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Kiondra Kuiper

65% of your core value energy comes from Wisdom and Knowledge.

Kiondra, the CVI assessment found you are an INNOVATOR-BANKER.

What does this mean? This means your primary 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 about it. You accurately assess situations and provide solutions. Your secondary core value is Banker – A Banker’s core value energy is Knowledge. Knowledge is knowing the facts through research, measurement, proof and records. You are driven to understand the "what", "how" and "why" of things.

You have been sent an email with a link to this report. Come back often – the information provided below is continually updated with exciting new insights. Lastly, Share the CVI with others. We encourage you to gift others with this unique, life changing assessment. How would your life be better if you truly understood how you and those around you naturally participate in this world?

CVI Results

Before you read your CVI results…

CVI results can be applied in a number of ways.

For Companies looking to make a hire, evaluate existing teams or ignite leadership, CVI scores showcase the ideal balance of energies needed to feel fulfilled and be highly productive in the work of a given job. This is done in conjunction with our Top Performer Profile, Human Capital Audit, and Leadership Team Profile tools. We give leaders the insight they need to run their organization more effectively, reduce turnover and increase revenues. Hire only guaranteed top performers and reposition existing staff for greater outcomes.

For Executive and Life Coaches, the CVI helps coaches guide their clients toward a fulfilling career path based on how they are innately wired to contribute. Help clients find work that is a natural expression of who they are. Improve communication among individuals and entire teams with core-values based training and coaching. Help everyone understand what they can and cannot expect of themselves and one another. Increase your value as a coach.

For Individuals, understand who you are and how you are meant to contribute in the world. The CVI is frequently reported to provide “the clearest description of myself I’ve ever read.” Learn the core motivational drivers, unique learning styles, conflict strategies, and communication techniques of yourself and those around you.

Who I Am

Your scores indicate you have INNOVATOR/BANKER tendencies. When you enter a room there is more wisdom and knowledge energy suddenly in that room. You are the presence of knowledgeable wisdom.  This is your assignment, to be the effective presence of knowledgeable wisdom. You look at the circumstances and situations around you through the eyes of compassion and justice. You operate from intuitive and cognitive thinking, observing the way things are and deciding what solutions, strategies and tactics are best. This is balanced by your pure cognitive capacity to learn facts and information. You work to create standards and efficiency and avoid waste of resources. Your highest and best contribution can only be made in situations in which there is a significant and constant need for knowledgeable.

Who you are at the deepest innate level of your human nature is the most important element in your life. 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, happiness and life effectiveness.

Your dominant Innovator value energy is balanced by your Banker 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 INNOVATOR core energy causes you to rely upon the following strategies for success and fulfillment.

Your cornerstone core value is wisdom. Understanding and compassion are central to your life strategy.

Strategic thinking is your forte. You see and understand the relative worth of people and things. You pride yourself in seeing and understanding people and situations. You consistently observe and measure the worth of people and things. If different things can be brought together from different resources, you will do it. You strive to cause people and things to function well together. You like to maintain a good mix of people, activities and things in your life.

Your willingness to see things through and wait things out is a primary asset. You like to communicate with visuals and descriptions. To invent new systems, processes and things is pure pleasure. People look to you for the creation and improvement of work flow and procedures. You can always see another way to put things together. Finding the best solution is one of your primary contributions. Rapid and clever exchange of ideas is a personal joy and a method of work for you.

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. You use everything that is available to meet requirements. You value and rely upon your mental abilities. Understanding others and working with them is a key asset of yours.

Your unique secondary BANKER core energy supports your dominant INNOVATOR core energy.

Your second cornerstone core value is knowledge, supported by your strong desire to create justice in the world.

You like to follow a prescribed course, especially when you are involved with setting the course. You like to act in accordance with specific knowledge and historic evidence. Having the right information is important to you. You do what you say you will do. The reliability of your words and actions is critical to your sense of self-respect. When things get messy, you may get testy. You surround yourself with facts, figures and data.

You enjoy being the source of information and proven methodology. Knowing the past provides evidence for the future. You believe in measurement and in the presentation of measurement and data as an effective leadership tool. Having all of the information is important to you, even the small things. Social structure and appropriate mannerisms are good for the soul. You enjoy the work of keeping systems and processes running smoothly. You like to understand the details of situations and issues.

Zero wasted motion, zero wasted resources, zero wasted effort; this is what you strive for. You like to provide others with proven ideas and methodology. You strive for exacting control of action and words. You like to be the one who knows; being right and being able to prove it is important to you.

INNOVATORS-Your Dominant Core Energy

Innovators are the solution creators in this world. They can always think of another approach. "There's got to be a better way," is more than their motto; it is pre-programmed ROM chips in their brain's reticular receiver. Innovators enjoy the challenge of a problem, especially on a large scale. They are problem solvers. They enjoy this so much that they hate to settle on any one solution --"There's got to be an even better way." The statement, "if it ain't broke, don't fix it" has no place in their awareness.

The power of innovators comes from their unwillingness to accept that there is anything they can't figure out. They are willing to put their ego at risk over and over again, staking their reputation that they will be able to come up with a plan, a solution, or an idea that will make things better.

Then, to top things off, innovators love to develop systems which ensure the continuation of their plans. These systems are the "monuments" of innovator creativity just as much as a pyramid is the monument of a builder.

When everyone around them is in a panic, the builder shouting orders, the merchant whining or up selling, and the banker preaching justice or patience, the innovator tends to isolate, grab a computer or white board and get set to work.

They are highly creative in their approach to problem solving. They inevitably are able to come at things from a new angle by adding elements, systems, or technologies that no one else has thought to add to the mix in order to achieve a true innovation.

While the solutions and systems that innovators create can be well founded and practical in concept, innovators themselves are not highly practical in their approach. They do not make good implementers because they want to perfect everything before acting. Taking action to them means coming up with another innovation, again delaying the implementation of their systems or new products.

Innovators love to have people around. This is not for team building. This is an audience for their creativity and a way for them to bounce new ideas around. They love to explore their latest ideas with people. They are so fascinated with each personally conceived "potential" solution that they want everyone to appreciate each and every subtlety. Just when they have their audience convinced that this new solution is brilliant, they love to add, "Wait, what if we...?"

Innovators may create problems just for the pleasure of working them out. Builders lean on innovators but often leave them standing in the hallway, halfway through an explanation about a possible solution. Bankers constantly feed challenges to an innovator's proposed strategies, keeping the innovator charged with new problems to face. Merchants listen attentively to innovators and lean on them constantly. This makes the innovator feel "heard." Since the merchant would never consider leaving an innovator standing in the hallway, innovators and merchants often become great friends. Their brainstorming parties can be endless. If left unchecked, they can actually become an endless drain of company resources.

Innovators are invaluable. They create new products and put together systems to solve production and administrative problems. They are never defeated and are able to come up with new strategies and approaches when everyone else has given up. They enjoy this so much that they hate making decisions, and they occasionally add confusion to the system by always inventing a better way. Nothing is ever good enough, especially if it was conceived by someone else, or if the solution has been in place for more than a few months.

Entrepreneur innovators can be highly successful. They are the people that create the mousetrap that brings the world to their door. The problem is, they really believe the world will come to their door. And since they love the process of problem solving more than the process of actually building and selling something, as soon as one product or service idea is implemented, they are off to create another better solution.

Innovator Challenges

The most deadly sin of innovators is their desperate need to continue perfecting a product or system long after it would fully serve its purpose. They get hooked on a specific solution or an interesting problem long after there has been a resolution to the problem.

Active innovators need a builder in them or around them to insist that they settle on one solution and complete it. They need merchants who will actually make someone else understand the value of the "solution" being sold. And they need bankers who will support them by completing the details, help them control costs and make profits.

Innovators can be very stubborn people. They may refuse to be moved until they feel their solutions are perfected. And since they also value assessment very highly, they not only like to create a new solution, but they want to be the one who assesses its appropriateness, its correctness, its cleverness and its perfection. In fact, they are certain that no one else could ever understand all the subtlety and complexity of their solution so they hate to let others really get into it and explore, for fear they may have overlooked some small detail.

Decisions for an innovator become a marathon of adding one more consideration into the equation, testing its full ramifications and announcing, "I can see how that will fit." Then, when everyone else considers the decision to have been made, the innovator may announce another level of considerations that must be explored prior to finalizing the decision. Innovators can be infuriating to merchants and builders who want to move on.

Innovators are very perceptive and open to change if they see and understand the tensions they cause. They are willing to act differently if they can only see how the different action is going to produce better results. For this reason, innovators and builders make wonderful teammates. They tend to keep good balance in the drive for action versus the drive for perfection.

The adaptiveness of innovators is also highly prized by all other players. Innovators make little distinction between what problems they are asked to solve. The process of deriving a solution is sufficient to make them happy. Innovators are a key element in every business situation where change is occurring. Their resourcefulness brings new methods, tools, systems, and mechanisms to bear. Innovators are always opening new opportunities for success.

An opposite tendency is also true for many innovators. They tend to become highly skilled at solving certain types of problems. Innovator engineers, for instance, may be geniuses when designing a new electronic circuit, but more like absentminded professors when it comes to developing business solutions for their departments.

When innovators are out of control, they get stubborn. They look for another way to go around you or to make you reconsider. They reconsider and may go on the defensive and resist making a decision. They may add another wrinkle to the equation to confuse you. They deny facts, challenge the validity or relevance of existing data, and refuse to take action, or sometimes just quit which may infuriate other core energy groups.

When all else fails, innovators resort to interrogation. They like to confuse the issue with side questions and tangents. They know how to ask questions, which are more accusation than question. They know how to get under the skin of other people, asking questions that shame and embarrass, that show the ignorance of others, or simply make others feel ignorant or confused and inadequate. Interrogation is just as powerful a strategy as the intimidation of builders, the "poor me" victim caretaking role of merchants, or the aloof, resistant, judgmental positioning of bankers.


Innovator/bankers lead through creative solutions, careful analysis, facts, details, steady work and clear thinking. Innovator/bankers are rationally based, working from fact, provable systems, and logical flow. This core energy can rapidly assess a situation and come up with multiple solutions or systems to support the stated objectives. Once conceived, the ideas are analyzed, organized, proven on paper and perfected in documentation.

Any business that needs creative solutions in a highly demanding, practical situation will appreciate the contributions of an innovator/banker. When the situation calls for reduction of good concepts to design, and then the further reduction to documentation and quality control, the innovator/banker becomes irreplaceable.

The power of innovator/bankers in areas of product, or system design echoes the strengths of the merchant/banker in risky business situations. The innovator/banker is prone to push the technological or systems horizons. As the Innovator struggles to create the best possible end product, the banker half of the core energy is constantly worrying the details.

Innovator/bankers, therefore, are the most likely core energy to push the limits of new product or system development, coming up with true innovations that actually work. There is nothing more valuable to an engineering design team than unlimited innovation balanced by the ability to design such an innovation to perfection, ending up with documentation that carries all the way through production, test and quality assurance.

It is my suspicion that innovator/bankers developed Calls and Puts in the stock brokerage arena. This is a prime example of innovation for the sake of risk reduction.

Innovator/bankers, however, have a difficult time making decisions. Saying "no" without thought is not making a decision. Information provides evidence to create new solutions, and new solutions need proof, which can only be derived from further information, making the process loop endless. If you are an innovator/banker and the president of a company (or head of a department), your only way to success is through attracting merchants and builders with strong enough personalities to act on their own authority and not wait for you to make a decision. They also must be willing to tell you that some of the information you "need" is not needed in order to get things done.

When innovator/bankers go into their "no decision today" lock-up, there is no way to get them out of it. The innovator side gets stubborn and isolates from others until "I can figure this out," and the banker side sets into motion a protracted data gathering and analysis cycle which "only I can manage." This posture is impenetrable, unless a courageous builder simply puts herself at risk and takes unauthorized action, and the merchant stays in the resulting fracas to help resolve relationships and keep everyone focused on the corporate goals.

It's practically impossible to try and get an innovator/banker to commit a spontaneous action. Even merchants don't envision that ever happening, at least not more than once in a lifetime.

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Core Values and Contribution Types

Immediately following an upgrade, you will be provided with all of your scores in each of the core values in the quadrant graphic shown above.

The Core Values Index™ (CVI™) creates an accurate picture of each person's core values. The CVI quadrants describe how each person aligns with one of the corresponding core values: Builder, Merchant, Innovator, and Banker. The score in each quadrant indicates the relative strength of that core value compared to the other quadrants.

In addition, you will be provided with the additional level of insight gained by considering how the core values work in combination with each other. These are referred to as Contribution Types, and these help a person understand how their core values affect their behaviors and actions.

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Where I Tend to be Vulnerable, and Why

Let's face it, everyone has their weak spots. We all deal with undermining thoughts, occasional slips of logic, and ineffective behavioral responses. Those moments are embarrassing, ineffective and sometimes even destructive to ourselves and others.

These mistakes are the "Achilles Heel" of our most dominant Core Value Energies - the dark side, if you will, of our most precious and important human energy. This may not be the most fun topic for any of us, but it is one that can help you master your own life and create your greatest contribution.

This section is immediately made available following an upgrade.

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Core Values Learning Styles™

Following an upgrade, you will be provided with the learning styles for all four core values.

Once we understand a person’s core values, we gain great insight into the learning styles of that individual. Everyone has the ability to educate themselves on some level within each learning style, but you know that it's easier and more enjoyable to learn lessons in harmony with your primary learning style as opposed to trying to learn in a way that doesn't feel natural to you.

When lessons are given in a manner that is contrary to a person's innate learning style, the work of learning is difficult, boring and irritating. Learning takes far too much energy, and the information and wisdom disappear as soon as the lesson is ended.

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Conflict Strategies

Each core value has a specific negative conflict strategy. A Builder's defense mechanism is intimidation; a Merchant's strategy is manipulation; Innovators will interrogate; Bankers fall back on aloof judgment. Upgrade now to discover how you can effectively diffuse your knee-jerk conflict strategy for each of the Core Values, and you'll gain a deep understanding of what each negative conflict strategy looks like. We give clear examples, so you can recognize the escalation and manage the situation in the best interests of yourself, your colleague, spouse, friend, etc.

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The Core Values Handbook

A resource guide for individuals, managers, executive coaches, counselors, human resource leaders, and business owners.

One of the greatest challenges in life is learning to understand who you really are, and how you are wired to operate. When you know this about yourself you also gain understanding about everyone else. The Core Values Handbook, more than any other resource, puts greater understanding and real wisdom in your hands and in your mind.

The Core Values Index™ (CVI™) characterizes and measures each person’s Real Core Values Nature™. This is the essential self that Abraham Maslow asserted is the innate unchanging nature in each of us that causes us to want to make our unique contribution. It is that part of us that determines where we fit, where we can each make our highest and best contribution. Team building, conflict resolution, leadership training, management, restructuring departments, and businesses- every type of engagement between individuals is dramatically improved when the Core Values Index™ is at the center.

    Inside you will find:
  • An in-depth definition of each of the Core Values and their interpretation.
  • An understanding of why you operate and participate.
  • How to apply CVI knowledge to optimize personal productivity and satisfaction, and business profits.

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Find your place of highest and best contribution. Learn a simple new way to achieve higher human consciousness for ultimate fulfillment as a human being.

The only real wisdom is wisdom that reduces the complex to the simple. Real wisdom focuses all intellect and intuitive energy on seeing the truth about situations, and deciding what to do about difficult challenges and how to capture significant opportunities. Choices provides a new understanding of the human operating system and how you can master higher consciousness in your own life.

Choices unfolds a tried and proven means for self-discovery and self-mastery. This is practical guidance about how we can each become the person we are meant to be; how to allow our adapted personalities to fall away; giving all of our attention to the work at hand through a commitment to being who we are.

    Inside you will find:
  • What are your deepest fears, and passions?
  • What and how you choose to learn?
  • What is your primary calling?
  • What gives you a sense of purpose?
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The Grass IS Greener

Join the better Work-Life Revolution.

If you are in a wrong seat, doing the work that is not worthy of your attention, you are wasting your wisdom. For people like you, an understanding that you are not being the best version of yourself, and that your deepest energies are not being put to their greatest use – this is almost intolerable for you. The Grass IS Greener will place you on a new path to your place of highest and best contribution.

The secret is not to learn how to have fun and joy at work; the secret is to do work that is naturally engaging to who you are and what you are, so you know that you are making your highest and best contribution. This allows you to experience real joy naturally as part of your work-life. This is what Abraham Maslow called "peak experiences." Sometimes this makes the right job downright fun.

    Inside you will find:
  • How and why people and businesses get into this wrong job predicament. It contains stories and examples and business results that illustrate the cost of putting people in wrong jobs.
  • Stories of people who have spent years in wrong occupations, but now have a job that fits their deepest nature; the difference this has made for these people, for their families and for their employers.
  • We will help you understand what your Real Core Values Nature™ is, and how it affects the way you feel about your job. How does this Real Core Values Self™ affect your ability and willingness to perform the tasks you are now required to perform?
  • We will provide exercises and self-scoring questionnaires that will give you a new understanding of your deepest nature and where you belong in this world.
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