personality profile

1. MARY ELIZABETH GARDEN
57% of your core value energy comes from Power and Wisdom.
Mary Elizabeth, the CVI assessmentfound you are a BUILDER-INNOVATOR.
What does this mean? This means your primary core value is Builder –A Builder’s core value energy is
Power. Power is personal energy invested to make a positive difference. You consistently take action to get
results. Your secondary core value is Innovator – An Innovator’s core value energy is Wisdom. Wisdom is
the ability to see the way things are, and discern what to do aboutit. You accurately assess situations and
provide solutions.
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2. Who I Am
Your scores indicate you have BUILDER/INNOVATOR tendencies.When you enter a room there is more power
and wisdom energy suddenly in that room. You are the presence of wise power. This is your assignment,to be the
effective presence of wise power. You look at the circumstances and situations around you through the eyes of faith
and compassion.You operate from pure intuition knowing without hesitation what needs to be done and
immediately taking action in order to create a positive result. This power energy is balanced by your reasoning and
intuitive capacity to see the way things are and to know what to do from this place of understanding,providing wise
strategies and solutions to others.Your highest and best contribution can only be made in situations in which there is
a significant and constant need for wise power.
Who you are at the deepest innate level of your human nature is the most important element in yourlife. Who you
are at this deep level, is, after all, the only thing you really contribute to this world. It is through right assignment
and effective choices that you make your highest and best contribution. This is the universal mission of all people.
The more you learn about who you really are, and how to optimize your presence in this world, the greater will be
your success,happinessand life effectiveness.
Your dominant Builder value energy is balanced by your Innovator secondary value energy. Your actions are
routinely, almost equally, guided by these two core energies. In times of distress you will usually rely on the conflict
strategies of your dominant core energy. In less critical conflicts you may use either conflict strategy given the
situation.
Your unique dominant BUILDER core energy causes you to rely upon the
following strategies for success and fulfillment.
Your cornerstone core value is power, the application of pure energy for Good. This primary driver is supported by
a strong faith in your own ability to know what to do, yourfaith that youractions are for the Good, an d your faith
that once you create change, you will know what to do next.
Accomplishing tasks now is a primary drive for you. You are practical and willing to face the truth. You are driven
to get things done. You act as soon as you know what to do. People around you know that you are generally on task.
It is important for you to be self-sufficient, without boundaries.You are strongly self-motivated.
Giving directives comes naturally to you. You like to work with things that are real and tangible. You prid e yourself
in the energy you expend on projects. Starting new projects and ventures makes you happy. You like to set things in
motion. You only work on things or projects that have real value. You want the things you do to make a tangible
difference.
You like to put things and people to work. Knowing the cost and the gain for all actions is important to you.You
like to work and you admire others who work. You generally feel that you have enough resources,energy, and drive

3. to achieve your goals.It is important for you to show good results for invested energy. There are few situations in
which you feel inadequate.You use your power, physical and personal, to get what you want.
It is important to you that you do the right thing.
Your unique secondary INNOVATOR core energy supports your dominant
BUILDER core energy.
Your second cornerstone core value is wisdom. Understanding and compassion are central to your life strategy.
Strategic thinking is your forte. You pride yourself in seeing and understanding people and situations.Development
of effective responses to situations is one of your primary contributions. You consistently observe and measure the
worth of people and things. If different things can be brought togetherfrom different resources,you will do it. You
like to communicate with visuals and descriptions.It is important for you to watch, look and listen before you act.
Finding the best solution is one of your primary contributions.Your tastes are varied and diverse. You like to
consider all the options.Rapid and clever exchange of ideas is a personaljoy and a method of work for you. You
like difficult situations and challenging questions.You are able to see the ways things are, and you know what to do
about it. You are seen as a valuable resource for leading people toward the right ideas and the right direction.
You like to lead through presentation of intelligent alternatives. Acting foolishly or illogically is not a common
experience for you. Your use everything that is available to meet requirements. You value and rely upon your
mental abilities.
BUILDERS-Your Dominant Core Energy
If you want something to get done in a business,make sure you give it to a builder. builders are the "doers" ofthe
world; a significant percentage of entrepreneurs and business leaders are builders and without them, little would get
accomplished. If you are a builder, you are successfulbecause you get things done.You know how to take action
and get results. You take personalresponsibility. You don't usually make excuses, and you are generally impatient
with those that do. You make decisions on the fly and like it that way. Your focus is short term and driven by the
sense of accomplishment in the moment.
Builders have an internal drive that allows them to be decisive, to blow through obstacles and make decisions
instantly and without hesitation. They are constantly turning their energies loose on an identified goal, and are not
willing to accept defeat, at least not gracefully. The builder's drive is to see a problem and fix it immediately. They
are not great problem solvers.They expect their energy and their work to be the solution.
Builders are powerful people. They act from their gut and trust their own judgment explicitly. This makes them very
decisive. This can be very intimidating to others. In fact, intimidation is often inherently the builder's primary way
of getting control in any situation. If the sheerpower of their personality and decisiveness is not sufficient to
maintain control, they may resort to anger or hostility. When a builder is out of control, intimidation is an effective
tool to reclaim authority.
Builders can take the vision of merchants, the solutions of innovators,the information of bankers,and put it all into
action. Builders have the power to make it happen.
It is obvious why builders make good business leaders. Bankers,merchants and innovators who have strong
secondary builder characteristics also succeed very well.
Builder Challenges
The first weakness of builder leaders is that they tend to do everything themselves. They are not effective at
teaching others because they are too impatient. Builders are so focused on getting things done right now that they
typically create an environment of crisis. They thrive as firefighters, which is useful, since their style of management
may create one fire after another.
Because of the apparent strength of builders,others tend to not stand up against them, especially when the builder is
the boss.Secretaries and bookkeepers are running many small companies, or even departments in large corporations,
because the builder strategies of these employees are allowed to exert inappropriate control.
Builders are not highly tuned toward reading the reactions and needs of others humans. Builders are not great team
players nor do their strengths lie in building a team. If a builder is good at this,he is using the merchant
(relationship) strategy or the innovator (solution)strategy to accomplish the team building "project." Builders
approach team building the way they approach any project or daily task -- get started,get moving, get on with it, and
don't wait for someone to motivate you to do it.
Builders value action and results above all other business factors.Their mode of teaching others is to push people
out of the way, take the business toolin their own hands,and say, "Just watch me do it." They then leave and expect

4. their "student" to be as proficient at the task as the builder. This often leaves the student feeling inadequate and
leaves the builder confused as to why this is the case.If builders can understand that their mode of teaching may not
be the best for the job, more often than not, wasted energy and confusion can be avoided on both sides.Builders
often confuse taking an action with getting a result. Although they tend to be very pragmatic people and bottomline
oriented, when it comes to their own performance, they are so focused on taking action that they often forget what
their mission is. They sometimes lose sight of their objectives in the heat of the moment.
Taking an action feels just as good to builders as completing a project. Given a command to get something done is a
"result" for a builder.They have experienced their energy, enjoyed the work, and feel charged with new energy
ready for the next task. They tend to overlook detail and often place less importance with results.They view too
much information as an affront to their capabilities and are impatient with innovators who spend too long reasoning
out a situation.They may also see merchants as unreliable.
Builders are impatient with the world and particularly with bankers,merchants and innovators.In other words, no
one else's values or considerations are as important to a builder as his own when he is after a specific result or
simply wants to take action.
Time is always paramount to a builder. Because builders consider merchants "light-weights" and "flakes," and
because merchants value relationships so highly, builders are not good at motivating them. This often leads the
builder to believe the merchant is wasting his valuable time.
Builders also have a low tolerance for giving instructions.They are so motivated and self-sufficient that such
instruction feels like a waste. Besides, they don't know how to tell anyone how to do anything. They would rather
get it done themselves.
Builders enjoy innovators immensely as long as the builder is boss.Innovators give builders solutions to problems,
and builders are the best implementers around.This relationship feeds the builder's personalneeds very well.
Blowing relationships up is a pastime of immature builders and has no more importance to them than blowing up
ideas or disrupting systems that are too comfortable, or just commanding obedience to see if it can be obtained.
Since bankers are averse to risk, want to know facts before proceeding, and hesitate with every decision, builders
see bankers as brick walls that regularly need to be pushed out of the way and consigned to the "Back Forty."
Builders like action, activity, and energy, and they may sacrifice relationships, effectiveness,and stability to justify
the end result they crave.
Builder/Innovators
Builder/innovators are action-oriented, solution driven and independent people. Business situations that require
lasting structures or systems to be built must have a builder/innovator power at the helm. Whetherthe requirement is
to make something that is complex simple, or to take a simple systemand make it more robust and responsive to
current needs,the builder/innovator is the person for the job.
Builder/innovators conceive appropriate solutions and take immediate action. Implementing a solution to a problem
is a rich form of reward for the builder and seeing a systemput into effect is the highest acknowledgment for an
innovator.So, in the builder/innovator,we have a person who designs a monument and then builds it.
These powerful personalities are good in isolation. They thrive on independence and chaff under someone else's
management. If given a general idea of the problem to be solved,or the monument to build, they will find a way to
get it done. But, give them their head and stand back. Without an open range to work in, their energy turns from
creativity and action to clever evasion of restrictions, invisibility and possibly,even anger.
Builder/innovators are not intimidated by much of anything except intimate relationships and speaking to crowds.
They are resourceful, agile, constantly in motion, clever, inventive, able to teach others (innovator), and powerful in
commanding a situation to bring about its desired effect (builder). They derive their own solutions and put them into
action without hesitation.
In quickly changing environments, failing situations,and extreme growth opportunities, builder/innovators are
unmatched.
Builder/innovators believe they have the answer to every question and the power to do anything.Their innovator
core energy develops one irrefutably valid solution after the next, and the builder in them either pushes everyone out
of the way while they implement the plan, or they direct someone else in the same manner on how to get the job
done expediently. In otherwords, if they can't do it themselves, they still expect it to be done exactly as they would
have carried out the assignment.
Since builders are impatient with the world, they may consider any teaching time to be "baby-sitting."
Builder/innovators are convinced they are self-sufficient. Since they are impatient, they also may find it difficult to
be tutored and may feel their ideas are the only ones with any real merit.