THREE ASSESSMENTS. IN THE CONTEXT OF YOUR WORKPLACE.
See what each person’s work profile brings to the conversation about a role.
Fictional people and workplaces · Illustrative discussion points, not calculated matches.
1 · CHOOSE A WORKPLACE
Role: Product generalist · An eight-person team turning early product ideas into experiments and winning commitment to try them. Priorities change weekly.
Main contributions the role needs
Create new approaches. Get people moving.
Inventor: conceive new approaches. Catalyst: gain commitment and get people moving. These are the role’s main contributions; practical testing, coordination and delivery are separate contributions to explore.
What the workplace offers
Choose an approach. Take on new problems.
Room to choose an approach and tackle new problems; little scheduled coaching.
How the team works
Adapt quickly. Stay in conversation.
Flexible plans, quick decisions and frequent conversations across the team.
Compare all three below. Switching workplaces changes the overlap, not anyone’s assessment results.
Fictional candidate · View work profile →
Work Archetypes
Alex’s result · One of 8 archetypes
Discovery helps. Explore idea generation and influence.
Alex’s Explorer preference can inform new ideas through customer discovery. This role centres on Inventor and Catalyst contributions: ask for examples of proposing alternatives and gaining commitment, beyond investigating the problem.
Explore the contributions you enjoy owning and where you might prefer to hand over. You can recognize more than one. A leading archetype is a preference, not a limit on what you can do.
You like getting beneath the surface. You ask questions, follow clues, and investigate until you understand what is happening and what might be missing.
You enjoy imagining what could work. A bottleneck, unmet need, or blank page gives you something to think with, and you find satisfaction in conceiving a promising approach.
You like working through the difficult part. You test, adjust, and untangle obstacles until something that was not working starts to work.
You enjoy weighing possibilities. You examine assumptions, notice strengths and weaknesses, and help establish which approach deserves confidence.
You enjoy turning interest into commitment. You help people see why something matters, work through hesitation, and get movement behind a direction.
You like making work manageable. You clarify priorities, organize responsibilities and dependencies, and adjust the plan as circumstances change.
You notice where people need support and enjoy helping them move forward. You respond, share knowledge, and remove obstacles so others can contribute.
You enjoy bringing work to completion. You follow through on commitments, check what remains, and make sure the intended result is ready to use or hand over.
Work Motivation
Alex’s result · One possible motivation pattern
Lots to learn. Check the coaching time.
There is plenty to learn, but little scheduled coaching. Clarify what feedback Alex needs and what the manager can offer.
People prioritize different combinations of these drivers. These are preferences, not fixed motivation types.
Work Traits
Alex’s result · Four shared dimensions of working style
Based on the Big Five (OCEAN)
Illustrative scale positions · fictional example.
Style summaryStructured + Reserved
A structured style in a changing team.
Alex’s answers suggest a tendency toward structure and quieter interaction. Ask how Alex would share findings and adapt when priorities change.
Based on the Big Five (OCEAN), using adapted public-domain IPIP questions. Each dimension describes a range of tendencies. Neither end is a grade.
Archetypes describe preferred contributions. Traits describe how you tend to work. They are measured separately.
Ask: “Tell me about a time priorities changed while you were investigating a problem. What helped you choose a next step?”
Clarify together: Agree on feedback time, decision points and space for focused work.
Fictional candidate · View work profile →
Work Archetypes
Maya’s result · One of 8 archetypes
Inventor is central. Explore the Catalyst contribution.
Maya’s Inventor preference connects directly with developing new approaches. The role also calls for Catalyst contributions: explore how Maya gains support and unblocks a decision when others disagree. Inventor alone does not establish a preference for practical testing or finishing delivery.
Explore the contributions you enjoy owning and where you might prefer to hand over. You can recognize more than one. A leading archetype is a preference, not a limit on what you can do.
You like getting beneath the surface. You ask questions, follow clues, and investigate until you understand what is happening and what might be missing.
You enjoy imagining what could work. A bottleneck, unmet need, or blank page gives you something to think with, and you find satisfaction in conceiving a promising approach.
You like working through the difficult part. You test, adjust, and untangle obstacles until something that was not working starts to work.
You enjoy weighing possibilities. You examine assumptions, notice strengths and weaknesses, and help establish which approach deserves confidence.
You enjoy turning interest into commitment. You help people see why something matters, work through hesitation, and get movement behind a direction.
You like making work manageable. You clarify priorities, organize responsibilities and dependencies, and adjust the plan as circumstances change.
You notice where people need support and enjoy helping them move forward. You respond, share knowledge, and remove obstacles so others can contribute.
You enjoy bringing work to completion. You follow through on commitments, check what remains, and make sure the intended result is ready to use or hand over.
Work Motivation
Maya’s result · One possible motivation pattern
Room to choose. New problems to tackle.
Freedom and Stretch connect with independent, unfamiliar work. Clarify the decisions Maya can own.
People prioritize different combinations of these drivers. These are preferences, not fixed motivation types.
Work Traits
Maya’s result · Four shared dimensions of working style
Based on the Big Five (OCEAN)
Illustrative scale positions · fictional example.
Style summaryExploratory + Less structured
An exploratory style. Discuss delivery checkpoints.
Maya’s answers suggest openness to new approaches and a less structured way of working. Ask what checkpoints help turn experiments into finished releases.
Based on the Big Five (OCEAN), using adapted public-domain IPIP questions. Each dimension describes a range of tendencies. Neither end is a grade.
Archetypes describe preferred contributions. Traits describe how you tend to work. They are measured separately.
Ask: “Walk me through an idea you tested. How did you gain support for it and get a decision when people disagreed?”
Clarify together: Agree on decision boundaries, delivery checkpoints and what counts as finished.
Fictional candidate · View work profile →
Work Archetypes
Jordan’s result · One of 8 archetypes
Team support helps. Explore driving a new direction.
Jordan’s Partner preference can support collaboration. The main needs here are Inventor and Catalyst contributions: explore examples of originating an approach and gaining commitment to a new direction.
Explore the contributions you enjoy owning and where you might prefer to hand over. You can recognize more than one. A leading archetype is a preference, not a limit on what you can do.
You like getting beneath the surface. You ask questions, follow clues, and investigate until you understand what is happening and what might be missing.
You enjoy imagining what could work. A bottleneck, unmet need, or blank page gives you something to think with, and you find satisfaction in conceiving a promising approach.
You like working through the difficult part. You test, adjust, and untangle obstacles until something that was not working starts to work.
You enjoy weighing possibilities. You examine assumptions, notice strengths and weaknesses, and help establish which approach deserves confidence.
You enjoy turning interest into commitment. You help people see why something matters, work through hesitation, and get movement behind a direction.
You like making work manageable. You clarify priorities, organize responsibilities and dependencies, and adjust the plan as circumstances change.
You notice where people need support and enjoy helping them move forward. You respond, share knowledge, and remove obstacles so others can contribute.
You enjoy bringing work to completion. You follow through on commitments, check what remains, and make sure the intended result is ready to use or hand over.
Work Motivation
Jordan’s result · One possible motivation pattern
Visible customer impact. Check the purpose.
Customer feedback can make results visible. Explore whether the product’s purpose matters to Jordan.
People prioritize different combinations of these drivers. These are preferences, not fixed motivation types.
Work Traits
Jordan’s result · Four shared dimensions of working style
Based on the Big Five (OCEAN)
Illustrative scale positions · fictional example.
Style summaryOutward-facing + Accommodating
A conversational style. Discuss boundaries.
Jordan’s answers suggest social energy and a tendency toward accommodation. Ask how Jordan would challenge an idea and protect delivery time.
Based on the Big Five (OCEAN), using adapted public-domain IPIP questions. Each dimension describes a range of tendencies. Neither end is a grade.
Archetypes describe preferred contributions. Traits describe how you tend to work. They are measured separately.
Ask: “Tell me about a time you helped a team move forward while also protecting time for your own work.”
Clarify together: Make ownership and priorities explicit so support work does not absorb the whole role.
3 · ADD EVIDENCE FROM THE WORK
Give each candidate the same fictional customer problem. Ask for two possible approaches, a small test and a proposal to gain the team’s commitment.
The profiles describe preferences, not demonstrated skills. Use the same role requirements and practical exercise for each person, alongside their experience and own account of how they work.
Start with the actual work and conditions in your team.
This is a public example. Live comparisons currently use your own profile; access to other real candidates is not available in the preview.