Month: May 2025

1. What am I good at?
I’m good at building relationships and spotting potential in others. In my role as a branch manager, I’ve learned to read people’s strengths quickly and match them to tasks where they can shine. I’m also good at breaking down complex problems into clear steps whether it’s a financial analysis or a team conflict and guiding people through solutions. Finally, I’ve found that I’m naturally driven to keep learning, which helps me adapt when new challenges come up.

2. What do I value?
I value integrity and open communication above all else both in myself and in the teams I lead. When people know they can trust me, they’re more willing to share ideas, admit mistakes, and take risks that drive growth. I also value continuous growth: I want to keep developing my leadership skills and encourage my team to do the same. Lastly, I value making a positive impact in my community; knowing that our branch supports local businesses or helps someone secure a loan for their first home gives real purpose to my work.

3. How did I get here?
Looking back, I realize that growing up in a single-parent home taught me resilience and resourcefulness at an early age. I started my career in banking on the teller line, and over time I volunteered for stretch assignments that let me learn new parts of the business—everything from lending processes to community outreach. Earning my MBA while working full time forced me to develop strong time-management habits, and that academic experience expanded how I think about strategy. Mentors and leaders who believed in me also opened doors, so I’ve learned firsthand how influential a good manager can be.

4. Where am I going?
Over the next year, I want to keep stretching myself by taking on larger strategic projects like leading digital transformation initiatives at the branch level so I can eventually step into a market director role. I also plan to deepen my expertise in talent development: I hope to design a structured coaching program for high-potential employees so our branch can build a stronger leadership pipeline. Personally, I see myself moving toward a corporate role that focuses on shaping recruitment and development practices across multiple regions. Ultimately, I want to blend my love of strategy, people development, and community impact by helping JPMorgan Chase build teams that thrive in an ever-changing financial landscape.

As a Type 3 with a 2-wing, I’m driven by a need to achieve and be seen as successful, while also wanting to connect and help others. My Social instinct means I focus heavily on how I’m perceived in group settings I’m energized when I can motivate a team or raise the bar for my peers. I naturally tailor my image to fit what I think my audience expects, so I’m polished, adaptable, and quick to shift my approach based on feedback. Under stress, I might overwork myself to prove my worth or prioritize external validation over genuine self-care. At my best, I use my accomplishments to inspire others and build supportive networks, balancing ambition with warmth.
An employer reading these results would see a candidate who’s highly goal-oriented and skilled at setting and meeting ambitious targets. My Achiever core suggests I’ll bring energy and urgency to projects; I’m likely to volunteer for stretch assignments and push my team toward measurable outcomes. The 2-wing adds a people-focus: I’ll celebrate colleagues’ wins, step in to support collaborators, and foster a positive, engaged workplace culture. With a Social instinct, I’m especially attuned to group dynamics and can serve as a bridge between departments or peer cohorts.

However, there are potential blind spots. I may lean too heavily on external feedback, chasing praise rather than staying grounded in intrinsic motivation. In environments that don’t reward visible achievements or where teamwork and process matter more than individual metrics I could struggle to find fulfillment or lose sight of deeper purpose. My tendency to curate my image might also come across as inauthentic if I’m not careful to share vulnerabilities and admit mistakes.

To get the best from me, a manager should pair clear performance goals with regular, honest check-ins that go beyond numbers: asking how I’m feeling and what I need to recharge. Providing opportunities to mentor or recognize others will also keep me engaged, balancing my drive for personal achievement with genuine connection to the team’s success.

If I had to choose between hiring Avery or Jaime, I would probably go with Jaime. While Avery might be amazing when they’re at their best, it sounds like that doesn’t happen very often. As someone who’s managed teams, I’ve learned that consistency matters a lot. I’d rather have someone I can count on every day than someone who might perform great once in a while but slacks off the rest of the time. You need people who show up and do the job well day in and day out that’s how teams stay productive and customers stay happy.

Although I can definitely see a time and place where Avery would be the better fit. For example, in a creative role like a graphic designer or someone who works in advertising, one big idea can make a huge difference. If the job depends on big wins and moments of brilliance, then it might be worth dealing with some inconsistency to get those big results. In that kind of job, Avery’s high potential could really pay off.

But if the job is something like a customer service rep or a bank teller, then Jaime is 100% the right choice. These are jobs where being reliable, patient, and consistent matters more than anything else. Customers expect the same level of service every time, and the team runs better when everyone is steady and dependable.At the end of the day, the right person depends on the role but consistency usually wins in most jobs.