THE 17

REFERENCE
PROFILES
A simple guide to the behaviors
in your organization

THE PREDICTIVE INDEX

 The 17 Reference Profiles

Adapter Altruist Analyzer Captain Collaborator

Controller Craftsman Guardian Individualist Maverick

Operator Persuader Promoter Scholar Specialist

Strategist Venturer

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 Contents
Drives and Needs...........................................................................2
The Four Factors............................................................................3
Reference Profiles Explained.........................................................4

Analytical Profiles..........................................................................4
Analyzer........................................................................................ 5
Controller...................................................................................... 6
Specialist...................................................................................... 7
Strategist...................................................................................... 8
Venturer........................................................................................ 9
Social Profiles................................................................................10
Altruist........................................................................................... 11
Captain.......................................................................................... 12
Collaborator.................................................................................. 13
Maverick....................................................................................... 14
Persuader..................................................................................... 15
Promoter....................................................................................... 16
Stabilizing Profiles.........................................................................17
Craftsman..................................................................................... 18
Guardian....................................................................................... 19
Operator........................................................................................ 20
Persistent Profiles..........................................................................21
Individualist.................................................................................. 22
Scholar.......................................................................................... 23
Adapter................................................................................................ 24
A Deeper Understanding of Behavioral Drives...............................25

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 Drives and Needs
When it comes to how we act at work, we all have traits. Traits are habits, thought
patterns, and emotions. And a given trait produces a drive to have certain things.
These drives create needs, and these needs motivate us to behave in a way that
satisfies the associated need.

Consider what happens when you’re hungry: you find something to eat. Your survival
drive creates a hunger need, and thus the logical behavior of ordering a sandwich
from your favorite sub shop.

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 The Four Factors
At the Predictive Index (PI), we’ve been conducting behavioral assessments for about 65 years. Since the very beginning,
PI has quantified people’s behavioral drives in the workplace in four areas that give us an enormous amount of insight
about how someone will behave at work. We call these the Four Factors.

Here are the Four Factors and how we define them:

Dominance: The drive to exert one’s influence on people or events

Extraversion: The drive for social interaction with other people
Patience: The drive for consistency and stability
Formality: The drive to conform to rules and structure

When someone takes a PI Behavioral Assessment, their results are based on these Four Factors.

Reference Profiles Explained

After a thorough analysis of millions of Behavioral Assessments, the PI Science Team identified 17 “Reference
Profiles” that create a behavioral map for different types of people. You can think of these as easy-to-reference
groupings of the characteristics of people who have similar drives.

Once you know someone’s Reference Profile, you gain insight into what their defining workplace behaviors are,
how to work with them more effectively and what kind of traps and pitfalls they have a tendency to fall into.
Understanding your own Reference Profile—and your coworkers’ Reference Profiles—can be a massive advantage
to you in your career. After all, almost all business problems are people problems, and if you know how to effectively
work with every kind of person, you have an enormous leg up at work.

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Analytical Profiles
The Reference Profiles in the Analytical group are more
dominant than extraverted and work at a faster pace. They are
generally more task oriented as opposed to people oriented.

ANALYZER CONTROLLER SPECIALIST STRATEGIST VENTURER

 A N A LY T I C A L P R O F I L E S

Analyzer
An Analyzer is intense, with high standards and a
disciplined and reserved personality.

NEEDS: Signature work styles:

Understanding of the big picture Communication
ŽŽ Reserved, takes time to think
Room for introspection
ŽŽ Direct, generalist
Opportunities to work at a fast pace Delegation
ŽŽ Selective in delegating both details and authority
Freedom from risk of errors
ŽŽ Close follow-up to ensure quality
Decision making
ŽŽ Imaginative problem-solver
BEHAVIORS:
ŽŽ Drive to make decisions but can ”second-guess” them
Assertive Action & risk
Pensive ŽŽ Drive to initiate action
ŽŽ Risk-averse, wants all the answers before taking action
Intense

Thorough
Strengths:
ƒƒ Disciplined and strong on execution
ƒƒ Innovative and self-motivated
Average Behavioral Pattern ƒƒ Data-driven and analytical

Common traps:
ƒƒ Can be seen as a perfectionist with high standards
ƒƒ May be skeptical if they don’t have enough information
ƒƒ Often hesitant to take action without having all the information up front

How to work well with them:

ƒƒ Give them room; don’t micromanage them. Analyzers like to express
and implement their own ideas.
ƒƒ Don’t pressure Analyzers to make quick decisions. They feel more
comfortable when the decision is within their area of expertise or if they
can manage the risk involved.
ƒƒ Bring challenges to Analyzers. They like opportunities to showcase both
their expertise and their creative problem solving abilities.

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 A N A LY T I C A L P R O F I L E S

Controller
A Controller is detail-oriented and conservative, with a
preference for high quality and technical expertise.

NEEDS: Signature work styles:

Autonomy in problem solving Communication
ŽŽ Factual, straightforward
Room for introspection
ŽŽ Thinks before speaking
Opportunities to work at a fast pace Delegation
ŽŽ Very tight delegation
Understanding of rules and
regulations ŽŽ Controls closely and critically
Decision making
ŽŽ Makes decisions firmly and quickly if they can follow “the book”

BEHAVIORS: ŽŽ Ingenuity in problem-solving in areas within own specialty

Action & risk
Autonomous
ŽŽ Avoids risk
Matter-of-fact ŽŽ Conservative

Impatient Strengths:
Precise ƒƒ Builds structure and has respect for the plan
ƒƒ Anticipates problems
Average Behavioral Pattern ƒƒ Proactive and results-oriented

Common traps:
ƒƒ Can have difficulty delegating authority
ƒƒ Resistant to change if it feels too brusque
ƒƒ Likely to feel uncomfortable in ambiguous situations

How to work well with them:

ƒƒ Give them specifics; Controllers want to know what they’re talking
about.
ƒƒ Since Controllers like to do things by the book, provide them with a
clear definition of responsibilities and authority.
ƒƒ Stay on track and on time; Controllers like to run a tight ship.

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 A N A LY T I C A L P R O F I L E S

Specialist
A Specialist is a highly precise worker, who remains
skeptical while respecting authority.

Signature work styles:

NEEDS:
Communication
Encouragement ŽŽ Reserved, introspective
Opportunities to work with facts ŽŽ Thinks before speaking
Delegation
Opportunities to work at a faster
ŽŽ Takes time to earn trust
than average pace
ŽŽ Will provide a lot of structure with delegation
Understanding of rules and Decision making
regulations
ŽŽ Cautious
BEHAVIORS: ŽŽ Needs the details before making decisions
Action & risk
Accepting of company policies
ŽŽ Conservative and careful
Matter-of-fact ŽŽ Highly responsive

Fast-paced Strengths:
Precise ƒƒ Understanding and collaborative
ƒƒ Thoughtful approach to communicating information

Average Behavioral Pattern ƒƒ Strong discipline and execution

Common traps:
ƒƒ Can be exceedingly cautious when action is required
ƒƒ Communication may be pointed and sparse
ƒƒ May not be comfortable in ambiguous situations

How to work well with them:

ƒƒ Give them time to develop their specialty; they’re more confident once
they’re fully trained or have more experience.
ƒƒ Provide clarity to Specialists, so that they can do things the right way
without risk of making mistakes.
ƒƒ Recognize their specialized skills to help them feel secure.

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 A N A LY T I C A L P R O F I L E S

Strategist
A Strategist is results-oriented, innovative and analytical with a
drive for change.

NEEDS: Signature work styles:

Understanding of the big picture Communication
ŽŽ Reserved, introspective
Opportunities to work with facts
ŽŽ Authoritative
Variety and flexibility Delegation
ŽŽ Delegates details more freely than authority, but tight with both
Time to develop expertise
ŽŽ Controlling with frequent check-ins
Decision making
ŽŽ Results-oriented
BEHAVIORS:
ŽŽ Decisive
Independent Action & risk
Reflective ŽŽ Innovative, self-motivated
ŽŽ Calculated risk-taker
Intense

Organized
Strengths:
ƒƒ Able to think big picture and anticipate problems
ƒƒ Able to deal with pressure and multiple priorities
Average Behavioral Pattern ƒƒ Organized and thorough follow-up

Common traps:
ƒƒ May appear tough-minded and directive
ƒƒ May be intolerant of delays or stagnant environments
ƒƒ May be seen as a perfectionist

How to work well with them:

ƒƒ Keep things moving to satisfy Strategists’ desire to get things done quickly.
ƒƒ Follow directions; Strategists want things done correctly.
ƒƒ Give Strategists time to develop their expertise; they want to be
confident in the knowledge they’ve acquired.

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 A N A LY T I C A L P R O F I L E S

Venturer
A Venturer is a self-starting, self-motivating, and goal-
oriented risk-taker.

NEEDS: Signature work styles:

Independence Communication
ŽŽ Direct, factual, outspoken, frank
Opportunities to reflect
ŽŽ Authoritative
Variety Delegation
ŽŽ Hesitant to delegate major authority or responsibility
Freedom from structure and rules
ŽŽ Delegates details freely
Decision making
ŽŽ Innovative problem-solver
BEHAVIORS:
ŽŽ Values own judgments more than others
Assertive Action & risk
Analytical ŽŽ Takes initiative
ŽŽ Willing to take risks
Driving

Non-conforming
Strengths:
ƒƒ Drives change and challenges status quo
ƒƒ Able to think big picture and anticipate problems
Average Behavioral Pattern ƒƒ Purposeful approach to most situations and people

Common traps:
ƒƒ Can appear tough-minded and directive
ƒƒ May be dissatisfied or uncomfortable working under close supervision
ƒƒ Probably won’t adhere to structure or direction

How to work well with them:

ƒƒ Keep it high level; Venturers are more concerned about achieving goals
than the details needed to get there.
ƒƒ Don’t micromanage, let them prove themselves.
ƒƒ Don’t slow Venturers down; they thrive on getting things done.

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Social Profiles
The Reference Profiles in the Social group are highly
extraverted compared to other behavioral drives. In the
workplace, people in this group tend to focus on relationships.

ALTRUIST CAPTAIN COLLABORATOR MAVERICK

PERSUADER PROMOTER
 SOCIAL PROFILES

Altruist
An Altruist is congenial and cooperative with an efficient,
precise work ethic.

NEEDS: Signature work styles:

Harmony Communication
ŽŽ Extraverted, enthusiastic
Opportunities to interact and
ŽŽ Persuasive talker
collaborate
Delegation
Opportunities to handle multiple ŽŽ Close follow-up after delegating details
priorities
Decision making
Clarity of expectations ŽŽ Brings others into the decision-making process
ŽŽ Makes decisions carefully and cautiously
Action & risk
BEHAVIORS: ŽŽ Cautious, avoids risk
ŽŽ Responds well to pressure
Cooperative

Sociable Strengths:
ƒƒ Builds team cohesion and collaboration
Fast-paced
ƒƒ Organized and thorough follow up
Organized ƒƒ Multitasker, able to juggle priorities

Average Behavioral Pattern Common traps:

ƒƒ May be seen as too cautious and not strategic enough
ƒƒ May be too optimistic or overly trusting
ƒƒ May become frustrated in stagnant environments

How to work well with them:

ƒƒ Give them guidelines; Altruists like clear, specific definitions of the job,
responsibilities and relationships.
ƒƒ Mix it up; Altruists like variety in their work.
ƒƒ Let them help and collaborate; they like being part of a team.

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 SOCIAL PROFILES

Captain
A Captain is a problem solver who likes change and
innovation while controlling the big picture.

NEEDS: Signature work styles:

Independence Communication
ŽŽ Authoritative, telling
Connection with others
ŽŽ Articulate communicator
Variety and change Delegation

Flexibility ŽŽ Delegates authority and details somewhat freely

Decision making
ŽŽ Innovative problem-solver

BEHAVIORS: ŽŽ Push to decide things quickly

Action & risk
Competitive ŽŽ Risk-taker, responds positively to pressure
Enthusiastic ŽŽ Self-starter

Driving Strengths:
Non-conforming ƒƒ Seeks to lead and have an impact
ƒƒ People-oriented, sociable
ƒƒ Able to deal with time pressure and change
Average Behavioral Pattern
Common traps:
ƒƒ Can seem authoritative
ƒƒ May appear to be brusk
ƒƒ Struggles to adhere to structure or direction

How to work well with them:

ƒƒ Give them room; Captains want flexibility in their activities.
ƒƒ Let Captains grow; they want opportunities to learn, advance or
demonstrate responsibility.
ƒƒ Challenge them; they like tackling tough problems.

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 SOCIAL PROFILES

Collaborator
A Collaborator is a friendly, understanding, willing and
patient team player.

NEEDS: Signature work styles:

Freedom from individual Communication
competition ŽŽ Open, approachable, persuasive
ŽŽ Understanding listener
Opportunities to work with others
Delegation
Supportive work team ŽŽ Delegates authority and details freely
Freedom of expression Decision making
ŽŽ Brings people into the decision
Action & risk
BEHAVIORS: ŽŽ Dislikes risk
ŽŽ Responsive more than proactive
Cooperative

Empathetic Strengths:
ƒƒ Understanding and collaborative
Patient
ƒƒ People-oriented, sociable
Casual ƒƒ Patience with routines

Average Behavioral Pattern Common traps:

ƒƒ Can have difficulty making unpopular decisions
ƒƒ May not have great follow through with details
ƒƒ Sometimes appear to others as being too casual

How to work well with them:

ƒƒ Let them collaborate; Collaborators like to communicate with and
involve others.
ƒƒ Show them the love; they want consistent, dependable management
and support.
ƒƒ Keep it friendly; Collaborators don’t like competitive pressure.

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 SOCIAL PROFILES

Maverick
A Maverick is an innovative, “outside the box” thinker, who
is undaunted by failure.

NEEDS: Signature work styles:

To be challenged Communication
ŽŽ Forceful, direct
Opportunities to influence
ŽŽ Animated, telling
Variety Delegation
ŽŽ Freely delegates with loose follow-up
Freedom from rules and controls
Decision making
ŽŽ Innovator
ŽŽ Confident decision-maker
BEHAVIORS:
Action & risk
Venturesome ŽŽ Thinks risk is necessary, “the end justifies the means”
Enthusiastic ŽŽ Quick to act

Driving Strengths:
Tolerant of uncertainty ƒƒ Responds positively to challenges and pressure
ƒƒ Visionary that includes people in the planning
ƒƒ Goal-oriented
Average Behavioral Pattern
Common traps:
ƒƒ May appear tough-minded
ƒƒ Can be intolerant of and frustrated by delays
ƒƒ May not adhere to structure or direction
ƒƒ Needs to be reminded to listen to others’ perspectives

How to work well with them:

ƒƒ Hand them the reins; Mavericks want to take action on their own ideas
and initiatives.
ƒƒ Give them freedom; Mavericks like independence and flexibility.
ƒƒ Remind them of the details; they’re goal-oriented but may overlook the
details.

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 SOCIAL PROFILES

Persuader
A Persuader is a risk-taking, socially poised and
motivating team builder.

NEEDS: Signature work styles:

Independence Communication
ŽŽ Empathetic, persuasive selling style
Opportunities to interact with others
ŽŽ Gregarious and extraverted
Variety and change Delegation
ŽŽ Delegates authority and details
Freedom from rigid structure
Decision making
ŽŽ Confident decision-maker
ŽŽ Works through people to solve problems
BEHAVIORS:
Action & risk
Self-confident ŽŽ Venturesome risk-taker
Persuasive, stimulating ŽŽ Strong initiative

Fast-paced Strengths:
Informal ƒƒ Drives change and challenges status quo
ƒƒ Motivating, stimulating communicator
ƒƒ Proactive and results-oriented
Average Behavioral Pattern
Common traps:
ƒƒ May appear talkative or superficial
ƒƒ May provide limited follow up or attention to detail
ƒƒ May appear too casual or uninhibited

How to work well with them:

ƒƒ Interact with Persuaders; they like to work with and develop people.
ƒƒ Give them variety; Persuaders want freedom from routine.
ƒƒ Give them independence; they are ambitious and have strong initiative.

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 SOCIAL PROFILES

Promoter
A Promoter is a casual, uninhibited, and persuasive
extravert with a tendency for informality.

NEEDS: Signature work styles:

Harmony Communication
ŽŽ Fluent, persuasive talker
Social acceptance
ŽŽ Sympathetic, good listener
Supportive work team Delegation
ŽŽ Delegates authority and details freely with little follow-up
Freedom from rigid structure of
expectations Decision making
ŽŽ Often thinks “outside the box”
Action & risk

BEHAVIORS: ŽŽ Negative response to pressure

Collaborative Strengths:
Outgoing ƒƒ Motivating, stimulating communicator
ƒƒ Flexible approach to most situations and people
Patient
ƒƒ Doesn’t take no for an answer
Flexible
Common traps:
Average Behavioral Pattern ƒƒ Can be overly talkative and superficial
ƒƒ May be excessively casual or uninhibited
ƒƒ Sometimes prioritizes being liked or being center of attention over results

How to work well with them:

ƒƒ Let them be social; Promoters like a high level of social/group activities.
ƒƒ Give Promoters freedom; they prefer work that is unstructured and
delegating the details.
ƒƒ Let them sell; Promoters like to be recognized for persuading and
motivating people.

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 Stabilizing Profiles
The Reference Profiles in the Stabilizing group have a low amount of
Dominance and Extraversion, with high Patience and Formality. People
with profiles in the Stabilizing group are generally steady, detailed, and
work well with structure and processes.

CRAFTSMAN GUARDIAN OPERATOR

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 S TA B I L I Z I N G P R O F I L E S

Craftsman
A Craftsman is accommodating and analytical, while
producing highly precise and accurate work.

NEEDS: Signature work styles:

Understanding Communication
ŽŽ Reserved, quiet
Room for introspection
ŽŽ Listens thoroughly
Stable work environment Delegation
ŽŽ Will delegate, but with careful follow up
Specific knowledge of the job
Decision making
ŽŽ Seeks direction
ŽŽ Can demonstrate ingenuity when solving problems
BEHAVIORS:
Action & risk
Accommodating ŽŽ Cautious
Analytical ŽŽ Careful, responsive

Deliberate Strengths:
Precise ƒƒ Anticipates problems
ƒƒ Thoughtful approach to communicating information
ƒƒ Builds structure and has respect for the plan
Average Behavioral Pattern
Common traps:
ƒƒ Sometimes overly sensitive to criticism
ƒƒ May have difficulty under time pressure
ƒƒ Can be uncomfortable in ambiguous situations

How to work well with them:

ƒƒ If you have feedback, make it positive and constructive.
ƒƒ Recognize them; Craftsmen enjoy being recognized for their technical work.
ƒƒ Provide Craftsmen the details; they like to think about the technical
aspects of the work.

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 S TA B I L I Z I N G P R O F I L E S

Guardian
A Guardian is unselfish and approachable with a
preference for detailed, skill-based work.

NEEDS: Signature work styles:

Reassurance Communication
ŽŽ Reserved, formal
Time to trust others
ŽŽ Detailed communication style
Freedom from changing priorities Delegation
ŽŽ Tight with delegation
Freedom from risk of error
ŽŽ Likes to hold onto his/her work
Decision making
ŽŽ Looks for consensus
BEHAVIORS:
ŽŽ Follows “the book”
Helpful Action & risk
Pensive ŽŽ Conservative, cautious
ŽŽ Avoids risk
Steady

Diligent
Strengths:
ƒƒ Thoughtful approach when communicating
ƒƒ Close attention to detail
Average Behavioral Pattern ƒƒ Strong discipline and execution

Common traps:
ƒƒ May be sensitive to criticism
ƒƒ May avoid conflict
ƒƒ May struggle in ambiguous situations

How to work well with them:

ƒƒ Train them; Guardians do best with thorough, step-by-step training ‘by
the book”.
ƒƒ Be supportive of Guardians; they don’t like conflict.
ƒƒ Keep it steady, because Guardians like a stable work environment.

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 S TA B I L I Z I N G P R O F I L E S

Operator
An Operator is a patient, conscientious, relaxed and
cooperative team worker.

NEEDS: Signature work styles:

Reassurance Communication
ŽŽ Informal, relaxed
Opportunities to work with facts
ŽŽ More comfortable with someone familiar
Freedom from changing priorities Delegation
ŽŽ Delegates authority and details easily
Understanding of rules and structure
Decision making
ŽŽ Likes consensus
Action & risk
BEHAVIORS:
ŽŽ Responsive
Cooperative ŽŽ Careful, cautious
Pragmatic
Strengths:
Stable ƒƒ Accepting of others decisions
Thorough ƒƒ Reflective and introspective
ƒƒ Focuses on how to get things done right

Average Behavioral Pattern Common traps:

ƒƒ May be seen as too cautious and not strategic enough
ƒƒ May appear overly task-focused
ƒƒ May struggle in ambiguous situations

How to work well with them:

ƒƒ Reassure them; Operators want a sense of security.
ƒƒ Don’t pressure Operators; they prefer freedom from urgent time pressures.
ƒƒ Give Operators time so they can take their preferred methodical
approach.

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 Persistent Profiles
The Reference Profiles in the Persistent group are more dominant than
extraverted, with a high amount of patience. In the workplace, people with
profiles in the Persistent group are generally task-oriented and deliberate,
and thrive when they have control over their own work.

INDIVIDUALIST SCHOLAR

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 PERSISTENT PROFILES

Individualist
An Individualist is highly independent and persistent, while
remaining results-oriented.

NEEDS: Signature work styles:

Independence Communication
ŽŽ Directive, telling
Opportunities to work with facts
ŽŽ Factual, with strong conviction
Freedom from changing priorities Delegation
ŽŽ Delegates details
Flexibility
Decision making
ŽŽ Creative problem-solver
ŽŽ Decisive
BEHAVIORS:
Action & risk
Self-confident ŽŽ Able to take risk
Analytical ŽŽ Will act on new or unconventional ideas

Methodical Strengths:
Non-conforming ƒƒ Drives change and challenges status quo
ƒƒ Creative problem solver
ƒƒ Adept at changing organizational needs
Average Behavioral Pattern
Common traps:
ƒƒ May appear as stubborn or opinionated
ƒƒ Can be tough-minded and authoritative
ƒƒ May recoil at too much structure and direction

How to work well with them:

ƒƒ Give Individualists space; they want to develop and act on their own ideas.
ƒƒ Challenge them, because Individualists enjoy digging into problems and
overcoming challenges.
ƒƒ Give Individualists opportunity; they want management that is receptive
to new ideas, change and risk.

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 PERSISTENT PROFILES

Scholar
A Scholar is accurate, reserved, imaginative and seeks a
high level of technical expertise.

NEEDS: Signature work styles:

Independence Communication
ŽŽ Quiet, reserved
Opportunities to reflect
ŽŽ Authoritative, telling
Stable work environment Delegation
ŽŽ Finds it difficult to delegate
Freedom from risk of error
Decision making
ŽŽ Analytical, imaginative
ŽŽ Cautious, do things “by the book”
BEHAVIORS:
Action & risk
Autonomous ŽŽ Acts deliberately and methodically
Introspective ŽŽ Protects against risk

Deliberate Strengths:
Reserved ƒƒ Data-driven, analytical
ƒƒ Strong discipline and execution
ƒƒ Organized and thorough follow-up
Average Behavioral Pattern
Common traps:
ƒƒ May be cautious about acting on new or controversial ideas
ƒƒ Can be anxious to avoid disagreements
ƒƒ Often uncomfortable in new environments or social situations

How to work well with them:

ƒƒ Give Scholars time; they want to be able to do thorough analysis.
ƒƒ Scholars want to develop their expertise, so let them grow.
ƒƒ They want to be responsible for their own work, so don’t micromanage.

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 N O C AT E G O R Y

Adapter
An Adapter is a bridge-builder, comfortable with changing
situations.

NEEDS: Special note on Adapters:

NEEDS VARY Adapters have a similar amount of each the Behavioral Drives. There is no
predominant drive that really fuels his or her needs and behaviors.

Adapters can be hard to read at times because there is not a strong drive
BEHAVIORS: that defines his or her behavior. This situational flexibility is the beauty of
the pattern as well. Adapters are generally versatile and adaptable, flexing
BEHAVIORS ARE FLEXIBLE
to meet the needs of the situation. Adapters can easily work with a variety
of people and are often seen as a bridge-builders or glue in a team setting.
Adapters view all sides of a situation, easily putting him or herself in
Average Behavioral Pattern someone else’s shoes.

Strengths:
ƒƒ Versatile, flexible
ƒƒ Empathetic
ƒƒ Bridge-builder

Common traps:
ƒƒ May be hard to “read”
ƒƒ Will benefit from communicating their thinking to mitigate uncertainty or
perceived surprises in their action

How to work well with them:

ƒƒ Talk to them to learn about them; have a conversation with them to find
out about their motivations and preferences.
ƒƒ Due to their inherent flexibility, Adapters have no hard and fast
behavioral preferences or motivating needs.

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 A Deeper Understanding of
Behavioral Drives
PI Reference Profiles are a fantastic framework for understanding people in a broad brush way and providing a type
of shorthand for describing general personality configurations. People are complex, of course, and each person is
unique. That’s why Reference Profiles are just the beginning when it comes to decoding what makes us who we are.

The signature output of the PI Behavioral Assessment is a pattern that provides a more nuanced way to interpret an
individual’s behavioral drives and needs. When an assessment taker completes the PI Behavioral Assessment, we
plot their results in a way that creates a pattern. These patterns reveal which of the assessment’s Four Factors are
strongest, and that gives us an amazing amount of information about what it will be like to work with that person.

In fact, once you’re versed in reading these patterns, you’ll gain insights into people that the resume doesn’t convey
and that even multiple rounds of interviews won’t reveal.

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