Watch for overuse

Investment in another person's potential can make it harder to set limits when progress is too slow or expectations are not being met.

Works best with

People to develop, visible markers of progress and permission to invest time in growth.

Team frequency

9 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What growth can we notice and reinforce here?

8Executing · shared with 4 teammatesDetails

Coordinates people, resources and moving parts, often reconfiguring them until the pieces work well together.

Likely contribution

Flexible organization, orchestration and comfort with operational complexity.

Watch for overuse

Frequent reconfiguration can feel unpredictable to people who prefer stable routines.

Works best with

A complex problem with room to adjust roles, resources or sequencing as new information appears.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: How could we rearrange the pieces to make this work better?

9 Thinking · shared with 4 teammatesDetails

Is energized by the process of learning, improving and gaining new understanding or capability.

Likely contribution

Curiosity, growth mindset, adaptability and enthusiasm for building competence.

Watch for overuse

The next learning opportunity can be more exciting than applying what has already been learned.

Works best with

Fresh information, stretch assignments and visible progress in mastery.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What do we need to learn in order to do this better?

10Relationship Building · shared with 7 teammatesDetails

Prefers authentic, trusted relationships and finds satisfaction in doing meaningful work with people known well.

Likely contribution

Trust, loyalty, candor and depth in one-to-one or close-team relationships.

Watch for overuse

A natural preference for depth with known people can sometimes be perceived as selectivity by newer or less familiar teammates.

Works best with

Time for genuine relationship, shared effort and conversations that move beyond the surface.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What would greater trust allow us to say or do?

Team Connections

Delaine7/10 shared

· · · · · ·

Kathie7/10 shared

· · · · · ·

Tabitha7/10 shared

· · · · · ·

Jamey6/10 shared

· · · · ·

Phyllis6/10 shared

· · · · ·

M2 interpretation note. Shared-theme counts show overlap in the supplied Top 10 lists. They do not measure compatibility, performance or the strength of a relationship. Theme commentary is a workshop-oriented synthesis based on the supplied theme framework and published Gallup domain/theme information.

How the ranked pattern works together

Anita’s Top 10 is led by Relationship Building (5 of 10). The first five: , , , , : should be read as a sequence of available talent themes, not five isolated job labels. The lower-ranked themes are not automatic weaknesses.

Official lensGallup · Four Domains of CliftonStrengthsTeam useGallup · CliftonStrengths Team Grid

Cross-assessment synthesis

Purpose-sensitive evaluator who notices people, meaning and what deserves improvement.

4 of 4 lenses

Anita’s , , and place values, meaning and people near the center of her Top 10. Wonder + Discernment adds a useful work pattern: she may notice that something is off, then test whether a response fits the mission and the people involved. Feeler and INFP-A reinforce a hypothesis that relational atmosphere and inner values influence what earns her commitment. This combination can be especially valuable before a team invests in a new idea.

CliftonStrengths: · · · · Created to Hear God: FeelerPersonality: INFP-AWorking Genius: Genius WD · Competency ET · Frustration IG

Where this combination can add value

Frame a problem in terms of mission, human impact and long-range meaning before the team moves to solutions.
Pressure-test ideas with both judgment and empathy; ask whether a proposal is workable and whether it respects the people it affects.
Create trust through follow-through, reflection and one-to-one depth rather than through constant public persuasion.

Friction and overuse to watch

Invention and Galvanizing are frustrations, so a blank-page brainstorm or repeated responsibility for rallying others may drain energy even when she cares deeply about the outcome.
plus can invite overcommitment or emotional carrying; clear ownership matters before she says yes.
A values-based concern may be held internally until it feels fully formed. The team should invite early, provisional concerns rather than waiting for a polished objection.

Working agreement

Give her the problem statement and stakeholder context before the meeting.
Use her as a Wonder/Discernment gate before launch, then hand idea generation to Abby or Annette and rallying to Abby.
Ask for a written recommendation with a confidence level and the value or person-impact behind it.
Set a capacity limit so Enablement/ does not become invisible extra work.

Questions for Anita

What feels misaligned, even if you cannot prove it yet?
Which value is this decision protecting?
What would make this safe enough to support without owning all of it?

Confidence, method and research boundary

Four summary results are available. Personality percentages and the full Working Genius narrative are not supplied.

This is an M2 workshop hypothesis produced by comparing supplied results across four frameworks. It describes possible work conditions and conversation prompts; it does not diagnose personality, predict performance or establish interpersonal compatibility. Validate each statement with Anita.

Research basis: Gallup · Four Domains of CliftonStrengths; Working Genius · WIDGET framework article; 16Personalities · NERIS framework reference; Created to Hear God · Study overview. Community perspectives informed the cautions about labeling, one-time workshops and sustained frustration work.

Collaboration starting points

Likely Working Partners

These three teammates have the strongest signals in the supplied results for shared language or complementary workflow energy with Anita. Open a name to compare the full profiles.

How to use this: Treat the cards as workshop prompts. They are not performance ratings or predictions of personal compatibility. Confirm every pattern through actual experience, role requirements, and conversation.

Kathie

shared Clifton themes: , , , ; shared energy in Wonder; Anita can supply Discernment.

Workflow bridge: shared energy in Wonder; Anita can supply Discernment
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Abby

shared Clifton themes: , , , ; Anita can supply Wonder; Abby can supply Galvanizing, Invention.

Workflow bridge: Anita can supply Wonder; Abby can supply Galvanizing, Invention
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Phyllis

shared Clifton themes: , , , ; Anita can supply Wonder; both use the Diplomat role lens.

Workflow bridge: Anita can supply Wonder
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

How these suggestions were formed

The ordering considers shared Top 10 Clifton themes, Working Genius energy and frustration coverage, personality preferences, and Created to Hear God modalities. A result only raises a question for discussion; it does not determine who should work together.

Created to Hear God

Feeler

Supplied primary spiritual modality. This faith-oriented framework describes ways of recognizing spiritual guidance.

M2 reflection: How do you recognize spiritual guidance, and how do you make room for someone who describes that experience differently?

Havilah Cunnington’s framework names Knower, Feeler, Seer, and Hearer. Only the primary label is supplied here; no secondary modality or numerical score is inferred.

Primary modality in practice

The framework describes a Feeler as noticing guidance through emotion, compassion, atmosphere or bodily sensation.

Watch: Strong feeling can be confused with certainty, and the emotional climate of other people can be carried as personal responsibility.
Discernment practice: Distinguish observation from interpretation, check whose emotion is present, use boundaries, and seek corroboration before action.

This is a faith-oriented reflection lens. A primary modality is not spiritual authority, proof of accuracy or a work-performance measure. Created to Hear God · Study overview

Personality Type

INFP-A · Mediator

Diplomat · Confident Individualism

Introverted · Intuitive · Feeling · Prospecting · Assertive

Type code received. Individual trait percentages are pending.

Role and strategy: derived from supplied type code. Full narrative report detail has not been supplied.

16Personalities / NERIS. Framework and trait definitions.

INFP-A · Mediator at work

A values-led, imaginative and empathetic pattern that often contributes human insight, open-mindedness and unconventional possibilities.

Potential overuse: Criticism can feel personal, ideals can complicate prioritization, and a heavy task list can become overwhelming without visible sequencing.
Helpful conditions: Connect the work to purpose, allow quiet processing, define the next concrete decision, and make completion criteria visible.
Identity lens: Assertive describes the fifth NERIS spectrum concerning confidence, stress and feedback. It modifies the four-letter type; it is not part of official MBTI notation.

The type code is supplied, but individual trait percentages are pending; no percentages are inferred. Official INFP profile · 16Personalities · NERIS framework reference

Working Genius

W · WonderNotice unmet potential and ask what could be better.
D · DiscernmentEvaluate ideas and use judgment to guide decisions.

Working Competency

E · EnablementOffer support and assistance to move work forward.
T · TenacityFollow work through to completion and the intended result.

Working Frustration

I · InventionCreate original ideas and possible solutions.
G · GalvanizingRally people and turn a decision into action.

Genius: naturally energizing work. Competency: work you can do, though prolonged use may tire you. Frustration: work that tends to drain energy.

Summary results received. Full individual report detail is pending.

Type descriptions summarize the official Working Genius framework; they are general explanations, not quotations from an individual report.

Energy pattern across the WIDGET cycle

Genius: Wonder: identify the need, question or opportunity; Discernment: evaluate fit, quality and workability. These are the two stages the framework expects to be most energizing.
Competency: Enablement: provide responsive support during implementation; Tenacity: drive the work to completion and results. Capability does not guarantee sustained energy.
Frustration: Invention: generate an original response or possible solution; Galvanizing: create energy and movement around a decision. Repeated ownership here may be draining even when skill is present.

Use the pattern to design roles and handoffs, not to excuse essential work or rank people. Full individual report detail remains pending. Working Genius · WIDGET framework article

FCC Assessment Profile

Abby

Back to Team Matrix

Assessment Summary

CliftonStrengths: · · …
Created to Hear God: Feeler
Personality Type: ENTJ-A
Working Genius: Genius G + ICompetency T + DFrustration W + E

CliftonStrengths Profile

CliftonStrengths

#1 #2 #3

Top-10 domain composition

Leading domainRelationship Building

Domain breadth4 of 4

Most shared theme

Distinctive themesShared profile

Ranked Top 10

1Executing · shared with 10 teammatesDetails

Operates from enduring values and is energized by work that connects to a meaningful purpose.

Likely contribution

Conviction, purpose, values clarity and consistency about what matters.

Watch for overuse

Strong convictions can make compromise difficult when an issue touches a core value.

Works best with

A clear connection between daily work, organizational purpose and the people being served.

Team frequency

11 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Which value are we protecting with this decision?

2Influencing · shared with 4 teammatesDetails

Naturally turns ideas into words and often helps make information understandable, memorable or engaging.

Likely contribution

Clarity, explanation, storytelling and the ability to give language to what the group is experiencing.

Watch for overuse

Strong verbal processing can sometimes outrun listening or leave quieter voices less room.

Works best with

An audience, a message that matters and space to shape how the message will land.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What does this group most need to hear and understand?

3Relationship Building · shared with 8 teammatesDetails

Recognizes potential in other people and notices meaningful signs of learning, growth and improvement.

Likely contribution

Coaching, encouragement, patient investment and attention to progress that others may overlook.

Watch for overuse

Investment in another person's potential can make it harder to set limits when progress is too slow or expectations are not being met.

Works best with

People to develop, visible markers of progress and permission to invest time in growth.

Team frequency

9 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What growth can we notice and reinforce here?

4Influencing · shared with 2 teammatesDetails

Enjoys meeting new people, creating quick rapport and turning unfamiliar interactions into connection.

Likely contribution

Networking, approachability, social energy and ease opening doors with new people.

Watch for overuse

Breadth of connection can sometimes receive more energy than deeper follow-through with existing relationships.

Works best with

New people, new rooms and opportunities to represent the team or open a relationship.

Team frequency

3 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Who do we need to connect with next, and how can we open that door?

5 Thinking · shared with 4 teammatesDetails

Rapidly sees patterns and alternative routes, then selects a path that appears most workable.

Likely contribution

Options, anticipation, pattern recognition and the ability to route around obstacles.

Watch for overuse

Fast internal pattern recognition can look like sudden course changes if the reasoning is not made visible to others.

Works best with

Freedom to consider alternatives and adjust direction when new information changes the best path.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What other route could get us to the same outcome?

6Relationship Building · shared with 5 teammatesDetails

Brings enthusiasm and tends to notice possibilities, energy and reasons to keep moving forward.

Likely contribution

Morale, encouragement, momentum and an ability to help work feel engaging.

Watch for overuse

Hard emotions or legitimate concerns may need more room before the group is ready to reframe positively.

Works best with

Freedom to celebrate progress, recognize people and create energy around meaningful work.

Team frequency

6 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What is working that we can build on?

7Executing · shared with 2 teammatesDetails

Works with strong internal drive and gains satisfaction from productive effort and progress.

Likely contribution

Sustained effort, momentum and a visible bias toward completion.

Watch for overuse

Activity can become its own measure of success; recovery time or lower-volume work may feel unproductive.

Works best with

Clear outcomes, room to set a productive pace and a meaningful workload.

Team frequency

3 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Which result deserves your energy most right now?

8Relationship Building · shared with 7 teammatesDetails

Notices relationships among people, events and systems and tends to see work as part of something larger.

Likely contribution

, meaning, belonging and an instinct to connect individual actions to a wider whole.

Watch for overuse

Connections that feel obvious to one person may not be obvious to everyone else.

Works best with

Opportunities to link people and tasks to shared purpose, community or broader impact.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: How is this connected to the larger mission?

9Relationship Building · shared with 7 teammatesDetails

Prefers authentic, trusted relationships and finds satisfaction in doing meaningful work with people known well.

Likely contribution

Trust, loyalty, candor and depth in one-to-one or close-team relationships.

Watch for overuse

A natural preference for depth with known people can sometimes be perceived as selectivity by newer or less familiar teammates.

Works best with

Time for genuine relationship, shared effort and conversations that move beyond the surface.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What would greater trust allow us to say or do?

10Executing · shared with 4 teammatesDetails

Coordinates people, resources and moving parts, often reconfiguring them until the pieces work well together.

Likely contribution

Flexible organization, orchestration and comfort with operational complexity.

Watch for overuse

Frequent reconfiguration can feel unpredictable to people who prefer stable routines.

Works best with

A complex problem with room to adjust roles, resources or sequencing as new information appears.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: How could we rearrange the pieces to make this work better?

How the ranked pattern works together

Abby’s Top 10 is led by Relationship Building (4 of 10). The first five: , , , , : should be read as a sequence of available talent themes, not five isolated job labels. The lower-ranked themes are not automatic weaknesses.

Official lensGallup · Four Domains of CliftonStrengthsTeam useGallup · CliftonStrengths Team Grid

Cross-assessment synthesis

Idea-and-momentum catalyst who can turn possibility into shared movement.

4 of 4 lenses

Abby is the team's only Galvanizing genius and one of two Invention geniuses. , , and give that work pattern several ways to become visible: language, rapport, optimism and alternative routes. Her supplied ENTJ-A code adds a framework reference for direct, strategic coordination; no trait percentages are available, so the strength of those preferences cannot be inferred. Her Feeler result offers another prompt for asking how the emotional temperature of a room affects a launch. A practical hypothesis to test with Abby is that she can help a viable idea become a clear invitation and first move, provided ownership and capacity are explicit.

CliftonStrengths: · · · · Created to Hear God: FeelerPersonality: ENTJ-AWorking Genius: Genius GI · Competency TD · Frustration WE

Where this combination can add value

Generate alternatives quickly and give the team language, social energy and a first coalition around the best idea.
Use and to translate an abstract possibility into a route that different stakeholders can understand.
Notice whether people are emotionally ready to move and adapt the invitation without losing momentum.

Friction and overuse to watch

Wonder is a frustration, so extended problem-finding can feel like delay; she may move toward a solution before the need has been fully defined.
Enablement is also a frustration. After rallying the group, sustained responsive support may need an explicit handoff rather than an assumed one.
High relational and influencing themes can make a launch feel successful before ownership, capacity and definition of done are settled.

Working agreement

Bring her in after a Wonder owner has defined the problem and a Discernment owner has named the decision criteria.
Ask her to propose two or three options, then stop ideation at an agreed decision time.
Make her the visible launch voice while naming an Enablement partner and a Tenacity owner in the same meeting.
Use a short pulse check after launch so emotional enthusiasm does not hide practical resistance.

Questions for Abby

What idea can people understand and repeat?
Who is ready to move, and who needs a different invitation?
Who owns support after the launch?

Confidence, method and research boundary

All four assessment summaries are now supplied. Abby's ENTJ-A type code is available, but individual trait percentages and the full personality narrative are not supplied.

Collaboration starting points

Likely Working Partners

These three teammates have the strongest signals in the supplied results for shared language or complementary workflow energy with Abby. Open a name to compare the full profiles.

Annette

shared Clifton themes: , , , ; shared energy in Invention; Abby can supply Galvanizing.

Workflow bridge: shared energy in Invention; Abby can supply Galvanizing
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Jamey

shared Clifton themes: , , , ; Abby can supply Galvanizing; Jamey can supply Enablement, Wonder.

Workflow bridge: Abby can supply Galvanizing; Jamey can supply Enablement, Wonder
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Tabitha

shared Clifton themes: , , , ; Abby can supply Galvanizing, Invention; Tabitha can supply Enablement.

Workflow bridge: Abby can supply Galvanizing, Invention; Tabitha can supply Enablement
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

How these suggestions were formed

Created to Hear God

Feeler

Supplied primary spiritual modality. This faith-oriented framework describes ways of recognizing spiritual guidance.

M2 reflection: How do you recognize spiritual guidance, and how do you make room for someone who describes that experience differently?

Havilah Cunnington’s framework names Knower, Feeler, Seer, and Hearer. Only the primary label is supplied here; no secondary modality or numerical score is inferred.

Primary modality in practice

The framework describes a Feeler as noticing guidance through emotion, compassion, atmosphere or bodily sensation.

Watch: Strong feeling can be confused with certainty, and the emotional climate of other people can be carried as personal responsibility.
Discernment practice: Distinguish observation from interpretation, check whose emotion is present, use boundaries, and seek corroboration before action.

This is a faith-oriented reflection lens. A primary modality is not spiritual authority, proof of accuracy or a work-performance measure. Created to Hear God · Study overview

Personality Type

ENTJ-A · Commander

Analyst · People Mastery

Individual trait percentages were not supplied; none are inferred from the type code.

Role and strategy are framework classifications derived from the supplied type code. Full narrative report detail has not been supplied.

16Personalities / NERIS. Framework and trait definitions.

ENTJ-A · Commander at work

A bold, strategic pattern that often organizes people and resources around ambitious goals and visible progress.

Potential overuse: Directness and speed can outpace consultation or make capacity concerns sound like resistance rather than useful information.
Helpful conditions: Define decision authority, surface constraints early, and pair a strong goal with explicit room for challenge and feedback.
Identity lens: Assertive describes the fifth NERIS spectrum concerning confidence, stress and feedback. It modifies the four-letter type; it is not part of official MBTI notation.

0 trait percentages supplied. Official ENTJ profile · 16Personalities · NERIS framework reference

Working Genius

G · GalvanizingRally people and turn a decision into action.
I · InventionCreate original ideas and possible solutions.

Working Competency

T · TenacityFollow work through to completion and the intended result.
D · DiscernmentEvaluate ideas and use judgment to guide decisions.

Working Frustration

W · WonderNotice unmet potential and ask what could be better.
E · EnablementOffer support and assistance to move work forward.

Genius: naturally energizing work. Competency: work you can do, though prolonged use may tire you. Frustration: work that tends to drain energy.

Summary results received. Full individual report detail is pending.

Type descriptions summarize the official Working Genius framework; they are general explanations, not quotations from an individual report.

Energy pattern across the WIDGET cycle

Genius: Galvanizing: create energy and movement around a decision; Invention: generate an original response or possible solution. These are the two stages the framework expects to be most energizing.
Competency: Tenacity: drive the work to completion and results; Discernment: evaluate fit, quality and workability. Capability does not guarantee sustained energy.
Frustration: Wonder: identify the need, question or opportunity; Enablement: provide responsive support during implementation. Repeated ownership here may be draining even when skill is present.

Use the pattern to design roles and handoffs, not to excuse essential work or rank people. Full individual report detail remains pending. Working Genius · WIDGET framework article

APhoto pending

FCC Assessment Profile

Annette

Back to Team Matrix

Assessment Summary

CliftonStrengths: · · …
Created to Hear God: Seer
Personality Type: ENTP-A
Working Genius: Genius E + ICompetency D + TFrustration G + W

CliftonStrengths Profile

CliftonStrengths

#1 #2 #3

Top-10 domain composition

Leading domainExecuting

Domain breadth4 of 4

Most shared theme

Distinctive themesShared profile

Ranked Top 10

1Executing · shared with 10 teammatesDetails

Operates from enduring values and is energized by work that connects to a meaningful purpose.

Likely contribution

Conviction, purpose, values clarity and consistency about what matters.

Watch for overuse

Strong convictions can make compromise difficult when an issue touches a core value.

Works best with

A clear connection between daily work, organizational purpose and the people being served.

Team frequency

11 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Which value are we protecting with this decision?

2Executing · shared with 7 teammatesDetails

Takes personal ownership of commitments and feels a strong obligation to follow through on what has been promised.

Likely contribution

Dependability, trustworthiness, follow-through and strong ownership of commitments.

Watch for overuse

A strong sense of obligation can lead to overcommitment, difficulty saying no or taking on work that belongs elsewhere.

Works best with

Clear ownership, freedom to keep commitments in a personally accountable way and permission to renegotiate capacity early.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What am I truly committing to, and what belongs to someone else?

3Influencing · shared with 4 teammatesDetails

Naturally turns ideas into words and often helps make information understandable, memorable or engaging.

Likely contribution

Clarity, explanation, storytelling and the ability to give language to what the group is experiencing.

Watch for overuse

Strong verbal processing can sometimes outrun listening or leave quieter voices less room.

Works best with

An audience, a message that matters and space to shape how the message will land.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What does this group most need to hear and understand?

4Relationship Building · shared with 1 teammateDetails

Responds readily to the needs of the moment and is comfortable adjusting as circumstances change.

Likely contribution

Flexibility, calm pivots and responsiveness when plans change unexpectedly.

Watch for overuse

Long-range structure may receive less attention when immediate needs are compelling.

Works best with

Enough flexibility to respond in real time without being constrained by an overly rigid plan.

Team frequency

2 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What does this situation need from us right now?

5Influencing · shared with 2 teammatesDetails

Enjoys meeting new people, creating quick rapport and turning unfamiliar interactions into connection.

Likely contribution

Networking, approachability, social energy and ease opening doors with new people.

Watch for overuse

Breadth of connection can sometimes receive more energy than deeper follow-through with existing relationships.

Works best with

New people, new rooms and opportunities to represent the team or open a relationship.

Team frequency

3 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Who do we need to connect with next, and how can we open that door?

6Executing · shared with 2 teammatesDetails

Works with strong internal drive and gains satisfaction from productive effort and progress.

Likely contribution

Sustained effort, momentum and a visible bias toward completion.

Watch for overuse

Activity can become its own measure of success; recovery time or lower-volume work may feel unproductive.

Works best with

Clear outcomes, room to set a productive pace and a meaningful workload.

Team frequency

3 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Which result deserves your energy most right now?

7Relationship Building · shared with 7 teammatesDetails

Reads emotional cues and can understand what another person may be feeling from inside that person's experience.

Likely contribution

Emotional awareness, attunement and sensitivity to how decisions or interactions affect people.

Watch for overuse

Carrying the emotions of others can become draining, and emotional insight still needs to be paired with boundaries and facts.

Works best with

Space to acknowledge emotion honestly and use that information without being required to fix every feeling.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What might people be feeling that has not been said yet?

8Executing · shared with 4 teammatesDetails

Coordinates people, resources and moving parts, often reconfiguring them until the pieces work well together.

Likely contribution

Flexible organization, orchestration and comfort with operational complexity.

Watch for overuse

Frequent reconfiguration can feel unpredictable to people who prefer stable routines.

Works best with

A complex problem with room to adjust roles, resources or sequencing as new information appears.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: How could we rearrange the pieces to make this work better?

9 Thinking · shared with 4 teammatesDetails

Rapidly sees patterns and alternative routes, then selects a path that appears most workable.

Likely contribution

Options, anticipation, pattern recognition and the ability to route around obstacles.

Watch for overuse

Fast internal pattern recognition can look like sudden course changes if the reasoning is not made visible to others.

Works best with

Freedom to consider alternatives and adjust direction when new information changes the best path.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What other route could get us to the same outcome?

10Relationship Building · shared with 5 teammatesDetails

Brings enthusiasm and tends to notice possibilities, energy and reasons to keep moving forward.

Likely contribution

Morale, encouragement, momentum and an ability to help work feel engaging.

Watch for overuse

Hard emotions or legitimate concerns may need more room before the group is ready to reframe positively.

Works best with

Freedom to celebrate progress, recognize people and create energy around meaningful work.

Team frequency

6 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What is working that we can build on?

How the ranked pattern works together

Annette’s Top 10 is led by Executing (4 of 10). The first five: , , , , : should be read as a sequence of available talent themes, not five isolated job labels. The lower-ranked themes are not automatic weaknesses.

Official lensGallup · Four Domains of CliftonStrengthsTeam useGallup · CliftonStrengths Team Grid

Cross-assessment synthesis

Inventive connector who can generate possibilities and help others carry them forward.

4 of 4 lenses

Annette combines Invention + Enablement with an ENTP-A profile that is strongly Extraverted and moderately Intuitive, Thinking, Prospecting and Assertive. Her CliftonStrengths add , , , , and , so the pattern is broader than pure ideation: she may connect people and resources around a novel route while remaining anchored to a cause. As the team’s only Seer result, she may also contribute images or metaphors that help others see a possibility.

CliftonStrengths: · · · · Created to Hear God: SeerPersonality: ENTP-AWorking Genius: Genius EI · Competency DT · Frustration GW

Where this combination can add value

Open new routes, challenge inherited assumptions and help another person shape an idea without requiring immediate certainty.
Connect ideas to people through , and Enablement, especially when a concept needs a collaborator or audience.
Use and to reconfigure options after new information appears.

Friction and overuse to watch

Galvanizing and Wonder are frustrations. She may enjoy generating or supporting a solution more than sponsoring it publicly or lingering over the underlying need.
ENTP-style debate can sharpen ideas but may feel personal in a team with high , and Feeling preferences.
Prospecting flexibility plus active ideation can reopen decisions unless the decision rule and change threshold are explicit.

Working agreement

Use a written problem statement from a Wonder owner and a time-boxed ideation window.
Invite her to challenge the proposal, then require the critique to end with a concrete alternative or test.
Pair her with Anita or Delaine for Discernment and Abby for Galvanizing.
After a decision, move her into targeted Enablement rather than making her the default campaign owner.

Questions for Annette

Which assumption is limiting our options?
What would make this idea more workable for the people implementing it?
What evidence would justify reopening the decision?

Confidence, method and research boundary

Four results are available, including five supplied personality percentages. The full Working Genius narrative is pending.

Collaboration starting points

Likely Working Partners

These three teammates have the strongest signals in the supplied results for shared language or complementary workflow energy with Annette. Open a name to compare the full profiles.

Abby

shared Clifton themes: , , , ; shared energy in Invention; Annette can supply Enablement.

Workflow bridge: shared energy in Invention; Annette can supply Enablement
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Anita

shared Clifton themes: , , , ; Annette can supply Invention; Anita can supply Wonder.

Workflow bridge: Annette can supply Invention; Anita can supply Wonder
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Phyllis

shared Clifton themes: , , , ; shared energy in Enablement; Seer and Feeler offer different guidance lenses.

Workflow bridge: shared energy in Enablement
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

How these suggestions were formed

Created to Hear God

Seer

Supplied primary spiritual modality. This faith-oriented framework describes ways of recognizing spiritual guidance.

M2 reflection: How do you recognize spiritual guidance, and how do you make room for someone who describes that experience differently?

Havilah Cunnington’s framework names Knower, Feeler, Seer, and Hearer. Only the primary label is supplied here; no secondary modality or numerical score is inferred.

Primary modality in practice

The framework describes a Seer as receiving imagery, pictures, dreams, visual metaphors or scenes that invite interpretation.

Watch: Images can be vivid while their meaning remains ambiguous; a literal reading may move faster than shared discernment.
Discernment practice: Describe the image before interpreting it, invite multiple readings, record patterns over time and test the meaning in community.

This is a faith-oriented reflection lens. A primary modality is not spiritual authority, proof of accuracy or a work-performance measure. Created to Hear God · Study overview

Personality Type

ENTP-A · Debater

Analyst · People Mastery

Energy · Extraverted82%

82%

Mind · Intuitive57%

57%

Nature · Thinking64%

64%

Tactics · Prospecting58%

58%

Identity · Assertive61%

61%

Percentages are the supplied scores for the named side of each trait. They are not team averages or performance ratings.

Role and strategy: user-supplied result. Full narrative report detail has not been supplied.

16Personalities / NERIS. Framework and trait definitions.

ENTP-A · Debater at work

A quick, original and possibility-oriented pattern that often tests assumptions, generates alternatives and brings intellectual energy to a group.

Potential overuse: Debate can continue after its value has peaked, routine execution can lose appeal, and vigorous critique may land harder than intended.
Helpful conditions: Time-box exploration, name the decision rule, distinguish idea critique from people critique, and pair new concepts with a finish owner.
Identity lens: Assertive describes the fifth NERIS spectrum concerning confidence, stress and feedback. It modifies the four-letter type; it is not part of official MBTI notation.

Five trait percentages are supplied and shown above. Official ENTP profile · 16Personalities · NERIS framework reference

Working Genius

E · EnablementOffer support and assistance to move work forward.
I · InventionCreate original ideas and possible solutions.

Working Competency

D · DiscernmentEvaluate ideas and use judgment to guide decisions.
T · TenacityFollow work through to completion and the intended result.

Working Frustration

G · GalvanizingRally people and turn a decision into action.
W · WonderNotice unmet potential and ask what could be better.

Genius: naturally energizing work. Competency: work you can do, though prolonged use may tire you. Frustration: work that tends to drain energy.

Summary results received. Full individual report detail is pending.

Type descriptions summarize the official Working Genius framework; they are general explanations, not quotations from an individual report.

Energy pattern across the WIDGET cycle

Genius: Enablement: provide responsive support during implementation; Invention: generate an original response or possible solution. These are the two stages the framework expects to be most energizing.
Competency: Discernment: evaluate fit, quality and workability; Tenacity: drive the work to completion and results. Capability does not guarantee sustained energy.
Frustration: Galvanizing: create energy and movement around a decision; Wonder: identify the need, question or opportunity. Repeated ownership here may be draining even when skill is present.

Use the pattern to design roles and handoffs, not to excuse essential work or rank people. Full individual report detail remains pending. Working Genius · WIDGET framework article

FCC Assessment Profile

Charley

Back to Team Matrix

Assessment Summary

CliftonStrengths: · · …
Created to Hear God: Knower
Personality Type: INFJ-T
Working Genius: Genius W + TCompetency D + EFrustration I + G

CliftonStrengths Profile

CliftonStrengths

#1 #2 #3

Top-10 domain composition

Leading domainRelationship Building

Domain breadth3 of 4

Most shared theme

Distinctive themes

Ranked Top 10

1Relationship Building · shared with 1 teammateDetails

Notices who may be outside the circle and makes deliberate efforts to bring people into participation.

Likely contribution

Belonging, access, participation and awareness of people who might otherwise be overlooked.

Watch for overuse

Keeping the circle open can sometimes complicate decisions that require clear boundaries or prioritization.

Works best with

A culture where participation matters and there is room to invite more voices into the work.

Team frequency

2 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Whose perspective is missing from this conversation?

2Executing · shared with 4 teammatesDetails

Values fairness, predictability and clear expectations that apply reliably across people and situations.

Likely contribution

Stable processes, equity, understandable rules and operational predictability.

Watch for overuse

Necessary exceptions can feel uncomfortable or inconsistent even when circumstances genuinely differ.

Works best with

Clear standards, repeatable processes and transparency about how decisions are made.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What rule or standard would make this fair and repeatable?

3Executing · shared with 10 teammatesDetails

Operates from enduring values and is energized by work that connects to a meaningful purpose.

Likely contribution

Conviction, purpose, values clarity and consistency about what matters.

Watch for overuse

Strong convictions can make compromise difficult when an issue touches a core value.

Works best with

A clear connection between daily work, organizational purpose and the people being served.

Team frequency

11 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Which value are we protecting with this decision?

4Relationship Building · shared with 8 teammatesDetails

Recognizes potential in other people and notices meaningful signs of learning, growth and improvement.

Likely contribution

Coaching, encouragement, patient investment and attention to progress that others may overlook.

Watch for overuse

Investment in another person's potential can make it harder to set limits when progress is too slow or expectations are not being met.

Works best with

People to develop, visible markers of progress and permission to invest time in growth.

Team frequency

9 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What growth can we notice and reinforce here?

5 Thinking · shared with 3 teammatesDetails

Enjoys thinking deeply, reflecting and spending time with ideas before reaching conclusions.

Likely contribution

Depth, perspective, thoughtful questions and insight that emerges from reflection.

Watch for overuse

A need for processing time can be mistaken for disengagement in fast-moving group settings.

Works best with

Protected reflection time and conversations where depth is valued over immediate reaction.

Team frequency

4 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What deserves more thought before we respond?

6Relationship Building · shared with 5 teammatesDetails

Brings enthusiasm and tends to notice possibilities, energy and reasons to keep moving forward.

Likely contribution

Morale, encouragement, momentum and an ability to help work feel engaging.

Watch for overuse

Hard emotions or legitimate concerns may need more room before the group is ready to reframe positively.

Works best with

Freedom to celebrate progress, recognize people and create energy around meaningful work.

Team frequency

6 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What is working that we can build on?

7Executing · shared with 1 teammateDetails

Is energized by finding what is not working, diagnosing the problem and improving or repairing it.

Likely contribution

Problem solving, recovery, troubleshooting and persistence with difficult issues.

Watch for overuse

A problem-solving lens can keep attention on what is broken when the team also needs to notice what is already strong.

Works best with

A real problem to solve, access to the facts and enough ownership to test a fix.

Team frequency

2 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What is actually causing the problem, not just showing the symptom?

8Relationship Building · shared with 7 teammatesDetails

Prefers authentic, trusted relationships and finds satisfaction in doing meaningful work with people known well.

Likely contribution

Trust, loyalty, candor and depth in one-to-one or close-team relationships.

Watch for overuse

A natural preference for depth with known people can sometimes be perceived as selectivity by newer or less familiar teammates.

Works best with

Time for genuine relationship, shared effort and conversations that move beyond the surface.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What would greater trust allow us to say or do?

9 Thinking · shared with 4 teammatesDetails

Is energized by the process of learning, improving and gaining new understanding or capability.

Likely contribution

Curiosity, growth mindset, adaptability and enthusiasm for building competence.

Watch for overuse

The next learning opportunity can be more exciting than applying what has already been learned.

Works best with

Fresh information, stretch assignments and visible progress in mastery.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What do we need to learn in order to do this better?

10 Thinking · shared with 0 teammatesDetails

Is energized by possibilities ahead and can picture a compelling version of what could be.

Likely contribution

Vision, hope, future orientation and language that helps others see beyond current constraints.

Watch for overuse

Immediate operational details can feel less energizing than the future they are meant to create.

Works best with

Opportunities to imagine, describe and connect today's work to a meaningful future state.

Team frequency

1 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: If this goes exceptionally well, what could be true a year from now?

How the ranked pattern works together

Charley’s Top 10 is led by Relationship Building (4 of 10). The first five: , , , , : should be read as a sequence of available talent themes, not five isolated job labels. The lower-ranked themes are not automatic weaknesses.

Official lensGallup · Four Domains of CliftonStrengthsTeam useGallup · CliftonStrengths Team Grid

Cross-assessment synthesis

Reflective bookend thinker who can identify the right need and stay with the right work to completion.

4 of 4 lenses

Charley’s Wonder + Tenacity pairing spans the beginning and end of the WIDGET cycle. With INFJ-T, Knower, and Clifton themes such as , , , , and , the likely contribution is a quiet line from purpose and people to a finished result. Strong Introversion and Turbulence percentages suggest that private processing and internal quality standards may be especially significant. This profile may notice a meaningful need early and remain committed after others’ interest moves on.

CliftonStrengths: · · · · Created to Hear God: KnowerPersonality: INFJ-TWorking Genius: Genius WT · Competency DE · Frustration IG

Where this combination can add value

Ask the foundational question, hold the mission and inclusion standard, and protect the work from becoming activity without purpose.
Connect future possibility with disciplined closure; few team profiles combine a front-end and finish-stage genius.
Use and Tenacity to stay with a problem until the result is repaired or complete.

Friction and overuse to watch

Invention and Galvanizing are frustrations, so being asked to create the solution and sell it to everyone may interrupt the strongest part of the contribution.
Very high Introversion and Turbulence may make live debate, ambiguous feedback or public pressure more taxing than the team can see.
High standards tied to values can become private perfectionism or delayed escalation if expectations are not named early.

Working agreement

Send questions and decision context in advance; invite a written response before live discussion.
Let Charley define what problem is worth solving, then bring in an Invention partner and a Galvanizing owner.
Return the chosen work to Charley as a Tenacity owner with a visible definition of done.
Use calm, specific feedback that separates outcome, process and personal intent.

Questions for Charley

Are we solving the right problem?
Who could be left outside this decision?
What exact condition will tell us the work is finished?

Confidence, method and research boundary

Four results are available, including five supplied personality percentages. The full Working Genius narrative is pending.

Collaboration starting points

Likely Working Partners

These three teammates have the strongest signals in the supplied results for shared language or complementary workflow energy with Charley. Open a name to compare the full profiles.

Kathie

shared Clifton themes: , , , ; shared energy in Wonder; both use the Diplomat role lens.

Workflow bridge: shared energy in Wonder
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Abby

shared Clifton themes: , , , ; Charley can supply Wonder; Abby can supply Galvanizing, Invention.

Workflow bridge: Charley can supply Wonder; Abby can supply Galvanizing, Invention
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Tabitha

shared Clifton themes: , , , ; shared energy in Tenacity; both use the Diplomat role lens.

Workflow bridge: shared energy in Tenacity
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

How these suggestions were formed

Created to Hear God

Knower

Supplied primary spiritual modality. This faith-oriented framework describes ways of recognizing spiritual guidance.

M2 reflection: How do you recognize spiritual guidance, and how do you make room for someone who describes that experience differently?

Havilah Cunnington’s framework names Knower, Feeler, Seer, and Hearer. Only the primary label is supplied here; no secondary modality or numerical score is inferred.

Primary modality in practice

The framework describes a Knower as recognizing guidance through an inner conviction or sudden sense of knowing.

Watch: A conclusion may arrive before an explanation, so others can experience it as final or difficult to examine.
Discernment practice: Name the impression and its confidence level, allow time, and test it with Scripture, wise counsel, circumstances and the wider community.

This is a faith-oriented reflection lens. A primary modality is not spiritual authority, proof of accuracy or a work-performance measure. Created to Hear God · Study overview

Personality Type

INFJ-T · Advocate

Diplomat · Constant Improvement

Energy · Introverted93%

93%

Mind · Intuitive77%

77%

Nature · Feeling83%

83%

Tactics · Judging60%

60%

Identity · Turbulent89%

89%

Percentages are the supplied scores for the named side of each trait. They are not team averages or performance ratings.

Role and strategy: user-supplied result. Full narrative report detail has not been supplied.

16Personalities / NERIS. Framework and trait definitions.

INFJ-T · Advocate at work

A quiet, purpose-driven and insightful pattern that often combines long-range imagination with close attention to people and values.

Potential overuse: Unspoken high standards, sensitivity to criticism and sustained helping can create private overload or delayed conflict.
Helpful conditions: Provide meaningful context, written preparation, a protected thinking window and explicit permission to surface concerns early.
Identity lens: Turbulent describes the fifth NERIS spectrum concerning confidence, stress and feedback. It modifies the four-letter type; it is not part of official MBTI notation.

Five trait percentages are supplied and shown above. Official INFJ profile · 16Personalities · NERIS framework reference

Working Genius

W · WonderNotice unmet potential and ask what could be better.
T · TenacityFollow work through to completion and the intended result.

Working Competency

D · DiscernmentEvaluate ideas and use judgment to guide decisions.
E · EnablementOffer support and assistance to move work forward.

Working Frustration

I · InventionCreate original ideas and possible solutions.
G · GalvanizingRally people and turn a decision into action.

Genius: naturally energizing work. Competency: work you can do, though prolonged use may tire you. Frustration: work that tends to drain energy.

Summary results received. Full individual report detail is pending.

Type descriptions summarize the official Working Genius framework; they are general explanations, not quotations from an individual report.

Energy pattern across the WIDGET cycle

Genius: Wonder: identify the need, question or opportunity; Tenacity: drive the work to completion and results. These are the two stages the framework expects to be most energizing.
Competency: Discernment: evaluate fit, quality and workability; Enablement: provide responsive support during implementation. Capability does not guarantee sustained energy.
Frustration: Invention: generate an original response or possible solution; Galvanizing: create energy and movement around a decision. Repeated ownership here may be draining even when skill is present.

Use the pattern to design roles and handoffs, not to excuse essential work or rank people. Full individual report detail remains pending. Working Genius · WIDGET framework article

FCC Assessment Profile

Delaine

Back to Team Matrix

Assessment Summary

CliftonStrengths: · · …
Created to Hear God: Knower
Personality Type: ISFP-A
Working Genius: Genius D + ECompetency T + WFrustration G + I

CliftonStrengths Profile

CliftonStrengths

#1 #2 #3

Top-10 domain composition

Leading domainRelationship Building

Domain breadth3 of 4

Most shared theme

Distinctive themes

Ranked Top 10

1Executing · shared with 10 teammatesDetails

Operates from enduring values and is energized by work that connects to a meaningful purpose.

Likely contribution

Conviction, purpose, values clarity and consistency about what matters.

Watch for overuse

Strong convictions can make compromise difficult when an issue touches a core value.

Works best with

A clear connection between daily work, organizational purpose and the people being served.

Team frequency

11 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Which value are we protecting with this decision?

2Relationship Building · shared with 3 teammatesDetails

Looks for practical common ground and prefers progress through agreement rather than unnecessary conflict.

Likely contribution

Consensus-building, de-escalation and attention to where people can agree and move forward.

Watch for overuse

Important disagreement can be softened or postponed when the team actually needs candid conflict.

Works best with

A shared objective and a practical path that different viewpoints can support.

Team frequency

4 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Where do we already agree, and what can we build from there?

3Relationship Building · shared with 7 teammatesDetails

Notices relationships among people, events and systems and tends to see work as part of something larger.

Likely contribution

, meaning, belonging and an instinct to connect individual actions to a wider whole.

Watch for overuse

Connections that feel obvious to one person may not be obvious to everyone else.

Works best with

Opportunities to link people and tasks to shared purpose, community or broader impact.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: How is this connected to the larger mission?

4Relationship Building · shared with 8 teammatesDetails

Recognizes potential in other people and notices meaningful signs of learning, growth and improvement.

Likely contribution

Coaching, encouragement, patient investment and attention to progress that others may overlook.

Watch for overuse

Investment in another person's potential can make it harder to set limits when progress is too slow or expectations are not being met.

Works best with

People to develop, visible markers of progress and permission to invest time in growth.

Team frequency

9 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What growth can we notice and reinforce here?

5Executing · shared with 4 teammatesDetails

Values fairness, predictability and clear expectations that apply reliably across people and situations.

Likely contribution

Stable processes, equity, understandable rules and operational predictability.

Watch for overuse

Necessary exceptions can feel uncomfortable or inconsistent even when circumstances genuinely differ.

Works best with

Clear standards, repeatable processes and transparency about how decisions are made.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What rule or standard would make this fair and repeatable?

6 Thinking · shared with 4 teammatesDetails

Is energized by the process of learning, improving and gaining new understanding or capability.

Likely contribution

Curiosity, growth mindset, adaptability and enthusiasm for building competence.

Watch for overuse

The next learning opportunity can be more exciting than applying what has already been learned.

Works best with

Fresh information, stretch assignments and visible progress in mastery.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What do we need to learn in order to do this better?

7Relationship Building · shared with 7 teammatesDetails

Reads emotional cues and can understand what another person may be feeling from inside that person's experience.

Likely contribution

Emotional awareness, attunement and sensitivity to how decisions or interactions affect people.

Watch for overuse

Carrying the emotions of others can become draining, and emotional insight still needs to be paired with boundaries and facts.

Works best with

Space to acknowledge emotion honestly and use that information without being required to fix every feeling.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What might people be feeling that has not been said yet?

8 Thinking · shared with 3 teammatesDetails

Enjoys thinking deeply, reflecting and spending time with ideas before reaching conclusions.

Likely contribution

Depth, perspective, thoughtful questions and insight that emerges from reflection.

Watch for overuse

A need for processing time can be mistaken for disengagement in fast-moving group settings.

Works best with

Protected reflection time and conversations where depth is valued over immediate reaction.

Team frequency

4 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What deserves more thought before we respond?

9 Thinking · shared with 0 teammatesDetails

Looks for reasons, evidence and the factors that explain why something is happening.

Likely contribution

Objective examination, sound questions and pressure-testing of assumptions.

Watch for overuse

Careful analysis can slow a decision or be experienced as skepticism when others are moving quickly.

Works best with

Access to reliable information and enough time to examine the evidence before a conclusion is required.

Team frequency

1 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What evidence would change our conclusion?

10Executing · shared with 7 teammatesDetails

Takes personal ownership of commitments and feels a strong obligation to follow through on what has been promised.

Likely contribution

Dependability, trustworthiness, follow-through and strong ownership of commitments.

Watch for overuse

A strong sense of obligation can lead to overcommitment, difficulty saying no or taking on work that belongs elsewhere.

Works best with

Clear ownership, freedom to keep commitments in a personally accountable way and permission to renegotiate capacity early.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What am I truly committing to, and what belongs to someone else?

Team Connections

Anita7/10 shared

· · · · · ·

Kathie7/10 shared

· · · · · ·

Jamey6/10 shared

· · · · ·

Sharon6/10 shared

· · · · ·

Susan6/10 shared

· · · · ·

How the ranked pattern works together

Delaine’s Top 10 is led by Relationship Building (4 of 10). The first five: , , , , : should be read as a sequence of available talent themes, not five isolated job labels. The lower-ranked themes are not automatic weaknesses.

Official lensGallup · Four Domains of CliftonStrengthsTeam useGallup · CliftonStrengths Team Grid

Cross-assessment synthesis

Grounded human-centered judge who can evaluate what fits and support practical movement.

4 of 4 lenses

Delaine’s Discernment + Enablement pairing combines judgment with responsive support. ISFP-A adds a strongly Introverted, Observant, moderately Feeling and Prospecting profile; Knower adds an inner-conviction lens. , , , , , and suggest that her judgment may integrate values, human impact, evidence and practical stability. In a team dominated by Intuitive types, her Observant preference is a particularly useful grounding perspective.

CliftonStrengths: · · · · Created to Hear God: KnowerPersonality: ISFP-AWorking Genius: Genius DE · Competency TW · Frustration GI

Where this combination can add value

Test whether an idea fits the real situation, the people involved and the standards the team has already committed to.
Translate abstract discussion into a practical next step or concrete concern that others may have missed.
Support implementation without needing to own the public launch.

Friction and overuse to watch

Invention and Galvanizing are frustrations. Requiring original ideation or repeated persuasion can obscure her stronger evaluating and helping contribution.
can make direct disagreement feel costly, even when or Discernment has found a real flaw.
Strong Introversion plus a highly Extraverted meeting can cause the team to lose her input unless it asks directly and leaves processing space.

Working agreement

Give her the proposal, user reality and constraints before asking for a judgment.
Use a red-flag round where every evaluator must name one concern; this makes disagreement part of the process rather than a relational rupture.
Pair with Annette or Abby for Invention and with Abby for Galvanizing.
Ask for the smallest real-world test rather than an abstract vote.

Questions for Delaine

What does the actual situation tell us?
What concern are we smoothing over to preserve harmony?
What small test would show whether this fits?

Confidence, method and research boundary

Four results are available, including five supplied personality percentages. The full Working Genius narrative is pending.

Collaboration starting points

Likely Working Partners

These three teammates have the strongest signals in the supplied results for shared language or complementary workflow energy with Delaine. Open a name to compare the full profiles.

Kathie

shared Clifton themes: , , , ; shared energy in Enablement; Delaine can supply Discernment.

Workflow bridge: shared energy in Enablement; Delaine can supply Discernment
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Anita

shared Clifton themes: , , , ; shared energy in Discernment; Knower and Feeler offer different guidance lenses.

Workflow bridge: shared energy in Discernment
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Abby

shared Clifton themes: , , ; Delaine can supply Enablement; Abby can supply Galvanizing, Invention.

Workflow bridge: Delaine can supply Enablement; Abby can supply Galvanizing, Invention
Coordination cue: Their different preferences can improve the decision when they make expectations and timing explicit.

How these suggestions were formed

Created to Hear God

Knower

Supplied primary spiritual modality. This faith-oriented framework describes ways of recognizing spiritual guidance.

M2 reflection: How do you recognize spiritual guidance, and how do you make room for someone who describes that experience differently?

Havilah Cunnington’s framework names Knower, Feeler, Seer, and Hearer. Only the primary label is supplied here; no secondary modality or numerical score is inferred.

Primary modality in practice

The framework describes a Knower as recognizing guidance through an inner conviction or sudden sense of knowing.

Watch: A conclusion may arrive before an explanation, so others can experience it as final or difficult to examine.
Discernment practice: Name the impression and its confidence level, allow time, and test it with Scripture, wise counsel, circumstances and the wider community.

This is a faith-oriented reflection lens. A primary modality is not spiritual authority, proof of accuracy or a work-performance measure. Created to Hear God · Study overview

Personality Type

ISFP-A · Adventurer

Explorer · Confident Individualism

Energy · Introverted78%

78%

Mind · Observant65%

65%

Nature · Feeling52%

52%

Tactics · Prospecting58%

58%

Identity · Assertive71%

71%

Percentages are the supplied scores for the named side of each trait. They are not team averages or performance ratings.

Role and strategy: user-supplied result. Full narrative report detail has not been supplied.

16Personalities / NERIS. Framework and trait definitions.

ISFP-A · Adventurer at work

A warm, observant and flexible pattern that often notices real-time human detail and adapts support to what is happening now.

Potential overuse: Rigid structure, distant planning and competing inputs can drain attention; concerns may stay quiet when harmony feels more urgent than challenge.
Helpful conditions: Use concrete examples, near-term milestones, room for autonomy and direct invitations to name what does not feel workable.
Identity lens: Assertive describes the fifth NERIS spectrum concerning confidence, stress and feedback. It modifies the four-letter type; it is not part of official MBTI notation.

Five trait percentages are supplied and shown above. Official ISFP profile · 16Personalities · NERIS framework reference

Working Genius

D · DiscernmentEvaluate ideas and use judgment to guide decisions.
E · EnablementOffer support and assistance to move work forward.

Working Competency

T · TenacityFollow work through to completion and the intended result.
W · WonderNotice unmet potential and ask what could be better.

Working Frustration

G · GalvanizingRally people and turn a decision into action.
I · InventionCreate original ideas and possible solutions.

Genius: naturally energizing work. Competency: work you can do, though prolonged use may tire you. Frustration: work that tends to drain energy.

Summary results received. Full individual report detail is pending.

Type descriptions summarize the official Working Genius framework; they are general explanations, not quotations from an individual report.

Energy pattern across the WIDGET cycle

Genius: Discernment: evaluate fit, quality and workability; Enablement: provide responsive support during implementation. These are the two stages the framework expects to be most energizing.
Competency: Tenacity: drive the work to completion and results; Wonder: identify the need, question or opportunity. Capability does not guarantee sustained energy.
Frustration: Galvanizing: create energy and movement around a decision; Invention: generate an original response or possible solution. Repeated ownership here may be draining even when skill is present.

Use the pattern to design roles and handoffs, not to excuse essential work or rank people. Full individual report detail remains pending. Working Genius · WIDGET framework article

JPhoto pending

FCC Assessment Profile

Jamey

Back to Team Matrix

Assessment Summary

CliftonStrengths: · · …
Created to Hear God: Feeler
Personality Type: INTP-T
Working Genius: Genius E + WCompetency I + DFrustration G + T

CliftonStrengths Profile

CliftonStrengths

#1 #2 #3

Top-10 domain composition

Leading domainRelationship Building

Domain breadth4 of 4

Most shared theme

Distinctive themesShared profile

Ranked Top 10

1Executing · shared with 10 teammatesDetails

Operates from enduring values and is energized by work that connects to a meaningful purpose.

Likely contribution

Conviction, purpose, values clarity and consistency about what matters.

Watch for overuse

Strong convictions can make compromise difficult when an issue touches a core value.

Works best with

A clear connection between daily work, organizational purpose and the people being served.

Team frequency

11 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Which value are we protecting with this decision?

2Relationship Building · shared with 7 teammatesDetails

Notices relationships among people, events and systems and tends to see work as part of something larger.

Likely contribution

, meaning, belonging and an instinct to connect individual actions to a wider whole.

Watch for overuse

Connections that feel obvious to one person may not be obvious to everyone else.

Works best with

Opportunities to link people and tasks to shared purpose, community or broader impact.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: How is this connected to the larger mission?

3Relationship Building · shared with 7 teammatesDetails

Reads emotional cues and can understand what another person may be feeling from inside that person's experience.

Likely contribution

Emotional awareness, attunement and sensitivity to how decisions or interactions affect people.

Watch for overuse

Carrying the emotions of others can become draining, and emotional insight still needs to be paired with boundaries and facts.

Works best with

Space to acknowledge emotion honestly and use that information without being required to fix every feeling.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What might people be feeling that has not been said yet?

4Relationship Building · shared with 8 teammatesDetails

Recognizes potential in other people and notices meaningful signs of learning, growth and improvement.

Likely contribution

Coaching, encouragement, patient investment and attention to progress that others may overlook.

Watch for overuse

Investment in another person's potential can make it harder to set limits when progress is too slow or expectations are not being met.

Works best with

People to develop, visible markers of progress and permission to invest time in growth.

Team frequency

9 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What growth can we notice and reinforce here?

5Relationship Building · shared with 7 teammatesDetails

Prefers authentic, trusted relationships and finds satisfaction in doing meaningful work with people known well.

Likely contribution

Trust, loyalty, candor and depth in one-to-one or close-team relationships.

Watch for overuse

A natural preference for depth with known people can sometimes be perceived as selectivity by newer or less familiar teammates.

Works best with

Time for genuine relationship, shared effort and conversations that move beyond the surface.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What would greater trust allow us to say or do?

6 Thinking · shared with 3 teammatesDetails

Enjoys thinking deeply, reflecting and spending time with ideas before reaching conclusions.

Likely contribution

Depth, perspective, thoughtful questions and insight that emerges from reflection.

Watch for overuse

A need for processing time can be mistaken for disengagement in fast-moving group settings.

Works best with

Protected reflection time and conversations where depth is valued over immediate reaction.

Team frequency

4 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What deserves more thought before we respond?

7 Thinking · shared with 1 teammateDetails

Looks backward to understand the present, drawing meaning from history, precedent and how things developed.

Likely contribution

Institutional memory, perspective and lessons from what has already been tried.

Watch for overuse

Past precedent can receive too much weight when the current situation requires a new pattern.

Works best with

Background information, origin stories and enough history to understand why the current system exists.

Team frequency

2 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What can the history of this issue teach us before we decide?

8 Thinking · shared with 4 teammatesDetails

Rapidly sees patterns and alternative routes, then selects a path that appears most workable.

Likely contribution

Options, anticipation, pattern recognition and the ability to route around obstacles.

Watch for overuse

Fast internal pattern recognition can look like sudden course changes if the reasoning is not made visible to others.

Works best with

Freedom to consider alternatives and adjust direction when new information changes the best path.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What other route could get us to the same outcome?

9Influencing · shared with 4 teammatesDetails

Naturally turns ideas into words and often helps make information understandable, memorable or engaging.

Likely contribution

Clarity, explanation, storytelling and the ability to give language to what the group is experiencing.

Watch for overuse

Strong verbal processing can sometimes outrun listening or leave quieter voices less room.

Works best with

An audience, a message that matters and space to shape how the message will land.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What does this group most need to hear and understand?

10Relationship Building · shared with 3 teammatesDetails

Looks for practical common ground and prefers progress through agreement rather than unnecessary conflict.

Likely contribution

Consensus-building, de-escalation and attention to where people can agree and move forward.

Watch for overuse

Important disagreement can be softened or postponed when the team actually needs candid conflict.

Works best with

A shared objective and a practical path that different viewpoints can support.

Team frequency

4 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Where do we already agree, and what can we build from there?

How the ranked pattern works together

Jamey’s Top 10 is led by Relationship Building (5 of 10). The first five: , , , , : should be read as a sequence of available talent themes, not five isolated job labels. The lower-ranked themes are not automatic weaknesses.

Official lensGallup · Four Domains of CliftonStrengthsTeam useGallup · CliftonStrengths Team Grid

Cross-assessment synthesis

sense-maker who notices unmet needs and helps people engage with them.

4 of 4 lenses

Jamey’s profile contains a productive tension: INTP-T and strong Intuitive/Thinking percentages point toward analysis and conceptual pattern-finding, while CliftonStrengths is led by , , , and , and the spiritual modality is Feeler. Wonder + Enablement fits that bridge. Jamey may notice a deep problem, examine its system and human context, then help another person work with it. The combination can make abstract analysis unusually attentive to meaning and emotion.

CliftonStrengths: · · · · Created to Hear God: FeelerPersonality: INTP-TWorking Genius: Genius EW · Competency ID · Frustration GT

Where this combination can add value

Surface the deeper question behind a visible symptom and connect it to history, people and mission.
Offer analytical reframing without losing empathy for how a change lands.
Help a colleague develop or test a line of thought, especially in a quiet one-to-one setting.

Friction and overuse to watch

Galvanizing and Tenacity are frustrations, so public mobilization and repetitive closure work should have named partners.
Prospecting and Turbulent traits can combine with Wonder to keep possibilities open and revisit whether the answer is good enough.
A logical critique may sound emotionally detached even when and Feeler are active internally.

Working agreement

Assign problem framing, pattern analysis and stakeholder questions before solution selection.
Require a recommendation date and a one-page handoff: finding, evidence, people impact and next decision.
Pair with Abby or Annette for movement and Charley, Phyllis, Susan or Tabitha for closure.
Invite Jamey to state both the logical concern and the human consequence.

Questions for Jamey

What pattern explains what we are seeing?
What human signal changes the analysis?
What is the recommendation, and who will finish it?

Confidence, method and research boundary

Four results are available, including five supplied personality percentages. The full Working Genius narrative is pending.

Collaboration starting points

Likely Working Partners

These three teammates have the strongest signals in the supplied results for shared language or complementary workflow energy with Jamey. Open a name to compare the full profiles.

Phyllis

shared Clifton themes: , , , ; shared energy in Enablement; Jamey can supply Wonder.

Workflow bridge: shared energy in Enablement; Jamey can supply Wonder
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Abby

shared Clifton themes: , , , ; Jamey can supply Enablement, Wonder; Abby can supply Galvanizing.

Workflow bridge: Jamey can supply Enablement, Wonder; Abby can supply Galvanizing
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Susan

shared Clifton themes: , , , ; shared energy in Enablement; Susan can supply Tenacity.

Workflow bridge: shared energy in Enablement; Susan can supply Tenacity
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

How these suggestions were formed

Created to Hear God

Feeler

Supplied primary spiritual modality. This faith-oriented framework describes ways of recognizing spiritual guidance.

M2 reflection: How do you recognize spiritual guidance, and how do you make room for someone who describes that experience differently?

Havilah Cunnington’s framework names Knower, Feeler, Seer, and Hearer. Only the primary label is supplied here; no secondary modality or numerical score is inferred.

Primary modality in practice

The framework describes a Feeler as noticing guidance through emotion, compassion, atmosphere or bodily sensation.

Watch: Strong feeling can be confused with certainty, and the emotional climate of other people can be carried as personal responsibility.
Discernment practice: Distinguish observation from interpretation, check whose emotion is present, use boundaries, and seek corroboration before action.

This is a faith-oriented reflection lens. A primary modality is not spiritual authority, proof of accuracy or a work-performance measure. Created to Hear God · Study overview

Personality Type

INTP-T · Logician

Analyst · Constant Improvement

Energy · Introverted71%

71%

Mind · Intuitive85%

85%

Nature · Thinking63%

63%

Tactics · Prospecting63%

63%

Identity · Turbulent68%

68%

Percentages are the supplied scores for the named side of each trait. They are not team averages or performance ratings.

Role and strategy: user-supplied result. Full narrative report detail has not been supplied.

16Personalities / NERIS. Framework and trait definitions.

INTP-T · Logician at work

An analytical, original and pattern-seeking style that often spots inconsistencies, explores systems and reframes complex problems.

Potential overuse: Options can multiply faster than decisions, routine follow-through may feel unrewarding, and concise logic may understate the human impact.
Helpful conditions: Give a real problem, autonomy to examine it, a deadline for a recommendation and a partner who owns implementation and closure.
Identity lens: Turbulent describes the fifth NERIS spectrum concerning confidence, stress and feedback. It modifies the four-letter type; it is not part of official MBTI notation.

Five trait percentages are supplied and shown above. Official INTP profile · 16Personalities · NERIS framework reference

Working Genius

E · EnablementOffer support and assistance to move work forward.
W · WonderNotice unmet potential and ask what could be better.

Working Competency

I · InventionCreate original ideas and possible solutions.
D · DiscernmentEvaluate ideas and use judgment to guide decisions.

Working Frustration

G · GalvanizingRally people and turn a decision into action.
T · TenacityFollow work through to completion and the intended result.

Genius: naturally energizing work. Competency: work you can do, though prolonged use may tire you. Frustration: work that tends to drain energy.

Summary results received. Full individual report detail is pending.

Type descriptions summarize the official Working Genius framework; they are general explanations, not quotations from an individual report.

Energy pattern across the WIDGET cycle

Genius: Enablement: provide responsive support during implementation; Wonder: identify the need, question or opportunity. These are the two stages the framework expects to be most energizing.
Competency: Invention: generate an original response or possible solution; Discernment: evaluate fit, quality and workability. Capability does not guarantee sustained energy.
Frustration: Galvanizing: create energy and movement around a decision; Tenacity: drive the work to completion and results. Repeated ownership here may be draining even when skill is present.

Use the pattern to design roles and handoffs, not to excuse essential work or rank people. Full individual report detail remains pending. Working Genius · WIDGET framework article

FCC Assessment Profile

Kathie

Back to Team Matrix

Assessment Summary

CliftonStrengths: · · …
Created to Hear God: Knower
Personality Type: INFJ-A
Working Genius: Genius E + WCompetency T + GFrustration D + I

CliftonStrengths Profile

CliftonStrengths

#1 #2 #3

Top-10 domain composition

Leading domainRelationship Building

Domain breadth3 of 4

Most shared theme

Distinctive themesShared profile

Ranked Top 10

1Relationship Building · shared with 5 teammatesDetails

Brings enthusiasm and tends to notice possibilities, energy and reasons to keep moving forward.

Likely contribution

Morale, encouragement, momentum and an ability to help work feel engaging.

Watch for overuse

Hard emotions or legitimate concerns may need more room before the group is ready to reframe positively.

Works best with

Freedom to celebrate progress, recognize people and create energy around meaningful work.

Team frequency

6 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What is working that we can build on?

2Executing · shared with 10 teammatesDetails

Operates from enduring values and is energized by work that connects to a meaningful purpose.

Likely contribution

Conviction, purpose, values clarity and consistency about what matters.

Watch for overuse

Strong convictions can make compromise difficult when an issue touches a core value.

Works best with

A clear connection between daily work, organizational purpose and the people being served.

Team frequency

11 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Which value are we protecting with this decision?

3Relationship Building · shared with 8 teammatesDetails

Recognizes potential in other people and notices meaningful signs of learning, growth and improvement.

Likely contribution

Coaching, encouragement, patient investment and attention to progress that others may overlook.

Watch for overuse

Investment in another person's potential can make it harder to set limits when progress is too slow or expectations are not being met.

Works best with

People to develop, visible markers of progress and permission to invest time in growth.

Team frequency

9 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What growth can we notice and reinforce here?

4Relationship Building · shared with 7 teammatesDetails

Prefers authentic, trusted relationships and finds satisfaction in doing meaningful work with people known well.

Likely contribution

Trust, loyalty, candor and depth in one-to-one or close-team relationships.

Watch for overuse

A natural preference for depth with known people can sometimes be perceived as selectivity by newer or less familiar teammates.

Works best with

Time for genuine relationship, shared effort and conversations that move beyond the surface.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What would greater trust allow us to say or do?

5Relationship Building · shared with 7 teammatesDetails

Reads emotional cues and can understand what another person may be feeling from inside that person's experience.

Likely contribution

Emotional awareness, attunement and sensitivity to how decisions or interactions affect people.

Watch for overuse

Carrying the emotions of others can become draining, and emotional insight still needs to be paired with boundaries and facts.

Works best with

Space to acknowledge emotion honestly and use that information without being required to fix every feeling.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What might people be feeling that has not been said yet?

6Executing · shared with 4 teammatesDetails

Values fairness, predictability and clear expectations that apply reliably across people and situations.

Likely contribution

Stable processes, equity, understandable rules and operational predictability.

Watch for overuse

Necessary exceptions can feel uncomfortable or inconsistent even when circumstances genuinely differ.

Works best with

Clear standards, repeatable processes and transparency about how decisions are made.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What rule or standard would make this fair and repeatable?

7Executing · shared with 7 teammatesDetails

Takes personal ownership of commitments and feels a strong obligation to follow through on what has been promised.

Likely contribution

Dependability, trustworthiness, follow-through and strong ownership of commitments.

Watch for overuse

A strong sense of obligation can lead to overcommitment, difficulty saying no or taking on work that belongs elsewhere.

Works best with

Clear ownership, freedom to keep commitments in a personally accountable way and permission to renegotiate capacity early.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What am I truly committing to, and what belongs to someone else?

8Relationship Building · shared with 7 teammatesDetails

Notices relationships among people, events and systems and tends to see work as part of something larger.

Likely contribution

, meaning, belonging and an instinct to connect individual actions to a wider whole.

Watch for overuse

Connections that feel obvious to one person may not be obvious to everyone else.

Works best with

Opportunities to link people and tasks to shared purpose, community or broader impact.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: How is this connected to the larger mission?

9Relationship Building · shared with 1 teammateDetails

Notices who may be outside the circle and makes deliberate efforts to bring people into participation.

Likely contribution

Belonging, access, participation and awareness of people who might otherwise be overlooked.

Watch for overuse

Keeping the circle open can sometimes complicate decisions that require clear boundaries or prioritization.

Works best with

A culture where participation matters and there is room to invite more voices into the work.

Team frequency

2 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Whose perspective is missing from this conversation?

10 Thinking · shared with 4 teammatesDetails

Is energized by the process of learning, improving and gaining new understanding or capability.

Likely contribution

Curiosity, growth mindset, adaptability and enthusiasm for building competence.

Watch for overuse

The next learning opportunity can be more exciting than applying what has already been learned.

Works best with

Fresh information, stretch assignments and visible progress in mastery.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What do we need to learn in order to do this better?

Team Connections

Anita7/10 shared

· · · · · ·

Charley7/10 shared

· · · · · ·

Delaine7/10 shared

· · · · · ·

Susan7/10 shared

· · · · · ·

Tabitha7/10 shared

· · · · · ·

How the ranked pattern works together

Kathie’s Top 10 is led by Relationship Building (6 of 10). The first five: , , , , : should be read as a sequence of available talent themes, not five isolated job labels. The lower-ranked themes are not automatic weaknesses.

Official lensGallup · Four Domains of CliftonStrengthsTeam useGallup · CliftonStrengths Team Grid

Cross-assessment synthesis

Encouraging need-sensor who creates safety, hope and practical support around meaningful work.

4 of 4 lenses

Kathie combines Wonder + Enablement with INFJ-A, Knower and a highly relational CliftonStrengths Top 10 led by , , , , , and . The likely pattern is noticing a meaningful need, holding a hopeful picture of growth and helping people engage with it. Her influence may be quieter and more trust-based than performative. She can help the team ask why the work matters and create the relational conditions to continue.

CliftonStrengths: · · · · Created to Hear God: KnowerPersonality: INFJ-AWorking Genius: Genius EW · Competency TG · Frustration DI

Where this combination can add value

Notice the unmet need behind discouragement and reconnect the team to purpose and possibility.
Develop people through encouragement, consistency, close trust and practical assistance.
Balance a Knower’s conviction with relational sensitivity and a hopeful tone.

Friction and overuse to watch

Discernment and Invention are frustrations, so she should not be expected to judge every idea or produce the solution from a blank page.
Enablement, and can make support requests accumulate faster than capacity is discussed.
may move toward encouragement before a hard emotion or disagreement has been fully heard.

Working agreement

Use Kathie in discovery interviews, team health checks and early problem framing.
Pair with an Invention owner and Anita or Delaine for evaluation.
Make support finite: name the person, task, time window and handoff point.
Before reframing positively, ask whether the concern has been understood accurately.

Questions for Kathie

What need is underneath this discouragement?
Who needs support, and what is the boundary of that support?
Have we heard the hard part before we move to hope?

Confidence, method and research boundary

Four summary results are available. Personality percentages and the full Working Genius narrative are not supplied.

Collaboration starting points

Likely Working Partners

These three teammates have the strongest signals in the supplied results for shared language or complementary workflow energy with Kathie. Open a name to compare the full profiles.

Anita

shared Clifton themes: , , , ; shared energy in Wonder; Anita can supply Discernment.

Workflow bridge: shared energy in Wonder; Anita can supply Discernment
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Delaine

shared Clifton themes: , , , ; shared energy in Enablement; Delaine can supply Discernment.

Workflow bridge: shared energy in Enablement; Delaine can supply Discernment
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Abby

shared Clifton themes: , , , ; Kathie can supply Enablement, Wonder; Abby can supply Invention.

Workflow bridge: Kathie can supply Enablement, Wonder; Abby can supply Invention
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

How these suggestions were formed

Created to Hear God

Knower

Supplied primary spiritual modality. This faith-oriented framework describes ways of recognizing spiritual guidance.

M2 reflection: How do you recognize spiritual guidance, and how do you make room for someone who describes that experience differently?

Havilah Cunnington’s framework names Knower, Feeler, Seer, and Hearer. Only the primary label is supplied here; no secondary modality or numerical score is inferred.

Primary modality in practice

The framework describes a Knower as recognizing guidance through an inner conviction or sudden sense of knowing.

Watch: A conclusion may arrive before an explanation, so others can experience it as final or difficult to examine.
Discernment practice: Name the impression and its confidence level, allow time, and test it with Scripture, wise counsel, circumstances and the wider community.

This is a faith-oriented reflection lens. A primary modality is not spiritual authority, proof of accuracy or a work-performance measure. Created to Hear God · Study overview

Personality Type

INFJ-A · Advocate

Diplomat · Confident Individualism

Introverted · Intuitive · Feeling · Judging · Assertive

Type code received. Individual trait percentages are pending.

Role and strategy: derived from supplied type code. Full narrative report detail has not been supplied.

16Personalities / NERIS. Framework and trait definitions.

INFJ-A · Advocate at work

A quiet, purpose-driven and insightful pattern that often combines long-range imagination with close attention to people and values.

Potential overuse: Unspoken high standards, sensitivity to criticism and sustained helping can create private overload or delayed conflict.
Helpful conditions: Provide meaningful context, written preparation, a protected thinking window and explicit permission to surface concerns early.
Identity lens: Assertive describes the fifth NERIS spectrum concerning confidence, stress and feedback. It modifies the four-letter type; it is not part of official MBTI notation.

The type code is supplied, but individual trait percentages are pending; no percentages are inferred. Official INFJ profile · 16Personalities · NERIS framework reference

Working Genius

E · EnablementOffer support and assistance to move work forward.
W · WonderNotice unmet potential and ask what could be better.

Working Competency

T · TenacityFollow work through to completion and the intended result.
G · GalvanizingRally people and turn a decision into action.

Working Frustration

D · DiscernmentEvaluate ideas and use judgment to guide decisions.
I · InventionCreate original ideas and possible solutions.

Genius: naturally energizing work. Competency: work you can do, though prolonged use may tire you. Frustration: work that tends to drain energy.

Summary results received. Full individual report detail is pending.

Type descriptions summarize the official Working Genius framework; they are general explanations, not quotations from an individual report.

Energy pattern across the WIDGET cycle

Genius: Enablement: provide responsive support during implementation; Wonder: identify the need, question or opportunity. These are the two stages the framework expects to be most energizing.
Competency: Tenacity: drive the work to completion and results; Galvanizing: create energy and movement around a decision. Capability does not guarantee sustained energy.
Frustration: Discernment: evaluate fit, quality and workability; Invention: generate an original response or possible solution. Repeated ownership here may be draining even when skill is present.

Use the pattern to design roles and handoffs, not to excuse essential work or rank people. Full individual report detail remains pending. Working Genius · WIDGET framework article

FCC Assessment Profile

Phyllis

Back to Team Matrix

Assessment Summary

CliftonStrengths: · · …
Created to Hear God: Feeler
Personality Type: ENFJ-T
Working Genius: Genius T + ECompetency I + DFrustration W + G

CliftonStrengths Profile

CliftonStrengths

#1 #2 #3

Top-10 domain composition

Leading domainExecuting + Relationship Building

Domain breadth4 of 4

Most shared theme

Distinctive themesShared profile

Ranked Top 10

1 Thinking · shared with 1 teammateDetails

Looks backward to understand the present, drawing meaning from history, precedent and how things developed.

Likely contribution

Institutional memory, perspective and lessons from what has already been tried.

Watch for overuse

Past precedent can receive too much weight when the current situation requires a new pattern.

Works best with

Background information, origin stories and enough history to understand why the current system exists.

Team frequency

2 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What can the history of this issue teach us before we decide?

2Relationship Building · shared with 8 teammatesDetails

Recognizes potential in other people and notices meaningful signs of learning, growth and improvement.

Likely contribution

Coaching, encouragement, patient investment and attention to progress that others may overlook.

Watch for overuse

Investment in another person's potential can make it harder to set limits when progress is too slow or expectations are not being met.

Works best with

People to develop, visible markers of progress and permission to invest time in growth.

Team frequency

9 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What growth can we notice and reinforce here?

3Executing · shared with 4 teammatesDetails

Coordinates people, resources and moving parts, often reconfiguring them until the pieces work well together.

Likely contribution

Flexible organization, orchestration and comfort with operational complexity.

Watch for overuse

Frequent reconfiguration can feel unpredictable to people who prefer stable routines.

Works best with

A complex problem with room to adjust roles, resources or sequencing as new information appears.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: How could we rearrange the pieces to make this work better?

4Executing · shared with 7 teammatesDetails

Takes personal ownership of commitments and feels a strong obligation to follow through on what has been promised.

Likely contribution

Dependability, trustworthiness, follow-through and strong ownership of commitments.

Watch for overuse

A strong sense of obligation can lead to overcommitment, difficulty saying no or taking on work that belongs elsewhere.

Works best with

Clear ownership, freedom to keep commitments in a personally accountable way and permission to renegotiate capacity early.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What am I truly committing to, and what belongs to someone else?

5Relationship Building · shared with 7 teammatesDetails

Reads emotional cues and can understand what another person may be feeling from inside that person's experience.

Likely contribution

Emotional awareness, attunement and sensitivity to how decisions or interactions affect people.

Watch for overuse

Carrying the emotions of others can become draining, and emotional insight still needs to be paired with boundaries and facts.

Works best with

Space to acknowledge emotion honestly and use that information without being required to fix every feeling.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What might people be feeling that has not been said yet?

6Influencing · shared with 2 teammatesDetails

Enjoys meeting new people, creating quick rapport and turning unfamiliar interactions into connection.

Likely contribution

Networking, approachability, social energy and ease opening doors with new people.

Watch for overuse

Breadth of connection can sometimes receive more energy than deeper follow-through with existing relationships.

Works best with

New people, new rooms and opportunities to represent the team or open a relationship.

Team frequency

3 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Who do we need to connect with next, and how can we open that door?

7 Thinking · shared with 4 teammatesDetails

Rapidly sees patterns and alternative routes, then selects a path that appears most workable.

Likely contribution

Options, anticipation, pattern recognition and the ability to route around obstacles.

Watch for overuse

Fast internal pattern recognition can look like sudden course changes if the reasoning is not made visible to others.

Works best with

Freedom to consider alternatives and adjust direction when new information changes the best path.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What other route could get us to the same outcome?

8Executing · shared with 10 teammatesDetails

Operates from enduring values and is energized by work that connects to a meaningful purpose.

Likely contribution

Conviction, purpose, values clarity and consistency about what matters.

Watch for overuse

Strong convictions can make compromise difficult when an issue touches a core value.

Works best with

A clear connection between daily work, organizational purpose and the people being served.

Team frequency

11 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Which value are we protecting with this decision?

9Influencing · shared with 4 teammatesDetails

Naturally turns ideas into words and often helps make information understandable, memorable or engaging.

Likely contribution

Clarity, explanation, storytelling and the ability to give language to what the group is experiencing.

Watch for overuse

Strong verbal processing can sometimes outrun listening or leave quieter voices less room.

Works best with

An audience, a message that matters and space to shape how the message will land.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What does this group most need to hear and understand?

10Relationship Building · shared with 7 teammatesDetails

Notices relationships among people, events and systems and tends to see work as part of something larger.

Likely contribution

, meaning, belonging and an instinct to connect individual actions to a wider whole.

Watch for overuse

Connections that feel obvious to one person may not be obvious to everyone else.

Works best with

Opportunities to link people and tasks to shared purpose, community or broader impact.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: How is this connected to the larger mission?

Team Connections

Abby7/10 shared

· · · · · ·

Annette7/10 shared

· · · · · ·

Jamey7/10 shared

· · · · · ·

Anita6/10 shared

· · · · ·

Tabitha6/10 shared

· · · · ·

How the ranked pattern works together

Phyllis’s Top 10 is led by Executing + Relationship Building (3 of 10). The first five: , , , , : should be read as a sequence of available talent themes, not five isolated job labels. The lower-ranked themes are not automatic weaknesses.

Official lensGallup · Four Domains of CliftonStrengthsTeam useGallup · CliftonStrengths Team Grid

Cross-assessment synthesis

Relational finisher who organizes people and resources around a clear result.

4 of 4 lenses

Phyllis has Tenacity + Enablement, an ENFJ-T profile that is strongly Extraverted and Judging, a Feeler modality, and Clifton themes including , , , , , , and . This is a strong implementation pattern: understand the people and history, arrange the moving pieces, support contributors and keep the result in view. Her social presence can make completion feel coordinated rather than merely enforced.

CliftonStrengths: · · · · Created to Hear God: FeelerPersonality: ENFJ-TWorking Genius: Genius TE · Competency ID · Frustration WG

Where this combination can add value

Turn a selected idea into organized work with clear follow-through, communication and support.
Use and to connect today’s plan to what has already been learned.
Maintain morale and relationships while holding the group to an outcome.

Friction and overuse to watch

Wonder and Galvanizing are frustrations. Extraversion or charisma should not be mistaken for enjoyment of open-ended problem finding or repeated rallying.
Turbulent identity, and can drive overpreparation, emotional carrying or taking over when others lag.
Strong Judging may want closure while Prospecting teammates are still exploring alternatives.

Working agreement

Bring Phyllis in once the problem and chosen direction are clear enough to organize.
Let Abby own the launch; let Phyllis translate momentum into assignments, support and finish criteria.
Use change-control rules so a new idea does not repeatedly reset execution.
Review workload in visible units so helping does not become hidden ownership.

Questions for Phyllis

What has to be organized for this to finish well?
Which past lesson should shape this plan?
Am I supporting the owner or becoming the owner?

Confidence, method and research boundary

Four results are available, including five supplied personality percentages. The full Working Genius narrative is pending.

Collaboration starting points

Likely Working Partners

These three teammates have the strongest signals in the supplied results for shared language or complementary workflow energy with Phyllis. Open a name to compare the full profiles.

Jamey

shared Clifton themes: , , , ; shared energy in Enablement; Phyllis can supply Tenacity.

Workflow bridge: shared energy in Enablement; Phyllis can supply Tenacity
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Abby

shared Clifton themes: , , , ; Phyllis can supply Enablement; Abby can supply Galvanizing.

Workflow bridge: Phyllis can supply Enablement; Abby can supply Galvanizing
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Tabitha

shared Clifton themes: , , , ; shared energy in Enablement, Tenacity; both use the Diplomat role lens.

Workflow bridge: shared energy in Enablement, Tenacity
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

How these suggestions were formed

Created to Hear God

Feeler

Supplied primary spiritual modality. This faith-oriented framework describes ways of recognizing spiritual guidance.

M2 reflection: How do you recognize spiritual guidance, and how do you make room for someone who describes that experience differently?

Havilah Cunnington’s framework names Knower, Feeler, Seer, and Hearer. Only the primary label is supplied here; no secondary modality or numerical score is inferred.

Primary modality in practice

The framework describes a Feeler as noticing guidance through emotion, compassion, atmosphere or bodily sensation.

Watch: Strong feeling can be confused with certainty, and the emotional climate of other people can be carried as personal responsibility.
Discernment practice: Distinguish observation from interpretation, check whose emotion is present, use boundaries, and seek corroboration before action.

This is a faith-oriented reflection lens. A primary modality is not spiritual authority, proof of accuracy or a work-performance measure. Created to Hear God · Study overview

Personality Type

ENFJ-T · Protagonist

Diplomat · Social Engagement

Energy · Extraverted89%

89%

Mind · Intuitive57%

57%

Nature · Feeling52%

52%

Tactics · Judging89%

89%

Identity · Turbulent67%

67%

Percentages are the supplied scores for the named side of each trait. They are not team averages or performance ratings.

Role and strategy: user-supplied result. Full narrative report detail has not been supplied.

16Personalities / NERIS. Framework and trait definitions.

ENFJ-T · Protagonist at work

A people-centered, expressive and organized pattern that often develops others, aligns action with values and brings visible relational leadership.

Potential overuse: for other people can spread too far, strong ideals can intensify disagreement, and support can turn into overfunctioning.
Helpful conditions: Clarify ownership, cap concurrent commitments, invite dissent without moralizing it, and protect recovery after high-contact work.
Identity lens: Turbulent describes the fifth NERIS spectrum concerning confidence, stress and feedback. It modifies the four-letter type; it is not part of official MBTI notation.

Five trait percentages are supplied and shown above. Official ENFJ profile · 16Personalities · NERIS framework reference

Working Genius

T · TenacityFollow work through to completion and the intended result.
E · EnablementOffer support and assistance to move work forward.

Working Competency

I · InventionCreate original ideas and possible solutions.
D · DiscernmentEvaluate ideas and use judgment to guide decisions.

Working Frustration

W · WonderNotice unmet potential and ask what could be better.
G · GalvanizingRally people and turn a decision into action.

Genius: naturally energizing work. Competency: work you can do, though prolonged use may tire you. Frustration: work that tends to drain energy.

Summary results received. Full individual report detail is pending.

Type descriptions summarize the official Working Genius framework; they are general explanations, not quotations from an individual report.

Energy pattern across the WIDGET cycle

Genius: Tenacity: drive the work to completion and results; Enablement: provide responsive support during implementation. These are the two stages the framework expects to be most energizing.
Competency: Invention: generate an original response or possible solution; Discernment: evaluate fit, quality and workability. Capability does not guarantee sustained energy.
Frustration: Wonder: identify the need, question or opportunity; Galvanizing: create energy and movement around a decision. Repeated ownership here may be draining even when skill is present.

Use the pattern to design roles and handoffs, not to excuse essential work or rank people. Full individual report detail remains pending. Working Genius · WIDGET framework article

SPhoto pending

FCC Assessment Profile

Sharon

Back to Team Matrix

Assessment Summary

CliftonStrengths: · · …
Created to Hear God: Results pending
Personality Type: Results pending
Working Genius: Results pending

CliftonStrengths Profile

CliftonStrengths

#1 #2 #3

Top-10 domain composition

Leading domainExecuting

Domain breadth4 of 4

Most shared theme

Distinctive themes,

Ranked Top 10

1Executing · shared with 4 teammatesDetails

Values fairness, predictability and clear expectations that apply reliably across people and situations.

Likely contribution

Stable processes, equity, understandable rules and operational predictability.

Watch for overuse

Necessary exceptions can feel uncomfortable or inconsistent even when circumstances genuinely differ.

Works best with

Clear standards, repeatable processes and transparency about how decisions are made.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What rule or standard would make this fair and repeatable?

2 Thinking · shared with 4 teammatesDetails

Rapidly sees patterns and alternative routes, then selects a path that appears most workable.

Likely contribution

Options, anticipation, pattern recognition and the ability to route around obstacles.

Watch for overuse

Fast internal pattern recognition can look like sudden course changes if the reasoning is not made visible to others.

Works best with

Freedom to consider alternatives and adjust direction when new information changes the best path.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What other route could get us to the same outcome?

3Executing · shared with 10 teammatesDetails

Operates from enduring values and is energized by work that connects to a meaningful purpose.

Likely contribution

Conviction, purpose, values clarity and consistency about what matters.

Watch for overuse

Strong convictions can make compromise difficult when an issue touches a core value.

Works best with

A clear connection between daily work, organizational purpose and the people being served.

Team frequency

11 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Which value are we protecting with this decision?

4 Thinking · shared with 4 teammatesDetails

Is energized by the process of learning, improving and gaining new understanding or capability.

Likely contribution

Curiosity, growth mindset, adaptability and enthusiasm for building competence.

Watch for overuse

The next learning opportunity can be more exciting than applying what has already been learned.

Works best with

Fresh information, stretch assignments and visible progress in mastery.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What do we need to learn in order to do this better?

5Executing · shared with 7 teammatesDetails

Takes personal ownership of commitments and feels a strong obligation to follow through on what has been promised.

Likely contribution

Dependability, trustworthiness, follow-through and strong ownership of commitments.

Watch for overuse

A strong sense of obligation can lead to overcommitment, difficulty saying no or taking on work that belongs elsewhere.

Works best with

Clear ownership, freedom to keep commitments in a personally accountable way and permission to renegotiate capacity early.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What am I truly committing to, and what belongs to someone else?

6Relationship Building · shared with 7 teammatesDetails

Prefers authentic, trusted relationships and finds satisfaction in doing meaningful work with people known well.

Likely contribution

Trust, loyalty, candor and depth in one-to-one or close-team relationships.

Watch for overuse

A natural preference for depth with known people can sometimes be perceived as selectivity by newer or less familiar teammates.

Works best with

Time for genuine relationship, shared effort and conversations that move beyond the surface.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What would greater trust allow us to say or do?

7Relationship Building · shared with 7 teammatesDetails

Notices relationships among people, events and systems and tends to see work as part of something larger.

Likely contribution

, meaning, belonging and an instinct to connect individual actions to a wider whole.

Watch for overuse

Connections that feel obvious to one person may not be obvious to everyone else.

Works best with

Opportunities to link people and tasks to shared purpose, community or broader impact.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: How is this connected to the larger mission?

8Influencing · shared with 0 teammatesDetails

Moves quickly from thinking to doing and learns by putting ideas into motion.

Likely contribution

Urgency, forward movement and willingness to start before every detail is settled.

Watch for overuse

Speed can outrun alignment, preparation or the processing pace of teammates.

Works best with

A clear decision point and permission to turn discussion into the next concrete action.

Team frequency

1 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What is the smallest useful action we can take today?

9Relationship Building · shared with 3 teammatesDetails

Looks for practical common ground and prefers progress through agreement rather than unnecessary conflict.

Likely contribution

Consensus-building, de-escalation and attention to where people can agree and move forward.

Watch for overuse

Important disagreement can be softened or postponed when the team actually needs candid conflict.

Works best with

A shared objective and a practical path that different viewpoints can support.

Team frequency

4 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Where do we already agree, and what can we build from there?

10Executing · shared with 0 teammatesDetails

Creates order through structure, routine and careful organization.

Likely contribution

Reliability, precision, repeatable systems and reduced ambiguity around how work gets done.

Watch for overuse

Frequent interruption or sudden change can create unnecessary friction or stress.

Works best with

An organized environment, known routines and the ability to prepare ahead of time.

Team frequency

1 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What structure would make this easier to repeat well?

How the ranked pattern works together

Sharon’s Top 10 is led by Executing (4 of 10). The first five: , , , , : should be read as a sequence of available talent themes, not five isolated job labels. The lower-ranked themes are not automatic weaknesses.

Official lensGallup · Four Domains of CliftonStrengthsTeam useGallup · CliftonStrengths Team Grid

Cross-assessment synthesis

Structured mission-centered executor with strategic range; broader cross-assessment picture remains open.

1 of 4 lenses

Sharon’s Top 10 combines , , , , , , , , and . The pattern suggests access to standards, routes, purpose, dependable ownership and action, supported by trusted relationships and learning. plus is a useful tension: start movement, then give it structure. Because three assessments are missing, the dashboard should not infer whether this work energizes her, how she prefers to process socially, or how she describes spiritual guidance.

CliftonStrengths: · · · · Created to Hear God: pendingPersonality: pendingWorking Genius: pending

Where this combination can add value

Create fair, repeatable structure while keeping the work connected to mission and trusted relationships.
See an alternative route, begin the next action and use / to stabilize it.
Bring practical common ground to a decision without losing the need to learn and adjust.

Friction and overuse to watch

and may experience frequent exceptions or midstream changes as unnecessary disorder.
can soften needed disagreement; can then move before the disagreement has been made explicit.
The missing lenses make any claim about motivation, personality or work frustration premature.

Working agreement

Invite Sharon to define the standard, the next action and the repeatable process.
Explain exceptions transparently and name what remains consistent.
Ask directly for dissent before action begins.
Revisit this analysis when the other three results are supplied; do not assign a WIDGET stage from CliftonStrengths.

Questions for Sharon

What standard should apply consistently?
What is the next action and the repeatable process?
What would the missing assessments change about this hypothesis?

Confidence, method and research boundary

Only CliftonStrengths is currently supplied. Created to Hear God, Personality Type and Working Genius remain pending, so this is a bounded CliftonStrengths reading.

Collaboration starting points

Likely Working Partners

These three teammates have the strongest signals in the supplied results for shared language or complementary workflow energy with Sharon. Open a name to compare the full profiles.

Delaine

shared Clifton themes: , , , .

Workflow bridge: Use their shared themes to establish trust, then assign ownership by the demands of the work.
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Kathie

shared Clifton themes: , , , .

Workflow bridge: Use their shared themes to establish trust, then assign ownership by the demands of the work.
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Anita

shared Clifton themes: , , , .

Workflow bridge: Use their shared themes to establish trust, then assign ownership by the demands of the work.
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

How these suggestions were formed

Created to Hear God

Results pending

This result has not yet been supplied.

Havilah Cunnington’s framework names Knower, Feeler, Seer, and Hearer. Only the primary label is supplied here; no secondary modality or numerical score is inferred.

Analysis boundary

No primary modality is supplied. The dashboard does not infer one from CliftonStrengths, personality or Working Genius.

Personality Type

Results pending

This result has not yet been supplied.

16Personalities / NERIS. Framework and trait definitions.

Analysis boundary

No type result is supplied. The dashboard does not infer a code from the other assessments.

Working Genius

Results pending

This result has not yet been supplied.

Type descriptions summarize the official Working Genius framework; they are general explanations, not quotations from an individual report.

Analysis boundary

No Working Genius result is supplied. The dashboard does not infer genius, competency or frustration from another assessment.

FCC Assessment Profile

Susan

Back to Team Matrix

Assessment Summary

CliftonStrengths: · · …
Created to Hear God: Feeler
Personality Type: ESFJ-A
Working Genius: Genius T + ECompetency D + WFrustration G + I

CliftonStrengths Profile

CliftonStrengths

#1 #2 #3

Top-10 domain composition

Leading domainRelationship Building

Domain breadth3 of 4

Most shared theme

Distinctive themesShared profile

Ranked Top 10

1Relationship Building · shared with 8 teammatesDetails

Recognizes potential in other people and notices meaningful signs of learning, growth and improvement.

Likely contribution

Coaching, encouragement, patient investment and attention to progress that others may overlook.

Watch for overuse

Investment in another person's potential can make it harder to set limits when progress is too slow or expectations are not being met.

Works best with

People to develop, visible markers of progress and permission to invest time in growth.

Team frequency

9 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What growth can we notice and reinforce here?

2Executing · shared with 10 teammatesDetails

Operates from enduring values and is energized by work that connects to a meaningful purpose.

Likely contribution

Conviction, purpose, values clarity and consistency about what matters.

Watch for overuse

Strong convictions can make compromise difficult when an issue touches a core value.

Works best with

A clear connection between daily work, organizational purpose and the people being served.

Team frequency

11 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Which value are we protecting with this decision?

3Relationship Building · shared with 3 teammatesDetails

Looks for practical common ground and prefers progress through agreement rather than unnecessary conflict.

Likely contribution

Consensus-building, de-escalation and attention to where people can agree and move forward.

Watch for overuse

Important disagreement can be softened or postponed when the team actually needs candid conflict.

Works best with

A shared objective and a practical path that different viewpoints can support.

Team frequency

4 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Where do we already agree, and what can we build from there?

4Relationship Building · shared with 7 teammatesDetails

Reads emotional cues and can understand what another person may be feeling from inside that person's experience.

Likely contribution

Emotional awareness, attunement and sensitivity to how decisions or interactions affect people.

Watch for overuse

Carrying the emotions of others can become draining, and emotional insight still needs to be paired with boundaries and facts.

Works best with

Space to acknowledge emotion honestly and use that information without being required to fix every feeling.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What might people be feeling that has not been said yet?

5Relationship Building · shared with 5 teammatesDetails

Brings enthusiasm and tends to notice possibilities, energy and reasons to keep moving forward.

Likely contribution

Morale, encouragement, momentum and an ability to help work feel engaging.

Watch for overuse

Hard emotions or legitimate concerns may need more room before the group is ready to reframe positively.

Works best with

Freedom to celebrate progress, recognize people and create energy around meaningful work.

Team frequency

6 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What is working that we can build on?

6Executing · shared with 2 teammatesDetails

Works with strong internal drive and gains satisfaction from productive effort and progress.

Likely contribution

Sustained effort, momentum and a visible bias toward completion.

Watch for overuse

Activity can become its own measure of success; recovery time or lower-volume work may feel unproductive.

Works best with

Clear outcomes, room to set a productive pace and a meaningful workload.

Team frequency

3 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Which result deserves your energy most right now?

7Relationship Building · shared with 7 teammatesDetails

Prefers authentic, trusted relationships and finds satisfaction in doing meaningful work with people known well.

Likely contribution

Trust, loyalty, candor and depth in one-to-one or close-team relationships.

Watch for overuse

A natural preference for depth with known people can sometimes be perceived as selectivity by newer or less familiar teammates.

Works best with

Time for genuine relationship, shared effort and conversations that move beyond the surface.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What would greater trust allow us to say or do?

8Executing · shared with 7 teammatesDetails

Takes personal ownership of commitments and feels a strong obligation to follow through on what has been promised.

Likely contribution

Dependability, trustworthiness, follow-through and strong ownership of commitments.

Watch for overuse

A strong sense of obligation can lead to overcommitment, difficulty saying no or taking on work that belongs elsewhere.

Works best with

Clear ownership, freedom to keep commitments in a personally accountable way and permission to renegotiate capacity early.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What am I truly committing to, and what belongs to someone else?

9Executing · shared with 4 teammatesDetails

Values fairness, predictability and clear expectations that apply reliably across people and situations.

Likely contribution

Stable processes, equity, understandable rules and operational predictability.

Watch for overuse

Necessary exceptions can feel uncomfortable or inconsistent even when circumstances genuinely differ.

Works best with

Clear standards, repeatable processes and transparency about how decisions are made.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What rule or standard would make this fair and repeatable?

10Influencing · shared with 4 teammatesDetails

Naturally turns ideas into words and often helps make information understandable, memorable or engaging.

Likely contribution

Clarity, explanation, storytelling and the ability to give language to what the group is experiencing.

Watch for overuse

Strong verbal processing can sometimes outrun listening or leave quieter voices less room.

Works best with

An audience, a message that matters and space to shape how the message will land.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What does this group most need to hear and understand?

How the ranked pattern works together

Susan’s Top 10 is led by Relationship Building (5 of 10). The first five: , , , , : should be read as a sequence of available talent themes, not five isolated job labels. The lower-ranked themes are not automatic weaknesses.

Official lensGallup · Four Domains of CliftonStrengthsTeam useGallup · CliftonStrengths Team Grid

Cross-assessment synthesis

People-centered finisher who supports steady implementation and dependable care.

4 of 4 lenses

Susan's Tenacity + Enablement pair is reinforced by , and , while , , , , and keep the work relational. Her supplied ESFJ-A result adds Extraverted, Observant, Feeling, Judging and Assertive preferences, with Judging the clearest reported preference at 75%. The Feeler quiz describes emotion, empathy and compassion as ways she may notice spiritual guidance. A useful working hypothesis is steady, encouraging implementation that keeps people informed and supported; test the fit with Susan and do not treat either quiz as proof of work performance or spiritual authority.

CliftonStrengths: · · · · Created to Hear God: FeelerPersonality: ESFJ-AWorking Genius: Genius TE · Competency DW · Frustration GI

Where this combination can add value

Translate a clear decision into dependable support, visible progress and completed work.
Maintain cohesion through empathy, encouragement, communication and practical common ground.
Use to make successful support repeatable rather than dependent on personal rescue.

Friction and overuse to watch

Galvanizing and Invention are frustrations, so blank-page ideation and public mobilization should be owned elsewhere.
Enablement plus and can create automatic yeses, hidden load or reluctance to renegotiate a commitment.
A strong helping pattern can mask whether the original owner is still accountable.

Working agreement

Give Susan a selected direction, a named owner, an explicit support request and a definition of done.
Pair with Abby or Annette for ideas and Abby for launch energy.
Use workload limits and a visible handback point for every support assignment.
Build the successful method into a standard process after completion.

Questions for Susan

What exactly am I enabling, and for how long?
Who still owns the result?
What should become a repeatable process after this is complete?

Confidence, method and research boundary

All four assessment summaries are now supplied. Susan's Feeler result includes a short quiz description and her ESFJ-A result includes five trait percentages; full narrative reports are not supplied.

Collaboration starting points

Likely Working Partners

These three teammates have the strongest signals in the supplied results for shared language or complementary workflow energy with Susan. Open a name to compare the full profiles.

Abby

shared Clifton themes: , , , ; Susan can supply Enablement; Abby can supply Galvanizing, Invention.

Workflow bridge: Susan can supply Enablement; Abby can supply Galvanizing, Invention
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Annette

shared Clifton themes: , , , ; shared energy in Enablement; Annette can supply Invention.

Workflow bridge: shared energy in Enablement; Annette can supply Invention
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Jamey

shared Clifton themes: , , , ; shared energy in Enablement; Susan can supply Tenacity.

Workflow bridge: shared energy in Enablement; Susan can supply Tenacity
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

How these suggestions were formed

Created to Hear God

Feeler

Susan’s supplied quiz description: The quiz describes noticing God's presence and guidance through emotions, empathy and compassion, and responding in prayer.

Supplied primary spiritual modality. This faith-oriented framework describes ways of recognizing spiritual guidance.

M2 reflection: How do you recognize spiritual guidance, and how do you make room for someone who describes that experience differently?

Havilah Cunnington’s framework names Knower, Feeler, Seer, and Hearer. Only the primary label is supplied here; no secondary modality or numerical score is inferred.

Primary modality in practice

The framework describes a Feeler as noticing guidance through emotion, compassion, atmosphere or bodily sensation.

Watch: Strong feeling can be confused with certainty, and the emotional climate of other people can be carried as personal responsibility.
Discernment practice: Distinguish observation from interpretation, check whose emotion is present, use boundaries, and seek corroboration before action.

This is a faith-oriented reflection lens. A primary modality is not spiritual authority, proof of accuracy or a work-performance measure. Created to Hear God · Study overview

Personality Type

ESFJ-A · Consul

Sentinel · People Mastery

Energy · Extraverted64%

64%

Mind · Observant58%

58%

Nature · Feeling52%

52%

Tactics · Judging75%

75%

Identity · Assertive67%

67%

Percentages are the supplied scores for the named side of each trait. They are not team averages or performance ratings.

Role and strategy: user-supplied result. Full narrative report detail has not been supplied.

16Personalities / NERIS. Framework and trait definitions.

ESFJ-A · Consul at work

A caring, sociable pattern that often strengthens community through practical support, shared expectations, and attention to belonging.

Potential overuse: Disapproval or unresolved conflict can carry extra weight, and helping everyone can stretch capacity or blur ownership.
Helpful conditions: Name the shared expectation, acknowledge people directly, and make boundaries and responsibilities safe to discuss.
Identity lens: Assertive describes the fifth NERIS spectrum concerning confidence, stress and feedback. It modifies the four-letter type; it is not part of official MBTI notation.

5 trait percentages supplied. Official ESFJ profile · 16Personalities · NERIS framework reference

Working Genius

T · TenacityFollow work through to completion and the intended result.
E · EnablementOffer support and assistance to move work forward.

Working Competency

D · DiscernmentEvaluate ideas and use judgment to guide decisions.
W · WonderNotice unmet potential and ask what could be better.

Working Frustration

G · GalvanizingRally people and turn a decision into action.
I · InventionCreate original ideas and possible solutions.

Genius: naturally energizing work. Competency: work you can do, though prolonged use may tire you. Frustration: work that tends to drain energy.

Summary results received. Full individual report detail is pending.

Type descriptions summarize the official Working Genius framework; they are general explanations, not quotations from an individual report.

Energy pattern across the WIDGET cycle

Genius: Tenacity: drive the work to completion and results; Enablement: provide responsive support during implementation. These are the two stages the framework expects to be most energizing.
Competency: Discernment: evaluate fit, quality and workability; Wonder: identify the need, question or opportunity. Capability does not guarantee sustained energy.
Frustration: Galvanizing: create energy and movement around a decision; Invention: generate an original response or possible solution. Repeated ownership here may be draining even when skill is present.

Use the pattern to design roles and handoffs, not to excuse essential work or rank people. Full individual report detail remains pending. Working Genius · WIDGET framework article

TPhoto pending

FCC Assessment Profile

Tabitha

Back to Team Matrix

Assessment Summary

CliftonStrengths: · · …
Created to Hear God: Knower
Personality Type: ENFJ-A
Working Genius: Genius E + TCompetency W + DFrustration G + I

CliftonStrengths Profile

CliftonStrengths

#1 #2 #3

Top-10 domain composition

Leading domainRelationship Building

Domain breadth2 of 4

Most shared theme

Distinctive themes

Ranked Top 10

1Executing · shared with 7 teammatesDetails

Takes personal ownership of commitments and feels a strong obligation to follow through on what has been promised.

Likely contribution

Dependability, trustworthiness, follow-through and strong ownership of commitments.

Watch for overuse

A strong sense of obligation can lead to overcommitment, difficulty saying no or taking on work that belongs elsewhere.

Works best with

Clear ownership, freedom to keep commitments in a personally accountable way and permission to renegotiate capacity early.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What am I truly committing to, and what belongs to someone else?

2Relationship Building · shared with 8 teammatesDetails

Recognizes potential in other people and notices meaningful signs of learning, growth and improvement.

Likely contribution

Coaching, encouragement, patient investment and attention to progress that others may overlook.

Watch for overuse

Investment in another person's potential can make it harder to set limits when progress is too slow or expectations are not being met.

Works best with

People to develop, visible markers of progress and permission to invest time in growth.

Team frequency

9 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What growth can we notice and reinforce here?

3Relationship Building · shared with 0 teammatesDetails

Notice what makes each person different and consider how their talents can work together.

Likely contribution

Tailor support and partnerships to individual strengths, motivations, and ways of working.

Watch for overuse

Make shared expectations clear so tailored support does not appear inconsistent or preferential.

Works best with

Time to understand each person and opportunities to pair complementary strengths.

Team frequency

1 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: How could you adapt your support to one teammate while keeping the team’s shared expectations clear?

4Executing · shared with 10 teammatesDetails

Operates from enduring values and is energized by work that connects to a meaningful purpose.

Likely contribution

Conviction, purpose, values clarity and consistency about what matters.

Watch for overuse

Strong convictions can make compromise difficult when an issue touches a core value.

Works best with

A clear connection between daily work, organizational purpose and the people being served.

Team frequency

11 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: Which value are we protecting with this decision?

5Relationship Building · shared with 7 teammatesDetails

Prefers authentic, trusted relationships and finds satisfaction in doing meaningful work with people known well.

Likely contribution

Trust, loyalty, candor and depth in one-to-one or close-team relationships.

Watch for overuse

A natural preference for depth with known people can sometimes be perceived as selectivity by newer or less familiar teammates.

Works best with

Time for genuine relationship, shared effort and conversations that move beyond the surface.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What would greater trust allow us to say or do?

6Relationship Building · shared with 7 teammatesDetails

Reads emotional cues and can understand what another person may be feeling from inside that person's experience.

Likely contribution

Emotional awareness, attunement and sensitivity to how decisions or interactions affect people.

Watch for overuse

Carrying the emotions of others can become draining, and emotional insight still needs to be paired with boundaries and facts.

Works best with

Space to acknowledge emotion honestly and use that information without being required to fix every feeling.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What might people be feeling that has not been said yet?

7Relationship Building · shared with 5 teammatesDetails

Brings enthusiasm and tends to notice possibilities, energy and reasons to keep moving forward.

Likely contribution

Morale, encouragement, momentum and an ability to help work feel engaging.

Watch for overuse

Hard emotions or legitimate concerns may need more room before the group is ready to reframe positively.

Works best with

Freedom to celebrate progress, recognize people and create energy around meaningful work.

Team frequency

6 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What is working that we can build on?

8Relationship Building · shared with 7 teammatesDetails

Notices relationships among people, events and systems and tends to see work as part of something larger.

Likely contribution

, meaning, belonging and an instinct to connect individual actions to a wider whole.

Watch for overuse

Connections that feel obvious to one person may not be obvious to everyone else.

Works best with

Opportunities to link people and tasks to shared purpose, community or broader impact.

Team frequency

8 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: How is this connected to the larger mission?

9Executing · shared with 4 teammatesDetails

Coordinates people, resources and moving parts, often reconfiguring them until the pieces work well together.

Likely contribution

Flexible organization, orchestration and comfort with operational complexity.

Watch for overuse

Frequent reconfiguration can feel unpredictable to people who prefer stable routines.

Works best with

A complex problem with room to adjust roles, resources or sequencing as new information appears.

Team frequency

5 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: How could we rearrange the pieces to make this work better?

10Executing · shared with 1 teammateDetails

Is energized by finding what is not working, diagnosing the problem and improving or repairing it.

Likely contribution

Problem solving, recovery, troubleshooting and persistence with difficult issues.

Watch for overuse

A problem-solving lens can keep attention on what is broken when the team also needs to notice what is already strong.

Works best with

A real problem to solve, access to the facts and enough ownership to test a fix.

Team frequency

2 of 11 assessed FCC team members have in their Top 10.

M2 reflection question: What is actually causing the problem, not just showing the symptom?

Team Connections

Anita7/10 shared

· · · · · ·

Kathie7/10 shared

· · · · · ·

Abby6/10 shared

· · · · ·

Phyllis6/10 shared

· · · · ·

Susan6/10 shared

· · · · ·

From Tabitha’s supplied report

Report dated September 9, 2026. The following are paraphrases of personalized insights on pages 3, 5, 7–9, and 11, distinct from the general theme commentary above.

The report emphasizes dependable follow-through, keeping commitments, and using established knowledge to deliver on promises.

Her personalized insights emphasize affirming progress, celebrating contributions, and helping others build skills and confidence.

The report describes attention to individual differences and to pairing people whose talents complement one another.

Her insights connect purpose and integrity with helping people and making a meaningful difference in their lives.

The report highlights lasting relationships, knowing teammates well, and satisfaction in trusted collaboration and focused work.

View all 34 ranked themes

Ranks 1–10 are used in team comparisons. Ranks 11–34 remain available for personal reflection; lower ranks are not automatic weaknesses.

Executing
Relationship Building
Relationship Building
Executing
Relationship Building
Relationship Building
Relationship Building
Relationship Building
Executing
Executing
Thinking
Thinking
Thinking
Influencing
Thinking
Executing
Thinking
Executing
Relationship Building
Executing
Relationship Building
Thinking
Influencing
Influencing
Executing
Influencing
Executing
Influencing
Influencing
Thinking
Thinking
Relationship Building
Influencing
Influencing

Download the supplied 26-page report

How the ranked pattern works together

Tabitha’s Top 10 is led by Relationship Building (6 of 10). The first five: , , , , : should be read as a sequence of available talent themes, not five isolated job labels. The lower-ranked themes are not automatic weaknesses.

Official lensGallup · Four Domains of CliftonStrengthsTeam useGallup · CliftonStrengths Team Grid

Cross-assessment synthesis

Individualized people developer who can support, organize and finish work with confident ownership.

4 of 4 lenses

Tabitha’s Tenacity + Enablement pair aligns closely with , , , , , , and . ENFJ-A and Knower add a hypothesis of outward, values-centered relational leadership with a confident inner sense of direction. The distinctive contribution is personalization within execution: understand how each person works, arrange complementary support, repair what is blocking them and stay with the outcome. Her full 34 adds nuance, while team comparisons appropriately continue to use everyone’s Top 10.

CliftonStrengths: · · · · Created to Hear God: KnowerPersonality: ENFJ-AWorking Genius: Genius ET · Competency WD · Frustration GI

Where this combination can add value

Tailor roles and support to individuals while keeping ownership and completion visible.
Develop trust quickly through follow-through, close attention and practical problem repair.
Coordinate people and resources around a mission-centered result rather than treating everyone identically.

Friction and overuse to watch

Galvanizing and Invention are frustrations. ENFJ social leadership should not be equated with enjoying the blank page or carrying every launch.
, , and can produce overownership: fix the issue, grow the person and finish the task all at once.
A Knower/Assertive pattern may sound certain before the reasoning or evidence is visible to others.

Working agreement

Use Tabitha after direction is chosen to tailor assignments, remove obstacles and own closure.
Pair with Abby or Annette for original ideas and Abby for rallying.
Ask her to state the reasoning and evidence behind an intuitive conclusion, not only the conclusion.
Separate coaching, support and ownership so one person does not absorb all three.

Questions for Tabitha

How should this role be tailored to this person?
Which obstacle needs repair, and who owns the result?
What evidence or counsel supports the inner sense of direction?

Confidence, method and research boundary

Four results are available. CliftonStrengths includes the full 34; Personality Type has no supplied percentages; the full Working Genius narrative is pending.

Collaboration starting points

Likely Working Partners

These three teammates have the strongest signals in the supplied results for shared language or complementary workflow energy with Tabitha. Open a name to compare the full profiles.

Abby

shared Clifton themes: , , , ; Tabitha can supply Enablement; Abby can supply Galvanizing, Invention.

Workflow bridge: Tabitha can supply Enablement; Abby can supply Galvanizing, Invention
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Kathie

shared Clifton themes: , , , ; shared energy in Enablement; both use the Diplomat role lens.

Workflow bridge: shared energy in Enablement
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

Phyllis

shared Clifton themes: , , , ; shared energy in Enablement, Tenacity; both use the Diplomat role lens.

Workflow bridge: shared energy in Enablement, Tenacity
Coordination cue: Shared preferences can create speed, but ask which viewpoint is still missing.

How these suggestions were formed

Created to Hear God

Knower

Supplied primary spiritual modality. This faith-oriented framework describes ways of recognizing spiritual guidance.

M2 reflection: How do you recognize spiritual guidance, and how do you make room for someone who describes that experience differently?

Havilah Cunnington’s framework names Knower, Feeler, Seer, and Hearer. Only the primary label is supplied here; no secondary modality or numerical score is inferred.

Primary modality in practice

The framework describes a Knower as recognizing guidance through an inner conviction or sudden sense of knowing.

Watch: A conclusion may arrive before an explanation, so others can experience it as final or difficult to examine.
Discernment practice: Name the impression and its confidence level, allow time, and test it with Scripture, wise counsel, circumstances and the wider community.

This is a faith-oriented reflection lens. A primary modality is not spiritual authority, proof of accuracy or a work-performance measure. Created to Hear God · Study overview

Personality Type

ENFJ-A · Protagonist

Diplomat · People Mastery

Extraverted · Intuitive · Feeling · Judging · Assertive

Type code received. Individual trait percentages are pending.

Role and strategy: derived from supplied type code. Full narrative report detail has not been supplied.

16Personalities / NERIS. Framework and trait definitions.

ENFJ-A · Protagonist at work

A people-centered, expressive and organized pattern that often develops others, aligns action with values and brings visible relational leadership.

Potential overuse: for other people can spread too far, strong ideals can intensify disagreement, and support can turn into overfunctioning.
Helpful conditions: Clarify ownership, cap concurrent commitments, invite dissent without moralizing it, and protect recovery after high-contact work.
Identity lens: Assertive describes the fifth NERIS spectrum concerning confidence, stress and feedback. It modifies the four-letter type; it is not part of official MBTI notation.

The type code is supplied, but individual trait percentages are pending; no percentages are inferred. Official ENFJ profile · 16Personalities · NERIS framework reference

Working Genius

E · EnablementOffer support and assistance to move work forward.
T · TenacityFollow work through to completion and the intended result.

Working Competency

W · WonderNotice unmet potential and ask what could be better.
D · DiscernmentEvaluate ideas and use judgment to guide decisions.

Working Frustration

G · GalvanizingRally people and turn a decision into action.
I · InventionCreate original ideas and possible solutions.

Genius: naturally energizing work. Competency: work you can do, though prolonged use may tire you. Frustration: work that tends to drain energy.

Summary results received. Full individual report detail is pending.

Type descriptions summarize the official Working Genius framework; they are general explanations, not quotations from an individual report.

Energy pattern across the WIDGET cycle

Genius: Enablement: provide responsive support during implementation; Tenacity: drive the work to completion and results. These are the two stages the framework expects to be most energizing.
Competency: Wonder: identify the need, question or opportunity; Discernment: evaluate fit, quality and workability. Capability does not guarantee sustained energy.
Frustration: Galvanizing: create energy and movement around a decision; Invention: generate an original response or possible solution. Repeated ownership here may be draining even when skill is present.

Use the pattern to design roles and handoffs, not to excuse essential work or rank people. Full individual report detail remains pending. Working Genius · WIDGET framework article

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