HOW TO MAKE BETTER

PEOPLE DECISIONS
A FirstMind guide to understanding people
and their talents
WELCOME TO FIRSTMIND
AND TO THE COMMUNITY
This guide is intended to give you a thorough understanding of how to use the FirstMind personality profile

INTRODUCTION
and get you started with making better people decisions. The guide consists of multiple sections which
provide you with insights into how to gain maximum value from the profiles.

INTRODUCTION
FirstMind emerged from the mission to help organizations build a productive, engaged, and high
performing workforce. We quickly found that the best way to achieve our mission is to help people thrive
and flourish in their work and everyday life and making important people decisions more data-driven.

Over the course of our careers, we've encountered various human development tools, consultancy reports,
and more. They are very effective at making the individual easy to understand, but we miss the implications
and takeaways that come with the nuance and complexity.

Therefore, we've dived deeper into personality to provide a tool that accurately captures the complexity of
each person and translates it into a simple format that makes the implications more precise, practical, and
actionable.

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A TALENT-BASED APPROACH
The science behind FirstMind builds on over 42 cognitive studies, 9 behavioural studies, and on more than
1.2 million individuals. These studies show that the structure in which synapses connect the nerve cells in
our brains determines our perspective in life and everyday behaviour. Furthermore, the studies show that
the different structures the brain forms as we mature can be grouped into 34 categories of natural talents.

INTRODUCTION
Natural talents are defined as consistent patterns of thoughts, feelings, and behaviour, and they dictate two
things. First, natural talents determine what you enjoy doing and what brings you energy. Second, they
determine how you prefer doing things and approach challenges.

A study by Gallup indicates that a person in the right job that fits their talents is six times more likely to be
engaged in their job, six times more likely to feel like they are doing what they do best, and three times
more likely to feel like they have an excellent quality of life. Gallup also found that organizations that
position people in regards to their talent experience up to a 23% increase in employee engagement, 18%
increased performance, 19% increase in sales, and 29% increase in profits.

WHY FOCUS ON TALENTS

At FirstMind, we focus on your strengths and natural talents because we believe that the best way to high
performance, competitive advantages, and a passion-filled job are not putting in more hours but activating
your talents and playing to your strengths. The value of the talent-based approach derives from being
aware of your natural talents and being able to leverage them. This enables individuals to be fully engaged
and excel at the task at hand.

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THE ARCHETYPES
The archetypes groups the 34 talents by their fundamental
behaviour and collective strengths. The graph shows how
dominant each archetype is compared to each other.
The number of primary talents connected to a specific
archetype determines how natural and dominant one type of
behaviour is to you.
The more your primary talents are spread out into multiple
archetypes; the more well-rounded and contextual your
behaviour will be.

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RELATING
Relating talents are thinking and people-driven talents. These talents are

THE ARCHETYPES
used to understand people, and build and nurture relationships.
The relating talents are indicative of how you think about relationships.

INFLUENCING
Influencing talents are executing and people-driven talents. These talents
are leveraged to influence other people. Influencing talents incline you to take the lead and get other
people to act.

INTELLECTUAL
Intellectual talents are thinking and self-driven talents. They indicate how you understand, interpret and
process data information and knowledge.
They help you make better considered decisions.

MOTIVATING
Motivating talents are executing and self-driven talents. These talents drive you forward and make you take
action. Leverage them to turn your ideas into action.

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THE 34 TALENTS
The 34 talents is a ranking of all of the talents in the personality
spectrum. The talents tell you the most about the person because
the specific combination of talents describes the patterns of
thoughts, feelings, and behaviours that are most significant in the
person. It is important to understand each of the primary talents
because they are the baseline of the entire report and they give
the two most important insights about the person. Firstly, they
determine what the person is able to learn quickly and become
great at. Secondly, they indicate the tasks that they enjoy and which
tasks they receive energy from doing.

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RELATING TALENTS
1. Communicating
2. Connecting
3. Empathic
4. Inclusive
5. Individualising
6. Mediating

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 COMMUNICATING
WHAT
RELATING TALENTS
The communicating talent makes you driven by capturing people's attention by speaking, hosting,
explaining, and/or writing. You are most likely very good at it, and your language is filled with images,
examples, and metaphors that can capture attention. You have an urge to bring stories or ideas to life
by making them exciting and giving them energy.

STRENGTH
You can turn complicated matters into comprehensible messages and draw people's attention by
finding the essence in things, putting it into context, and delivering it with dramatic and powerful
words and sentences.

CHALLENGE
You are challenged by silence, and you are not good at being quiet when nobody is saying anything.
You hunt for others' attention, making it difficult to accept that you are not being heard.

LEARNING
Identify whether your communicating strength lies with speaking or writing, and then leverage it. Your
passion for conversation can be overwhelming for some individuals - Try to stop and listen to the other
person; this could help you with how you should be communicating.

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 CONNECTING
WHAT
The connecting talent describes your attitude towards relationships. You prefer having close friends
RELATING TALENTS

and like to get to know people on a deeper level as everything else seems superficial to you. You dare
to give from your inner self to build your connection and make it easier for them to open up.

STRENGTH
You are great at creating friendships with almost everyone and are comfortable getting close and
understanding them. You are easy to trust, and others feel comfortable in your presence.

CHALLENGE
You can have a difficult time “cutting through” and you try not to be hard on others as you fear it may
damage your relationship. Your willingness to open yourself up to others makes it easy to exploit. Your
desire to connect with people could end up being exhausting as you tend to run from one social
gathering to the next.

LEARNING
Prioritize your social relationships to keep an overview of which you should please and which you
should consider cutting out. This allows you to gather your energy again.

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 EMPATHIC
WHAT
You can sense the emotions of the people around you and are driven by understanding those people
RELATING TALENTS

you interact with. You can see the world through their eyes, and without necessarily condoning their
choices, you can understand them.

STRENGTH
You have the instinctive ability to understand and anticipate others' needs, feelings, and desires. This
ability makes you good at addressing sensitive and critical matters and helps you find the right words
and sentences to express your feelings.

CHALLENGE
Your empathic talent makes you sometimes get too close to people. Because you have the ability to
understand others, it may be difficult for you not to take responsibility for how they feel or not to act
on their emotions.

LEARNING
Assess if you have the mental capacity to take responsibility for other people's emotions. It is okay to
put yourself first and prioritize your well being. Be aware that your focus on others' feelings is not an
escape path from your own.

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 INCLUSIVE
WHAT
You include and welcome people to whatever you are doing and make them feel welcome. This way,
RELATING TALENTS

everybody feels like part of the group, and the group benefits from all their support. You are sure that
deep down, we are all alike, and therefore it doesn't make sense to judge or exclude other people.

STRENGTH
You have the ability to make everyone feel welcome, and as they belong. You don't give anybody a
special treatment and are good at keeping a positive team spirit.

CHALLENGE
You have a difficult time (de)selecting people from roles, and it can affect you if a person leaves the
group - especially due to cut downs. You can lose focus on the objective due to valuing team spirit
and relationships higher than the goal, and you most likely won't enjoy working in competitive
environments.

LEARNING
Remind yourself who is relevant to include at what times throughout the process. It can quickly kill the
effectiveness by bringing in too many opinions to the table too early. Don't take it personally, if
somebody forgets to include you - Often it wasn't due to bad intentions.

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 INDIVIDUALISING
WHAT
You are fascinated by the differences in people and can notice the unique qualities of each individual.
RELATING TALENTS
You can instinctively observe how each person is motivated, builds relationships, and thinks, thus their
potential and opportunities for development.

STRENGTH
You have the ability to identify each individual's strengths and potential. This ability makes you able to
accommodate your behaviour to each person and excellent at spotting talent and uncovering
potential. You can select and organize teams so everyone can contribute the most.

CHALLENGE
You are not good at working in rigid and controlled environments where rules dictate people's
behaviour. Your ability to vary your behaviour to each individual may be perceived as negative and
untrustworthy.

LEARNING
Remember, many people expect fairness among individuals, so if you choose to treat everyone
uniquely, you should be explicit about it. Another way for you to derive energy is to help write desired
actions or goals down for others, as it will help you hold them accountable.

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 MEDIATING
WHAT
You look for agreement and common ground because there is little to be gained from conflict and
RELATING TALENTS

friction, so you prefer keeping them at a minimum. You find it more important to create harmony and
cooperation.

STRENGTH
You create consensus and peace where there is war or controversy. You think about the team before
you think about yourself and have an easy time finding a compromise that can create harmony.

CHALLENGE
You have a difficult time around conflict and confrontation, and you tend to modify your own opinion
for the service of harmony willingly. You can have a hard time making uncomfortable decisions or
being direct in interactions with others.

LEARNING
Play the devil's advocate - If you do not settle this discussion or avoid this confrontation, will this be
more harmonious for the team? When people are arguing, use your talent to draw more people from
your team into the discussion - it is easier to reach consensus when more opinions/options are
available.

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INFLUENCING TALENTS
1. Charming
2. Competitive
3. Controlling
4. Developing
5. Improving
6. Positive

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 CHARMING
INFLUENCING TALENTS
WHAT
You enjoy the challenge of meeting new people, getting them to like you, and winning them over. You
thrive in a social setting and derive energy from making new connections. In your world, strangers
don't exist; only friends you have not encountered yet.

STRENGTH
You are good at creating new connections and getting them to like you. You have the ability to meet
people at eye level and establish a good dialogue. These attributes also make you very convincing
and incline you to build a great network.

CHALLENGE
Your eagerness to quickly get to know people and win them over can seem superficial or manipulative
to many people.

LEARNING
Put yourself in a position where you can build an extensive network. Maintain your network and use it
well; this will bring you much energy. Give yourself a small moment to think your arguments through
before starting a conversation to win somebody over.

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 COMPETITIVE
INFLUENCING TALENTS
WHAT
You are driven by winning. You enjoy competing and comparing your performance to others, as it is
the only way to determine if you are ahead. The effort you put in, your intentions, and reaching the
goal doesn't matter unless you can outperform your peers.

STRENGTH
Most of the time, you will be a high performer because you are determined, working hard, and are
willing to invest much energy to win. This ruthless drive results in you setting high standards, having
the perseverance to overcome challenges, and always pushing the bar for yourself and your team.

CHALLENGE
You are challenged in an environment where everybody has to be equal because, in that situation,
you're not able to stand out. Furthermore, your urge to compete may be damaging in a team setting,
as you can have a tendency to view teammates as opponents, and belittling their results or criticize
their ideas to ensure you look like the winner.

LEARNING
Be sure that you don't enforce unhealthy competition within the team, as it will be damaging for the
organization. Utilize your competitive talent by reinforcing positive competition, where the focus is
pushing each other to go further instead of focusing on who is the loser.

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 CONTROLLING
WHAT
INFLUENCING TALENTS
You are driven by being right, taking charge, and having others follow you. Once you have formed an
opinion or goal, you are compelled to get people to agree with it and to start pushing them in your
direction. You are not hesitant in regards to confrontation as this is mostly to your advantage. After all,
the confrontation is the first step towards a resolution.

STRENGTH
You know what you want and are not afraid to put yourself out there to get it. You can be a strong
leader as you are good at influencing others, make them follow you, and help them to make quick and
effective decisions. People are drawn towards your confidence and persistence.

CHALLENGE
You can be perceived as intimidating and manipulative by always engaging in confrontations and
forcing your opinion on people. This direct part of your personality can lead you to persuade others to
make poor and unconsidered decisions. You can find yourself managing people you perhaps
shouldn't, and you have a hard time letting go.

LEARNING
Remember that not everyone is as direct as you are. When dealing with more sensitive or less direct
people, remind them that your relationship remains the same even though you disagree. Consult and
get feedback from others outside your group/team to ensure your conclusions are correct and that
you are leading in the right direction.
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 DEVELOPING
INFLUENCING TALENTS
WHAT
All you see is potential in people and progress. You are drawn to growth and are driven by helping
others experience success. While interacting with people, you are on the lookout for signs of growth,
as it is your fuel.

STRENGTH
You are good at spotting unused potential, giving you great belief in others' abilities. You love helping
people become better, which over time, will make many seek you out for advice and encouragement.

CHALLENGE
You are challenged when others stand still. This need for growth in others will incline you to try to
develop people who do not necessarily want your help. You can also end up focusing on
development when it is not enough time for it or when you are not the right person to develop.

LEARNING
Always focus on how you propose your help to others and listen to the individual you want to help. It
is important that the other person is open to your support and that it is the right time to do it.

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 IMPROVING
INFLUENCING TALENTS
WHAT
You always strive for excellence and resent mediocrity. You are driven by taking something good and
making it superb - whether it is your skills, others' abilities, solutions to tasks, or anything else. You
prefer to work with other highly skilled people to capitalize on their strengths, and you are motivated
to deliver the highest quality of work.

STRENGTH
You have a critical but creative mind that always seeks out opportunities for improvements and has a
desire to raise the bar or push it further. You love performing at your maximum, and your level of
ambition can inspire others.

CHALLENGE
You don't deal well with chaos as it hides what is good and removes focus on improving to superb.
You tend to be restless and unsatisfied because your critical mind always looks for areas to improve. It
can be challenging for you to find the first innovative idea as your creativity builds on existing work.

LEARNING
Understand that not everybody sees the same possibilities for improving as you do, which may be
why they don't understand the need you feel. Create an overview or a backlog of all the ideas you
have for improvement to assess what is most important.

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 POSITIVE
INFLUENCING TALENTS
WHAT
You are optimistic as you can always see the positive side of things and expect the best. You enjoy
making other people smile through humour, praise, or whatever is needed.

STRENGTH
You have the ability to create a pleasant and positive atmosphere around you. You are seldom held
back by limiting beliefs and are good at making challenges seem easy to overcome. Your positivity is
contagious, and it draws people to you.

CHALLENGE
Your ever-positive attitude can make you a bit naive and not take important issues seriously enough.
You might clash with critical people as you find them draining of energy, and they will find you
somewhat superficial and airy-fairy.

LEARNING
Find the way you can bring the most positivity and energy into your team, as this will bring you much
energy. Don't pretend that difficulties don't concern you or downplay issues; other people can get a
sense of your optimism being naivety.

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INTELLECTUAL TALENTS
1. Analysing
2. Assessing
3. Contextual
4. Futurist
5. Holistic
6. Innovative
7. Just
8. Learning
9. Organising
10. Researching
11. Strategic
12. Thinking

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 ANALYSING
INTELLECTUAL TALENTS
WHAT
Your talent makes you value knowledge, information, and sufficient data before making a decision. It is
your basis for thoroughness and precision. It also makes you critical, challenging, and demanding of
evidence towards other people's decisions. You are driven by things that are or can be thoroughly
analyzed and well worked out.

STRENGTH
You discover patterns and how things connect. You get energy from understanding how these affect
each other. You are good at familiarising yourself with figures and enjoy doing preliminary analysis.
This desire to analyze also makes you likely to discover areas that have not been validated yet.

CHALLENGE
You are slow at getting started and taking action because you want the analysis and data to be in
place. You may be too rigorous and tend to overanalyze decisions. Your tendency to challenge
decisions can prevent progress for you and your team.

LEARNING
Consult others about when your analysis is thorough enough to ensure you also take action.
Remember that other people don't necessarily think as analytically as you and can form conclusions
through other methods.

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 ASSESSING
INTELLECTUAL TALENTS
WHAT
You are careful and vigilant because you know the world is unpredictable and not in order. You sense
risks and weigh the relative impact before you take any action. The assessing talent gives you a
serious and considerate approach to life.

STRENGTH
You can spot pitfalls in plans and identify and assess possible risks in the future. This ability makes you
good at avoiding or solving issues before they arrive. You dare to be critical and point out errors that
can prevent problems down the line.

CHALLENGE
Your serious approach and your focus on what can go wrong will often make you perceived as
negative or pessimistic. You are often too careful with decisions because you see what will go wrong
instead of potential possibilities. You don't give praise or much recognition to colleagues because you
tend to focus on the errors and pitfalls.

LEARNING
Force yourself to praise people in your team and work on understanding their positive sides. Consult
for others' opinions on the risks you see, to ensure they don't paralyze you. Bring more value in your
feedback to others by communicating the opportunities for avoiding potential issues or find solutions
instead of only presenting the problems.
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 CONTEXTUAL
INTELLECTUAL TALENTS
WHAT
You go to the past to look for answers or connections that can explain the present or the future. You
need to understand the history behind how things or situations emerged to have confidence in your
decisions.

STRENGTH
You can find underlying structures and patterns. When you get the time to study and assess what has
happened before, you can not only make educated and logical decisions but also communicate and
explain the connections and coherence to others that would not have noticed it otherwise.

CHALLENGE
If you don't get the time to understand the context and history, you get very cautious. You are
challenged in new situations and will resist illogical change. You have a hard time working together
with visionary and future-oriented people because of a misalignment in what time dimension you look
for answers. While you might look to the past, visionary people might look to the future for answers.

LEARNING
Be aware that you need to understand the context before you can act and be explicit about it. If you
are moving too fast, let your team know that you need a more thorough understanding before you can
take responsibility. But also remember that it is your responsibility to deal with this need.

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 FUTURIST
INTELLECTUAL TALENTS
WHAT
You always look into the future and ask “Wouldn’t it be great if…”. You see a detailed vision of what the
future holds and are often very positive/optimistic. You are driven by the new and exciting.

STRENGTH
Your ability to see possibilities in the future and create a clear vision is very inspiring to you and
others. You can create a clear destination, and by communicating it correctly, people will latch onto
you and the hope you bring.

CHALLENGE
You can face problems if the dreaminess of your visions takes over and limits your ability to act. You
can have a difficult time being around people who mainly focus on the past or have a critical point of
view.

LEARNING
Include your team in your vision, so they understand where you want to go. If they don't understand
your vision, consider if you are too abstract. You can benefit from partnering up with other futuristic
people as it gives you the energy of letting your dreams run loose. However, there are also many
benefits to partnering up with less future-oriented people that can help you execute your vision.

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 HOLISTIC
INTELLECTUAL TALENTS
WHAT
You are certain that everything happens for a reason, and that we all are part of something bigger. You
believe that all people are connected, which implies that we have specific responsibilities in this
world. Your awareness of these responsibilities and how all things affect each other dictate your value
system. Ordinarily, people with this talent are considerate, caring, and humble.

STRENGTH
The holistic talent lets you see the bigger picture and consider perspectives not visible to others. This
comprehensive overview gives you the ability to discover new and alternative contexts. You are also
very responsible as your interconnectedness belief makes it difficult to do something to others that
you won't have done to you.

CHALLENGE
You are challenged by not having enough room to look at the whole picture or consider all the
different parts of the system. You will sometimes lack grounding by considering context and
perspectives that do not exist in the real world.

LEARNING
Keep critical or realistic people in your life as they will give you the grounding you need when you get
too far from reality. Also, spare with other holistic people to challenge each other's thoughts - this will
bring you much energy.
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 INNOVATIVE
INTELLECTUAL TALENTS
WHAT
You love to create ideas, to look for connections, and to view the world from different angles and
perspectives. You are driven by finding a fresh perspective, discovering a new opportunity, or finding a
different solution. You are generally perceived as creative or an original thinker.

STRENGTH
Ideas come to you with ease, which gives you the ability to feed your team with ideas or solutions to
problems continually. You will often be the focal point of the team because it is likely built around your
idea.

CHALLENGE
You will be challenged by limiting your focus to one objective as your mind keeps feeding you with
new ideas to pursue. You may have to partner up with a person who can talk through your ideas and
sort the best ideas out.

LEARNING
Find a system that stores all your good ideas so they can be used when it is time. The best result
comes from you taking responsibility for the ideas you get. You will quickly get bored, so make some
small changes to your work.

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 JUST
INTELLECTUAL TALENTS
WHAT
You value balance and fairness and often fight injustice, inequality, and selfishness. You are very
conscious of how people are treated and how you treat people. You expect others to behave in the
same way.

STRENGTH
You can create an environment with balance, where justice prevails, and where everyone has a fair
chance. You stand up for people that are mistreated or can't stand up for themselves, and you are
good at doing things "the right way".

CHALLENGE
You are challenged when things are unfair. Your morals are often a lot higher than the ones around
you, which can be difficult as you expect people to have the same view of the world as yourself. This
sense of fairness can incline you to become everybody's judge and create rigid systems.

LEARNING
Before acting as a judge of the situation, always take a step back and consider if you are the right
person to judge. Remember, not everyone thinks as much about fairness as you do, and the situation
may not be as big of a deal as you might think.

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 LEARNING
INTELLECTUAL TALENTS
WHAT
You love to learn, and the process of obtaining new knowledge, practising what you have learned,
growing it into competences, and gaining the confidence in your skill excites you. The outcome or the
subject is not necessarily important, but the process is.

STRENGTH
You are a natural learner and always strive to educate yourself or develop new skills. You have an
intense curiosity and are always willing to try something new. You build a broad knowledge base that
your colleagues can leverage and gain value from utilising.

CHALLENGE
You can be too focused on the learning process, thus not focusing on the goal you want to achieve
with the knowledge. You need time to learn and may expect that learning is always the highest
priority.

LEARNING
Understand that your restlessness and drive comes from your need to acquire knowledge and skills.
Remember, always to keep the objective in mind to ensure you are learning the right things and do
not go too deep into a particular subject. Take responsibility for satisfying your talent and don't expect
others to do it.

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 ORGANISING
INTELLECTUAL TALENTS
WHAT
You are an expert in coordinating people and information. Being able to manage complex
assignments and finding perfect configurations motivate you. You are driven by responsibility and
being allowed to lead and delegate tasks between team members. You work efficiently, flexibly, and
can adjust to solve the assignment in the most effective way.

STRENGTH
Your talent makes you good at managing projects. It lets you focus and handle many tasks at once,
ensuring you always have an overview. It gives you the ability to resolve the confusion by devising
new options and finding new paths.

CHALLENGE
You are challenged by not being the leader, and you will try to control things that you are not
responsible for managing. You are not easy to lead because you are sure that the solutions you see
are better and will, therefore, be mods essential to implement or take action on.

LEARNING
You have the overview, so be sure to use it. If you are not in charge, offer your insights as a gesture
instead of forcing it through. The person in charge may have some information that you do not have.

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 RESEARCHING
INTELLECTUAL TALENTS
WHAT
You are very curious and love the process of collecting information and knowledge - and you are
good at it. You are driven to understand things, and the more diverse the topics are, the better.

STRENGTH
You are good at finding knowledge, collecting the right information, and storing it. Your curiosity for
knowledge makes learning new facts or skills so interesting and motivating.

CHALLENGE
You expect to have the time to do your research and are often challenged if you don’t get to the
bottom. Your curiosity might make you keep researching because you feel like you are missing some
information.

LEARNING
Give yourself a time limit for how long you should research and learn to accept that not all knowledge
regarding a subject is necessary to act.

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 STRATEGIC
INTELLECTUAL TALENTS
WHAT
You have a distinct way of thinking, and you always look at things from a strategic point of view. This
perspective allows you to see patterns, play out scenarios, predict potential obstacles, and draw out
the best plan to get to your destination.

STRENGTH
You are very good at making contingency plans, playing out multiple scenarios in your head, and
asking yourself "what if.." and "then we could.." to find the best alternative. This also makes you a good
advisor. You are good at the political "game" because you see the different paths and how they lead to
different outcomes.

CHALLENGE
Your biggest challenge is becoming so political that you end up undermining others and forgetting the
objective. You desire to think scenarios through and build plans can stop you from acting, so you
become the ever drawing-board.

LEARNING
You will see repercussions more clearly than others, so be sure not to belittle other people's
suggestions because you see something they do not see. Contribute with advice, and instead of only
pointing out the obstacles, match them with solutions.

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 THINKING
INTELLECTUAL TALENTS
WHAT
You are a true intellect. You like to reflect and enjoy mental activity. You enjoy the process of thinking
things through a second time, solving complex problems, developing ideas, or understanding other
people's feelings (which of them exactly depends on your other primary talents).

STRENGTH
Your ability to think things through thoroughly lets you come up with well thought out details and
above average ideas or solutions. You support yourself by posing questions to yourself and trying out
different solutions until you find the best one.

CHALLENGE
You become insecure when you have to make a quick decision, and you likely don't handle stress too
well. Your desire to think things through may hold you back from taking action as you are challenged
when things are not well-thought-out and move too quickly.

LEARNING
If you are put on the spot, remember that it is okay to say “I haven’t considered it yet, can I get back to
you?”. Force yourself to take action within a given time frame to limit yourself from staying in your
head.

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MOTIVATING TALENTS
1. Adaptable
2. Confident
3. Disciplined
4. Focused
5. Initiating
6. Principled
7. Problem solver
8. Responsible
9. Significant
10. Targeted

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 ADAPTABLE
MOTIVATING TALENTS
WHAT
You live in the present and always go 100% into what is happening here and now. Your future is not
planned but is to be discovered. Unexpected events and sudden requests don't trouble you. You are
instead fascinated by the change and are driven by trying new things. You will often excel in a position
as a fire extinguisher because you receive energy from jumping from task to task.

STRENGTH
Your talent gives you the ability to thrive in chaotic environments and quickly change direction if
needed. You are difficult to surprise because you expect unforeseen events to arise and enjoy
adapting fast.

CHALLENGE
You may experience having too many tasks at hand, and therefore not completing the first before
moving on to the next. Your attention will typically be directed towards what is most interesting or
exciting, while you will lose focus if you stay at one task for too long. This desire for change could
result in a lot of half-finished tasks.

LEARNING
Create a plan of what you need to achieve each day; this will help keep you on track. Evaluate by the
end of the day what you completed to see if you changed direction to something that was not on your
list, and find out the reason for it if you did so.
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 CONFIDENT
MOTIVATING TALENTS
WHAT
You have great faith in your abilities, judgments, and decisions. You know that you are good and you
know what is best for you. Others may guide and suggest, but you alone have the authority to form
conclusions and act.

STRENGTH
Your confidence makes you very self-reliant and gives you self-belief. You are sure your decision is
right and that you can solve these problems. This confidence makes you comfortable with taking risks,
because when you are convinced you don't see the risk.

CHALLENGE
You are not open to opinions or interpretations, and you can be difficult to convince of other truths
than your own. You can have a hard time aligning with others' decisions and accepting that your
opinion is unimportant.

LEARNING
Consult others for feedback and force yourself to think their feedback through. Learn to understand
that others' talents can contribute just as much as your own and bring exciting new perspectives to
the table.

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 DISCIPLINED
MOTIVATING TALENTS
WHAT
Your world needs to be structured and ordered so that you are in control. Predictability makes you feel
comfortable, so you set up routines and focus on time schedules and deadlines. You master the detail
and are impatient with errors.

STRENGTH
Your attention to detail gives you the ability to deliver high-quality work. Others see you as very
reliable as you value providing what is promised and always within the agreed time.

CHALLENGE
Your need for structure in the world can set you off balance in chaotic or unpredictable environments.
Your attention to detail can make you perfectionistic. If you haven't agreed on the expected standard
for what you are delivering, you will tend to work too long on your task and deliver way over
expectations. You can be challenged by others' way to get things done.

LEARNING
Don't clash with less detailed people because you will find their mistakes right away. Instead, focus on
the synergies and help them with their details. Remember that others don't necessarily think the same
way as you, so it is your responsibility if you want a task taken care of in a particular way.

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 FOCUSED
MOTIVATING TALENTS
WHAT
You want to know a clear destination, to determine the direction you are headed and what is most
important right now. If these things are outlined, you can focus on pursuing the goal and filter
unimportant tasks and trivial disturbances away.

STRENGTH
You are very passionate about what you focus on and have a high level of concentration. You are
efficient, and you are always making sure that you and your team are on the main path to reach your
destination.

CHALLENGE
You are impatient and find disturbances and unnecessary offsets frustrating. Your ability to intensely
focus on a destination makes it challenging for you to chase multiple objectives with the same priority.

LEARNING
You can benefit a lot from indicating (e.g. with a post-it) that now is not the time to disturb you, and
they should shoot you an email so you can get back to them later. Also, try to time your work on a task
to control yourself so that you do not lose touch with your other tasks. Lastly, remember to finish one
task at a time.

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 INITIATING
WHAT
MOTIVATING TALENTS
You are driven by initiating and starting new tasks and projects. You want to get started as quickly as
possible while you still have many things going on. You don't like to use too much time on analyzing
as you know deep down that only action can lead to performance. Once a decision is made, you have
to act. You believe that getting started is the best way to learn, because once you take action, you
look at the result, and learn before your next move.

STRENGTH
You are very good at taking action, and you enjoy putting yourself out there. It doesn't frighten you; it
pleases you. You inspire others to follow and take action, as well. You ensure projects are up and
running quickly, often resulting in a competitive advantage. You are very adaptable to change along
the way.

CHALLENGE
You may not have the patience to think decisions all the way through. You often neglect to analyze,
debate and evaluate actions as it seems too slow, leading to wrong decisions that could have been
avoided. You rarely finish a task and rely on someone to do it for you.

LEARNING
Understand that not everyone is as quick as you to get started; some need more input before taking
action. Try to seek advice from people with experience or intellectual talents so that you can avoid
your challenges.
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 PRINCIPLED
MOTIVATING TALENTS
WHAT
You possess a set of core and consistent values, which affect your behaviour and determine your
direction in life. These values give your life meaning and dictate what is right or wrong. Since you are
value-driven, your work has to be meaningful to you. It is common for principled people to be
family-oriented, spiritual, and value high ethics, in themselves and others.

STRENGTH
Your consistent values and high ethics make you very credible, dependable, and easy to trust. People
know that you will deliver what you have promised. You are very confident and passionate about the
things you do, and you work hard for what you believe in. Once you have accepted a set of values or
a mission, you will do anything to enforce it.

CHALLENGE
You will become resistant if you don't agree with the value set that a person or company possesses.
Likewise, you will also find people superficial if they value money or power.

LEARNING
Learn to accept other peoples’ or companies’ values even though you don’t agree with them. Accept
that numerous perspectives exist about the world and try not to take the disagreement personally.

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 PROBLEM SOLVER
MOTIVATING TALENTS
WHAT
You love solving problems. You retrieve your energy from getting the opportunity to fix breakdowns or
issues because you find them fun and challenging. Your other talents dictate in which domains you are
able to solve problems.

STRENGTH
You quickly gain an overview of how things work and, therefore, always seem to find a solution. You
have a tremendous operational mind that can make things work and succeed.

CHALLENGE
You depend on other talents to ensure an optimal solution, or you may need a quality controller to
stop you from making quick fixes you need to solve again later. You quickly get mixed into others'
problems, wanting to resolve them.

LEARNING
Before jumping straight to a solution, assess two things: 1) is now the right time to solve this problem,
and 2) is my solution an optimal solution that solves the problem long term. This process forces you to
solve the most critical issues first and to find a sustaining solution.

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 RESPONSIBLE
MOTIVATING TALENTS
WHAT
You take psychological ownership for every task that is expected of you, and you feel emotionally
bound to follow through to completion. Excuses are unacceptable. You have high standards, so you
always deliver at least what is expected, and you get things done.

STRENGTH
You have a strong work ethic and are willing to do anything to deliver what you have promised. You
are very dependable and are driven to take on responsibility.

CHALLENGE
Your willingness to volunteer may lead you to take too much on your plate at once. This willingness
can force you to work too hard to get everything done, or you will end up not delivering what you
have promised. Your high standards can make you spend too much time on a single assignment if you
don't align expectations from the beginning.

LEARNING
Always consider if it is the responsible thing to do towards you and your employer to take more
responsibility on your shoulders. By being responsible for too many tasks can exhaust you mentally
and physically.

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 SIGNIFICANT
MOTIVATING TALENTS
WHAT
You want you and your work to be significant, to stand out, and to be recognized. You are driven to be
known and appreciated for the unique strengths you bring. The same for the people around you - You
want to be associated with admired, professional, and successful people. If the people are not one of
these, you will push them to achieve until they are.

STRENGTH
You find a way to be the centre of attention. You also have an easy time finding the "right" people
because you instinctively have a feeling of the power structure in groups. Your desire for
acknowledgement pulls you away from the average and drives you to chase success.

CHALLENGE
You are challenged by tasks that don't produce visible results, and when there are no people around
to recognize your talent or performance. You can be too focused on being noticed and "showing off",
rather than on solving the task as optimally and efficiently as possible.

LEARNING
Make a list with your dreams and goals and share them with colleagues, friends, or family, and make
them hold you accountable. This action will bring you recognition and make you reach further.

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 TARGETED
WHAT
MOTIVATING TALENTS
You are always in the pursuit of achieving or accomplishing goals. You work hard and get things done.
Your talent explains your drive, and it pushes you to do more and to achieve more. By being targeted,
you focus on the goal and what is essential to achieve. Once you meet your goal, you quickly set up
the next objective to pursue.

STRENGTH
Your talent fills you with the energy needed for working long hours without burning out. It is the trait
you always can rely on to get you started with new tasks, objectives, and challenges. It is your power
supply that sets the pace and defines the level of productivity for you individually and in your
workgroup.

CHALLENGE
You need to achieve something every day, or you will start feeling a sense of dissatisfaction or
discontent. No matter how restless you feel, you sometimes deserve a day off. Others may feel
pushed aside or even stepped on with your relentlessness to reach your goals.

LEARNING
Be sure to align objectives with your manager, partner, or team to ensure you accomplish priority
goals and do not diverge towards other tasks due to your restlessness for achieving something.
Accept your restlessness by understanding your targeted talent and remember to celebrate your
victories before moving onto the next goal.
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UNDERSTANDING
THE DIMENSIONS
The dimensions add a level of understanding to the profile by
interpreting the talents through renowned behavioural research.
The dimensions give you insight into what behaviour we can expect
from the person, but only the talents can tell us why.
It is also important to be conscious of that different talent
combinations can achieve the same behaviour but in different ways.
It is therefore important to understand the talents to consider how
and why this behaviour is expected.

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TIME FOCUS
Time focus indicates whether the respondent tends to focus on the
past, present, or future. How the respondent focuses on the specific
time dimensions depends on specific talents. While looking at the
time focus graph, it is not only essential to understand where the
respondent tends to focus, but also if there is a time dimension
where the respondent cannot put their focus.

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PAST
The respondent will tend to look back in time for insights and to draw conclusions from past knowledge
and information. The respondent is good at investigating and looking for answers, and will always learn
from past events.

TIME FOCUS
PRESENT
The respondent enjoys acting and will focus on the experience of the moment. The respondent will
typically be sensing or feeling, and they may be a bit impulsive. He/she wants to experience the present
instead of being somewhere else mentally.

FUTURE
The respondent is often already a step ahead, thinking about what will happen next or what the future will
bring. The respondent will always be moving towards something and will always have an idea of where
we are headed.

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OTHER PEOPLE’S
PERCEPTION OF YOU
This dimension indicates how other people perceive your talents in
your behaviour and personality. Talents either come off as hard or soft.
Hard talents are logical, demanding, goal-oriented, and direct.
Soft talents are perceived as more warm, welcoming, fluid, and
diverse.

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DISCUSSION BEHAVIOUR
This dimension explains the typical behaviour you tend to see from
the respondent in a situation where two or more people exchange
views, opinions, knowledge, etc. Whether it is a feedback session,
a constructive discussion, or a confrontation, based on
the respondent's primary talents, he/she will lean towards a pattern
of behaviour.

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FIGHTING
The respondent will always have the objective in mind, as they share their point of view. Their focus in these situations
is to convince others of the truth and to win the discussion. Their message is delivered directly without much attention
to how it is received from any counterparties. The respondent often aims to win one point at the time and argues from

DISCUSSION BEHAVIOR
their point of view.

COOPERATING
The respondent has the entire goal in mind, which includes both the objective being discussed but also the social
relationships between the parties. They create sustainable results as they aim to get everyone to buy-in on the
outcome. This discussion style is slower because cooperating people value hearing the opinions of all parties.

COMPROMISING
The respondent is willing to go far to maintain a good relationship between themselves and all parties. They are
perceived as very political in their discussion behaviour because they focus on finding common ground for the parties
involved, which often leads to only reaching parts of the objectives. Compromising people are willing to compromise
their own opinions to reach a common ground

EVASIVE
The go-to behaviour for an evasive person is to avoid the discussion altogether. They have no desire to participate,
reach the objective with the discussion, or to create social connections to the other parties. They tend to form holistic
arguments based on eternal truths instead. If involved, they will lead the discussion away from the objective.

SOOTHING
The objective for a soothing respondent is the relationship and not the objective of discussion. Soothing people are
perceived as nice to some people and weak to others because they can be willing to accept others' views and
opinions to avoid confrontation.
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STRESS BEHAVIOUR
The stress dimension does not explain whether the respondent is
stressed or not. It instead indicates how stress is expressed in the
respondent's behaviour. This indication gives insights into the signs
respondents show as they get stressed, which allows people to spot
and counter potential stress. The graph also gives you an indication
of how prone the respondent is to become stressed.

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TOP PERFORMER
Top performer stress is what leads to burnout. It is when a person works too hard and neglects physical and mental
needs such as eating, sleeping, working out, etc. The respondent experiences this stress type from being too dutiful,
taking too much responsibility, and pushing through to reach too ambitious goals.

BEHAVIOUR
The signs of top performer stress are

STRESS
- Anger and aggressive attitude
- Loss of overview
- Physical challenges such as abdominal and back pain, stings in the heart, having a hard time recovering
from illness.
- Becoming indecisive and having to use a lot of mental capacity to make the most straightforward decisions
such as buying lunch
- Increased self-doubt
- Loss of professional and social abilities

Avoid top performer stress by

- Softening their workload

- Removing some of the responsibilities
- Don’t ask them to take on new projects
- Help them structure their focus

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NEUROTIC
Neurotic stress stems from an overwhelming nervous feeling or worrying, and it makes the person feel vulnerable

BEHAVIOUR
and scared. This stress type often arises from the combination of the person having the feeling of tremendous
outside pressure and expectation to perform, and the person having less resilient talents.

STRESS
The signs of neurotic stress are

- Worrying and being scared about everything going wrong

- Being more prone to see the world as chaotic and unpredictable
- Vague explanations of the risks and insecurities they see

Avoid neurotic stress by

- Set clear goals with clear deadlines

- Be open and discuss worries
- Promise them your support and understanding
- Remove unpredictable tasks

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SUBMISSIVE
Submissive stress is triggered by the person feeling unacknowledged, overlooked, and misunderstood. They feel like

BEHAVIOUR
they are not in the right place, not used correctly, and that they are exposed to do a lot of work that they don't want to
do.

STRESS
The signs of submissive stress are

- Crying
- Excessive unexplained anger
- Lots of small complaints
- Getting knocked off track by minor things

Avoid submissive stress

- Get close to them and listen to them to show you take them seriously
- Give something of yourself to get closer to them
- Make them feel valuable through praise and acknowledging their person

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MOTIVATING DRIVERS
Motivating drivers explain why the respondent gets motivated -
In other words, what makes them tick and drives them forward.
This dimension includes 15 motivational situations that make sense
and add value for them as individuals. The list is not exhaustive but
consists of the 15 most common motivating drivers found in a global
survey and found to be universal values that, although they vary,
exist across all cultures.

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ACHIEVEMENT

MOTIVATING DRIVERS
The respondent is motivated by achieving goals - It provides a degree of satisfaction. Similarly, looking at incomplete
goals provides a sense of restlessness and dissatisfaction in them. By showing them a clearly defined target to aim for
encourages them to get started and continuously showing them, the target makes them persist until achieved.

BEAUTY
The quest to find the satisfaction you get from beauty encourages you to act; it creates motivation. What precisely
defines beauty is very subjective, but the desire to find or create beauty are alike.

COMMUNITY
The respondent feels connected or attached to a community or group and is driven to protect or advance it. The
person gains strength from the feeling of "us" and derives energy from belonging. The specific values of the
community will dictate the direction he/she will be motivated to go in.

CREATIONISM
Being original and creating something from nothing brings the respondent a lot of energy. The motivation comes from
being the creator and the fulfilling feeling of producing a visible result.

DUTY
The respondent is motivated by undertaking responsibility that is important to them or others. Likewise, the feeling of
others' expectations does not only drive the respondent forward to deliver but also brings strength to persevere until
the goal is reached.

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INSIGHT

MOTIVATING DRIVERS
The motivation lies in attaining new knowledge and understanding new contexts/experiences. The respondent is
driven to solve issues and bring clarity to the unanswered questions through logic, analysis, and experience.

FREEDOM
Being able to live and work freely, without limitations drives the person forward. The perception that he/she can
take action, say, do, and think what he/she wants without any obstacles or restrictions is liberating and brings the
respondent energy. Autonomy and independence encourage the person while hierarchy, reporting, and systems
are demotivating.

HARMONY
To bring harmony and balance between the different components of an entity is motivating. Creating a consensus,
finding common ground, and making all individuals fit into a structure drives this person to act.

JUSTICE
The respondent feels compelled to create or maintain a just system, a system where fairness, equality, and
reasonableness prevails. Justice is often right or wrong and builds on punishment and reward; what dictates these
is either the person's values or the values of the group.

UNITY
The motivation of unity comes from being part of something bigger and accomplishing something together.
The strength from taking action together is what brings energy and drive to the respondent.

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ATONEMENT

MOTIVATING DRIVERS
Atonement is the driving force in searching for the sensation of coming from a less desirable place to another, more
comfortable. It’s the fear of regret or redemption that drives action.

SAFETY
The respondent is driven by achieving freedom from personal fears such as finances, health, challenges, doubts, etc.
The person is chasing a feeling of safety and security that comes with everything, from financial freedom to
double-checking appointments.

TRUTH
The motivation of truth comes from the respondent being able to be honest, and maintaining their integrity. This
motivating driver works twofold: 1) the respondent is driven to keep the psychological balance of staying true to
oneself and keep their integrity, and 2) the pursuit of being honest and trustable in the eyes of others.

STATUS
The driving force in status is the respondent's quest to be praised, respected, appreciated, and looked up to by
others. The feeling of being recognized enforces a sense of power, position, and status.

WONDER
The motivation of wonder is the feeling of defying the odds of others and receiving admiration. The respondent strives
to create wonders that can be described as breath-taking, magnificent and inspiring.

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MOTIVATING BEHAVIOUR
This dimension gives insights into what types of behaviour that
motivates the respondent in an organisational and team context.
These insights describe the behaviour that makes us act and how
we then take action. If the respondent has multiple motivating
behaviours, it is important to understand in which contexts which
behaviour applies.

To clarify the difference from the motivating drivers and motivating

behaviour: Motivating drivers in why we act where motivating
behaviour is how we are driven to act.

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 MOTIVATING BEHAVIOUR
CLASSIC
The classic motivating behaviour encourages the respondent to act and fulfil their goals. They have a strong
work ethic, and they are driven to progress forward and achieve something. They have a hard time relaxing and
are uncomfortable in a situation where thinking or planning is the main objective. They may take on too much
responsibility and wear themselves down.

Their biggest challenges are that they get demotivated by being held back from acting, and they do not always
accomplish the right things. Since they have a mechanic work ethic, they often focus on achieving and not whether
it is the right thing to accomplish. Similarly, they tend to think that they don't need managing because: "look at all the
tasks I have completed". For that reason, if they don't have other dominant motivating behaviour, they need someone
to align their goals.

The classic motivating behaviour is the most productive, and compared with one other motivating behaviours will
often be the most productive employee.

INFLUENCING
The respondent is driven by the opportunity and challenge of influencing, persuading, and/or directing people.
They act when they can affect people, convince them, or help them evolve. They thrive in contexts and environments
where they have access to people and can climb the implicit power hierarchy.

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THINKING

MOTIVATING BEHAVIOUR
Thinking people are motivated by mentally challenging work and act on intellectual tasks. They love to work together
with other people they find knowledgeable. The benefit from being close to people who can push them to execute
their thoughts because their desire to think, plan, and go into depth can hold them back from taking action.

They get demotivated by too simple, primitive, and repetitive tasks and have a hard time working with tasks that either
aren't intellectually challenging or tasks that need to be rushed.

SPECIALIST
People with a specialist motivating behaviour get energized by becoming experts within their field of interest and
knowing everything about whatever has their focus. They behave with a clear sense of professionalism and take a lot
of pride in their knowledge. To motivate them, you should position them in a role where in-depth learning can be
leveraged and where they can collaborate with people with the same interest.

They are demotivated by their manager not showing interest in their area of knowledge, and by the manager not
respecting their professionalism. They struggle if they don’t have the time to immerse themselves in their area.

HUMAN
Human motivated people act together with others. They are driven by tasks where they can help, understand, be
present, and develop people. They thrive in cooperating and inclusive environments, and they are typically focused on
the psychology and human development of others.

They are turned off by "superficial" goals such as money or power and are demotivated by inhumane, unethical, or
cold actions.
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WORK BEHAVIOUR
The work behaviour dimensions are the respondent's talents put into
everyday language. Work behaviour also translates the talent profile
into common job-post and everyday language. This dimension is
good at explaining how the person will behave in a workplace, but
only the talents can explain why the person behaves this way.

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CREATIVE
The respondent can take different angles on things and view them from new perspectives, thus creating new exciting
ideas and initiatives.

STARTER

WORK BEHAVIOUR
The respondent is quickly moving forward and enjoys initiating new tasks. They may find it challenging to finish tasks
or care about the details.

FOCUSED
The respondent is result-oriented and strives to achieve goals and produce results. They are often less focused on
social interactions.

SELF-FOCUSED
The respondent is driven by moving himself/herself forward and chasing personal opportunities.

CRITICAL
The respondent finds and assesses the potential issues and challenges. They can experience issues with getting
started, and they may be perceived negatively.

CLOSER
The respondent is great at completing the task and getting over the finish line. They are often very detail-focused.

COOPERATIVE
The respondent is considered a team player. They are driven by working with others.
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TEAM BEHAVIOUR
The team behaviour dimension indicates which roles the respondent
can play in a team. The dimensions build on Belbin's nine team roles
which states that high performing teams contain all roles but not
necessarily from nine different people. If the talents allow it, one
person can cover multiple roles in a team. Research shows that the
average person can take on three-team roles while maintaining their
expected performance.

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ACTION ORIENTED
STARTER

TEAM BEHAVIOUR
They use their inquisitive nature to find ideas and bring them back to the team. They are perceived as outgoing and
enthusiastic. They are great at exploring opportunities, developing contacts, and understanding how to get started.

They might be over-optimistic and can lose interest once the initial enthusiasm has passed.

CLOSER
They are most effectively used at the end of tasks to polish and scrutinize the work for errors, subjecting it to the
highest standards of quality control. They are perceived as conscientious and anxious. They are great at searching out
errors, polishing, and completing the task.

Their challenge is that they worry unduly, and are reluctant to delegate. They could be accused of taking their
perfectionism to extremes.

COMMUNICATOR
They should focus on the team's objectives, draw out team members, and delegate work appropriately. They are
perceived as mature and confident, and they are good at identifying talent and clarifying goals.

They can be seen as manipulative and might offload their share of the work.

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PEOPLE ORIENTED
ADMINISTRATOR

TEAM BEHAVIOUR
They provide the necessary drive to ensure that the team keeps moving and does not lose focus or momentum. They
are perceived as challenging, dynamic, and they thrive on pressure. They have the drive and courage to overcome
obstacles.

They can be prone to provocation, and may sometimes offend people's feelings. They could risk becoming aggressive
and frustrated in their attempts to get things done.

COORDINATOR
They need to plan a workable strategy and carry it out as efficiently as possible. They are practical, reliable, and
efficient. They can turn ideas into actions and organize work that needs to be done.

They can be a bit inflexible and slow to respond to new possibilities. They might also be slow to relinquish their plans
in favor of positive changes.

CONTACT CREATOR
They help the team together, using their versatility to identify the work required and complete it on behalf of the team.
They are perceived as co-operative, perceptive, and diplomatic. Listens and averts friction.

They can be indecisive in crunch situations and tend to avoid confrontation. They might also be hesitant to make
unpopular decisions.

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THINKING ORIENTED
ANALYSER

TEAM BEHAVIOUR
They provide a logical eye, making impartial judgments where required, and weigh up the team's options in a
dispassionate way. They are perceived as strategic and discerning. They are great at seeing all the options and judge
them accurately.

They may sometimes lack the drive and ability to inspire others and can be overly critical at times. They could be slow
to come to decisions.

CREATIVE
They tend to be highly creative and good at solving problems in unconventional ways. They are perceived as creative,
imaginative, and free-thinking. They are good at generating ideas and solving difficult problems.

They might ignore incidentals and may be too preoccupied to communicate effectively. Their creativity can make them
absent-minded or forgetful.

SPECIALIST
They bring in-depth knowledge of a critical area to the team. They are perceived as single-minded, self-starting, and
dedicated. They provide specialist knowledge and skills.

Their challenges are that they tend to contribute on a narrow front and can dwell on the technicalities. They might also
overload you with information.

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KNOWLEDGE
The knowledge dimensions are based on the process of knowledge
and indicate where, in this process, the respondent is naturally best
at adding value. The process of knowledge explains how knowledge
is created to how it is passed on and implemented
by others. The process is split up in three phases:

- Uncertain knowledge
- Implicit knowledge
- Explicit knowledge

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UNCERTAIN KNOWLEDGE
The process of experiencing something unexpected and observing/identifying a problem, through to searching and
testing for solutions. This process typically starts with a change in the business environment or by an employee
experiencing an obstacle that challenges his/her assumptions or perceptions about reality. The solution to the
problem or obstacle is often a step towards achieving important business goals such as increasing profit margins,

KNOWLEDGE
honing product design, or process optimization.

INVENTIVENESS
The person becomes aware of the issue or challenge, and that new knowledge is needed. The person then starts to
create the required knowledge for himself. The knowledge here is described as experimental, inventive,
unconventional, and uncritical.

EXPLORATIVE
The person seeks new knowledge. The knowledge here is described as seeking, creative, imaginative, and not
restricted.

CONCRETIZE
The person uses the new knowledge he/she just have found or created to try and see if this solves the problem. The
knowledge here is described as intuitive, qualifying, energetic, and testing.

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IMPLICIT KNOWLEDGE
the process of categorising uncertain knowledge by examining, testing, assessing, and evaluating the problem and
solutions. This often leads to a viable process of how to solve similar issues in the future. The information is only
available to a specific individual or group of individuals that have had the opportunity to use the implicit knowledge.
Furthermore, it can be hard to put the knowledge into words and explain exactly what and why because it is often
driven by feelings and emotions that helped us prioritize newly discovered/created uncertain knowledge.

KNOWLEDGE
Implicit knowledge is fluid, non-conscious, and an intuitive process of knowledge that exists within people, and that
can be hard to put in words. It often builds on subjective experience and has an impact on the way individuals think or
how they are motivated. An example could be the company's "way of working". This is often deeply ingrained in the
company culture, and when employees have to explain why they act this way, it is often answered with "it's just the
way we do it around here".

CATALYST
If the knowledge from the previous step to some degree was successful, the person brings this to other individuals.
The knowledge here is described as challenging, confrontational, feedback-seeking, and visionary.

QUESTIONING
Together the individuals seek to qualify the knowledge and ensure this is the best knowledge available. The
knowledge here is described as best practices-oriented, relating, and qualifying.

CONVINCING
The individuals can now apply the knowledge and bring it into play. The knowledge here is described as intuitive,
non-conscious, and rhetorical.

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EXPLICIT KNOWLEDGE
the process of crystallising the implicit knowledge into formal systems of information that can be passed on and
utilized in other domains in the company. This often includes codifying the knowledge into guides or manuals.

KNOWLEDGE
Each of the three phases (uncertain, implicit, and explicit) includes three steps to form the nine knowledge dimensions
that together create the entire process of knowledge.

DOCUMENTING
For companies to leverage implicit knowledge, it needs to be formalized and structured to be passed on and utilized
by others. The knowledge here is described as codifying, noting, documenting, and conserving.

INVESTIGATING
Other individuals can now seek information within the formalized and structured knowledge. The knowledge here is
described as understanding, assessing, critical, and guided.

IMPLEMENTING
Other individuals have now accepted the knowledge, and it can be applied and leveraged. The knowledge here is
described as consistent, normalized, and scalable.

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For more information
www.firstmind.com
insights@firstmind.com