Full behavioral assessment: Big Five (OCEAN), sixteen competencies scored against a 99-percentile benchmark database, six leadership styles, and a growth-vs-fixed mindset matrix. What you read everywhere else on this site, with the numbers showing.
The PeopleBest PeopleDNA assessment measures behavioral personality across the five major categories known as The Big Five — Originality, Channeling Effort, Extraversion, Agreeableness, and Nature of Reaction (OCEAN). Each major category contains 5-6 sub-traits scored on a 10-point scale; the major-category score is a composite.
Sub-trait scores are not "good" or "bad" — they describe the behavior I exhibit most naturally, with the least energy. Where a sub-trait shows two scores, the dark score is the natural baseline and the lighter score is the situational response — the behavior I adopt when the environment demands it.
Competency scores are expressed as percentiles (1-99) against the PeopleBest benchmark database. A competency score reflects how supportive the underlying behavioral traits are of that competency. Actual performance also depends on skill, knowledge, experience, motivation, and attitude. The assessment scores the wiring, not the work.
Five major categories. Twenty-eight sub-traits. Each major score is the composite signal of what's below it.
The source of new ideas and an advocate of new technology, improved processes, and organizational growth. Promotes change and is typically willing to learn enough to gauge if change can prove beneficial.
More spontaneous than disciplined; flexibility over rigid process. Progress toward goals can be inconsistent as urgent matters compete for time, but high Self Responsibility keeps the work moving.
Balanced between extraverted and introverted traits. Capable in groups, recharges in solitude. Direct by default, diplomatic when the situation calls for it. The interpersonal-style assessment places this in the Uniter quadrant — Extraverted + Inclusive.
Balanced give-and-take. Sometimes supportive of own positions, sometimes focusing on the team's needs. The one tell: Compliance scores 3 — I question authority and ask why before I follow direction.
Crisis and stressors at work cause some alarm and concern, but typically give way to constructive problem-solving after a moderate period. Intensity 7 says I'll feel the pressure; Crisis Response 7 says I'll stay urgent through it; Recovery Time 6 says I'll bounce back and learn.
Sixteen leadership competencies, each scored as a percentile (1-99) against the PeopleBest benchmark database. Strategic Agility, Directive Presence, and Negotiating clear the 75th percentile. Two sub-scores hit the ceiling: Formulating Strategy at 99 and Brainstorming at 98.
Six standard leadership archetypes, ranked by natural fit. Navigator at 78 is the primary — mobilize a team toward a common vision, focus on end goals, leave the path up to capable people. Mentor at 62 is the secondary — develop people through their strengths. Consensus at 28 is the lowest by design: I listen, but I don't build by committee.
Mobilizes a team toward a common vision and focuses on end goals, leaving the means up to each individual. Works best when the team needs a new vision and an entrepreneurial energy behind it. Less effective when a team of experts already know more than the leader.
Identifies people's unique strengths and weaknesses and ties them to personal and career aspirations. Works best when the goal is to help teammates build lasting personal capability. Least effective when teammates are defiant or unwilling to change.
Demanding of immediate change and compliance in a directed style. Works in turnaround and crisis when breaking old habits is essential. Can alienate people and stifle inventiveness if overused.
Works to create emotional bonds and belonging. Best when teammates need to heal from trauma or rebuild trust. Too much reliance on praise without direction can foster mediocre performance.
Expects extremely high performance, as found in oneself. Quick assessment of poor performance, demand for more results. Best when team is already motivated and skilled. Overuse can squelch innovation.
Builds buy-in through participation. Most effective when the leader is uncertain and needs fresh ideas from qualified teammates. Not the right choice in an emergency or when time is of the essence.
Two indices, each composed of four sub-scales. The headline: Perpetually Improves Oneself at the 95th percentile is the single highest score on the entire assessment outside Creativity. I treat my own capabilities as fluid. The trade-off shows in Growth Through Failure (38) and Gravitates Toward Comfort (64) — I learn from setbacks but prefer not to engineer them.
Two additional behavioral overlays beyond the core OCEAN measures. Interpersonal style places me in the Uniter quadrant — Extraverted + Inclusive. Engagement style shows Selective + Restrained — a calm, focused demeanor, doing what needs to be done in the context of priorities I've consciously chosen.
Enjoys working with people, easy to talk to, can promote an agenda and take a leadership role — without crowding others out. Accommodating and tolerant, supportive of a team approach, but not to the point of abandoning convictions.
Realistic understanding of personal capacity. Crisis and stressors are handled in a calm, steady way. Not immune to emotional reaction, but quickly controlled. Constructive action and problem-solving applied fast. Appreciates clear expectations.
The full PeopleBest reports are available behind the executive access code — useful for HR, search partners, or hiring panels who want to read the raw assessment rather than the narrative.
Behind the access code: a polished third-person Leadership Profile Analysis that interprets this assessment in narrative form — tied to twenty years of career evidence, the educational arc, and Carol Dweck's Mindset framework — plus the six raw PeopleBest source PDFs (the 27-page master report and five companion summaries). Sign in with the access code, then read or download from the library.
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