Overview
After completing the assessment, you will instantly receive an online, interactive report that provides deep insights into how you think, feel, and relate at work.
Your report has four components:
Core Drivers
Risks
Teamwork
Leadership
Core Drivers
The diagnostic is built on a scientific and empirical model while using clear, accessible language. To avoid overwhelming users, feedback is provided only on your three most extreme scores — your Core Drivers.
This approach helps you focus on what makes you most unique and what has the greatest impact on how you live and work.
Core Drivers: The three scales that deviate furthest from the global sample mean.
Secondary Drivers: Remaining scales, presented for additional context but considered less practically consequential.
Example: Someone with low Agreeableness and Openness, and high Emotional Stability, would be described as Candid, Pragmatic, and Stable.
Your Core Drivers section includes:
Strength-based descriptions of your top three drivers
A deeper look at Core and Secondary Drivers, including Sub-Drivers
Insights especially useful for coaches, trainers, and talent managers
An overview of the theoretical model underpinning the tool
Responses to frequently asked questions
Risks
We all have days when we are not at our best. Stress, fatigue, or excitement can cause us to overuse our strengths in ways that create challenges.
Core Risks describe your Core Drivers taken to the extreme. They represent behaviors that can:
Damage relationships
Lead to poor decisions
Harm reputation
This section explains:
How your Core Drivers may create risks
How overused strengths can derail leadership and teamwork
Practical strategies to manage these risks and maintain effectiveness
The goal is to raise awareness and provide development-focused feedback to help you grow.
Teamwork
This section shows how your Core Drivers influence the way you:
Interact with others
Contribute to groups and teams
You’ll find:
Practical advice on how to add value in team contexts
Insights into managing your strengths and risks when working with others
Guidance on how to avoid behaviors that could cause conflict or poor performance
At a broader level, managers can use this data to build cognitively diverse teams that perform more effectively.
Leadership
This section highlights how your personality traits and risks influence your ability to lead others. It includes:
Personalized insights into how your strengths support leadership
Guidance on how overused behaviors can hinder collaboration, decision-making, and performance
Practical tips for managing risks to become a more balanced leader
Decision making
Within the leadership section, the Decision making sub-section explores:
How your behaviors shape your decision-making style
Patterns that may help or hinder timely, balanced choices
Strategies to overcome pitfalls and make decisions aligned with both personal goals and team needs