Upon completion of the short assessment, every user instantly receives an online, interactive report that provides engaging, deep insights into how they feel, work, and relate. The report has four components:

The diagnostic is built upon a scientific and empirical model while leveraging the intuitiveness and ease of tools such as the Myers-Briggs Type Indicator. Rather than overwhelming users with multiple scales and percentage scores, feedback is only provided on their most extreme three scores — the individual’s “Core Drivers”. This is done to focus the individual’s attention on the aspects of their personality profile that make them the most unique and have the biggest impact on how they live and work. This approach helps users quickly get insight and understanding.

Data on the other scales are labeled as “Secondary Drivers” and presented elsewhere in this section of the report. While the information on these drivers is important, they are considered to be less practically consequential aspects of one’s personality. Users who are interested in understanding these aspects of their personality, however, have access to this information.

An individual’s Core Drivers are determined by comparing their scores to our normative global database and identifying the three scales that deviate furthest from the sample mean. As a result, respondents are given three adjectives that describe their Core Drivers. For example, an individual with very low Agreeableness and Openness scores and high Emotional Stability scores would be described as Candid, Pragmatic, and Stable (see next section for a list of all possible Core Drivers and a full description of the underlying theoretical model).

This section of the report starts with describing an individual’s three Core Drivers through the lens of them being a strength. That is, how they positively impact their life at work. A deeper dive into their personality profile is then presented, revealing their Core and Secondary Drivers, alongside the associate Sub-Drivers. These insights are particularly helpful for coaches, trainers, and talent management professionals. Finally, an overview of the theoretical model that underpins the tool and responses to frequently asked questions are also included in this section of the report.

We all have days when we are not at our best. Frustration, stress, excitement, or tiredness can lead us to drop our guard and act without care or thought. These acts can lead to making regretful decisions, damaging important relationships, and harming one’s reputation. Core Risks are considered to be an individual’s Core Drivers taken to their extreme and describe behavioral gaps or challenges. This perspective is guided by scientific research that confirms that overused strengths harm our ability to lead effectively, make good decisions, and maintain our relationships (Le et al., 2011; Pierce & Aguinis, 2013).

This section of the report reveals how an individual’s Core Drivers are related to an area of risk and explains the impact this may have on their work and those around them. Details about how an individual’s strengths become unproductive or harmful are provided, along with practical advice on how they can be managed. Further, insights are included on how these risks can get in the way of them leading effectively, with advice on how they could be managed. The feedback in this section is development focused and designed to raise awareness of potentially derailing behaviors.

This section describes how an individual’s Core Drivers impact the way they interact with others and when working in teams. Practical advice is provided around how they can best add value to team or group contexts. Additional insights are provided on how individuals can manage their relative strengths and risks in team settings. The feedback in this section is designed to equip users with an awareness of their talent in groups contexts, and how to change behaviors that could contribute to poor team performance, group conflict, and general ineffectiveness. Further, in aggregate, this data can be used by managers and leaders to build and develop more cognitively diverse teams.

This section of the report highlights how your personality traits and potential risks influence your ability to lead others. It offers personalized insights into how your strengths can support effective leadership, and how overused behaviors, especially under stress, might hinder collaboration, decision-making, or team performance. Is includes practical tips for managing these risks to become a more balanced and effective leader.

The Decision Making section explores how your behavioral tendencies impact the way you approach decisions. It identifies patterns that may help or hinder your ability to make timely, balanced choices, especially under pressure. You'll also find practical suggestions to overcome common decision-making pitfalls and to ensure your choices align with both personal goals and team needs.