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In Achievement cultures, people focus on outcomes, follow defined processes, and keep their word. The strategy, targets and roles are clearly established and communicated. People are disciplined about setting goals, keeping commitments, and delivering outcomes. Determination and drive are encouraged. The people around me anticipate risks and plan to reduce them. People are held to account for successful delivery, and rewards and penalties are aligned with performance.

Teams with a strong Achievement drive focus on results, performance, accountability, and efficiency, choosing to prioritize activities which support this, grabbing opportunities, managing risk and consistently delivering on what they say they will. They drive performance hard. In excess their drive can become one dimensional and cause collateral damage in the pursuit of their goals. A very low Achievement drive can result in avoidance, blame, and a tolerance of mediocrity in self and others.

Teams with a strong Achievement drive tend to focus on results, performance, accountability, and efficiency, choosing to prioritize activities which support this, grabbing opportunities, managing risk and consistently delivering on what they say they will. Usually, they drive performance hard. In excess their drive can become one dimensional and cause collateral damage in the pursuit of their goals. A very low Achievement drive can result in avoidance, blame, and a tolerance of mediocrity in self and others.

In Customer-Centric cultures, people put the customer at the center of everything they do. People are always responsive and reliable in dealing with customers. In customer interactions, people tend to ask questions and listen to their needs before taking action. Everyone, not just customer-facing staff, understands how their job impacts on the customer. People know that not all customer groups are the same and prioritize their needs differently. Customer experience is a key point of discussion and a core driver of people's decisions and actions.

Teams with a strong Customer-Centric drive focus on seeing the world through the customers’ eyes, servicing them well, anticipating their needs and responding fast to problems. They never assume they know best and are humble in the way they listen to customers. Excessive Customer-Centricity can result in overservicing the customer at the expense of profit and efficiency. A very low Customer-Centric drive produces arrogance, internal focus and lack of empathy.

Teams with a strong Customer-Centric drive tend to focus on seeing the world through the customers’ eyes, servicing them well, anticipating their needs and responding fast to problems. Usually, they avoid assuming they know best and are humble in the way they listen to customers. Excessive Customer-Centricity can result in overservicing the customer at the expense of profit and efficiency. A very low Customer-Centric drive produces arrogance, internal focus and lack of empathy.

In Greater-Good cultures, people take responsibility for the contribution to society beyond the immediate stakeholders. People consider and discuss the impact of their work on the organization, the environment and society. The way people prioritize demonstrates an emphasis on sustainability by balancing immediate and long-term needs. People demonstrate a sense of meaning and purpose in their work, striving to make a difference both in and beyond the organization, including actively seeking out opportunities to contribute to the broader community.

In Greater-Good cultures, people take responsibility for the contribution to society beyond the immediate stakeholders. People consider and discuss the impact of their work on the organization, the environment and society. The way people prioritize, demonstrates an emphasis on sustainability by balancing immediate and long-term needs. People demonstrate a sense of meaning and purpose in their work, striving to make a difference both in and beyond the organization, including actively seeking out opportunities to contribute to the broader community.

Teams with a strong Greater-Good drive focus on making long-term decisions and prioritize creating a positive, sustainable impact on the broader community and their environment. They choose to give their definition of purpose a wide scope, and want to make a positive contribution to the world through the work they do. In excess, their drive can lead them to make such idealistic choices that they lose sight of the need to deliver today. A very low Greater-Good drive may lead to decisions with short term benefits, which come at the cost of longer-term harm to the community or environment.

Teams with a strong Greater-Good drive tend to focus on making long-term decisions and prioritize creating a positive, sustainable impact on the broader community and their environment. Usually, they choose to give their definition of 'purpose' a wide scope, and want to make a positive contribution to the world through the work they do. In excess, their drive can lead them to make such idealistic choices that they lose sight of the need to deliver today. A very low Greater-Good drive may lead to decisions with short term benefits, which come at the cost of longer-term harm to the community or environment.

In Innovation cultures, people strive to invent, to improve, to operate at the highest standards. People convey a strong sense of curiosity and new ideas are welcomed, regardless of seniority. People are flexible in the way they seek solutions. Smart thinking and insight are rewarded, and technical excellence is pursued. People and teams are encouraged to see mistakes as learning opportunities. Continuous improvement and learning are strongly promoted. It is safe to challenge others when you disagree with their view.

Teams with a strong Innovation drive focus on excellence through experimentation, agility, learning and the courage to step into the unknown. They seek to reinvent and improve even when things are not broken. If used in excess, this can result in continuous change for change’s sake, and not completing things. The absence of an Innovation drive can result in bureaucratic thinking, resistance to change, and an overly conservative approach which misses new opportunities.

Teams with a strong Innovation drive tend to focus on excellence through experimentation, agility, learning and the courage to step into the unknown. They may seek to reinvent and improve even when things are not broken. If used in excess, this can result in continuous change for change’s sake, and not completing things. The absence of an Innovation drive can result in bureaucratic thinking, resistance to change, and an overly conservative approach which misses new opportunities.

In One-Team cultures, people place the good of the whole above that of the individual. Some shared goals and purpose guide everyone's work. People trust their colleagues to do the right thing. Information is shared openly, and people routinely collaborate across boundaries. To be considered strong performers, people must contribute to and service the broader team. People prioritize the needs of the group and care about the success of their colleagues as much as their own.

Teams with a strong One-Team drive focus on working laterally across the organization to get things done, collaborating, thinking for the whole, and helping others to succeed. They work together rather than in isolation, are transparent and open to feedback. In excess, their One-Team drive can cause them to slow things down by involving too many people in everything. A very low One-Team drive can result in silo-thinking, too much individual self-interest and internal competitiveness.

Teams with a strong One-Team drive tend to focus on working laterally across the organization to get things done, collaborating, thinking for the whole, and helping others to succeed. Generally, they work together rather than in isolation, are transparent and open to feedback. In excess, their One-Team drive can cause them to slow things down by involving too many people in everything. A very low One-Team drive can result in silo-thinking, too much individual self-interest and internal competitiveness.

In People-First cultures, people are valued, encouraged, and supported. People are generally encouraged, respected, supported, and mentored. People listen and make time for each other, and there is a friendly atmosphere. People are empowered and trusted to make good decisions. Employee well-being and safety are prioritized.  People are given opportunities to learn and develop.

Teams with a strong People-First drive focus on building highly engaged, inclusive teams through caring for, coaching, developing and valuing their people. They prioritize actions which provide an environment where people feel safe, physically, and emotionally. If their People-First drive becomes too dominant, they could be unwilling to face difficult conversations. A very low People-First drive may result in a harsh approach, and a disregard for people, who may feel that they don’t matter or can’t speak up.

Teams with a strong People-First drive tend to focus on building highly engaged, inclusive teams through caring for, coaching, developing and valuing their people. Usually, they prioritize actions which provide an environment where people feel safe, physically, and emotionally. If their People-First drive becomes too dominant, they could be unwilling to face difficult conversations. A very low People-First drive may result in a harsh approach, and a disregard for people, who may feel that they don’t matter or can’t speak up.

Name

Assessments

Your Five Highest-Preference Behaviors

This report includes results for several participants and compares them to your culture profile. This report includes results for the behaviors on your culture profile. Participants’ results indicate the strength of their preference and prioritization for a particular behavior in relation to other behaviors captured in the assessment. Higher preferences represent behaviors that participants are likely to be driven to express and prioritize at work. Participants are less likely to sacrifice these behaviors – even when under pressure or time constraints. Lower preferences represent the opposite – behaviors that participants are less likely to be driven to express at work. When under pressure or time constraints, participants may be more likely to sacrifice or overlook these behaviors in favor of other behaviors. It is normal for participants to score higher on some behaviors and lower on others, and it is impossible to have a high preference for every behavior. Each participant will have a mix of high, medium, and low preferences.

The Taylor Assessment is an assessment that identifies the cultural dynamics that people prefer, prioritize, and are driven by at work. The questions in this assessment ask participants to rank values and aspirations, select workplace preferences, and identify how they are likely to behave in certain work-related situations. Results paint a picture of the kinds of cultures that participants are likely to be attracted to, to thrive in, and to build around them in the context of work.

The Taylor Assessment measures your preferences rather than your capabilities, competencies, or skills. As such, it should always be used in concert with other data sources for selection purposes. It should not be used as a single decision point. It is possible for a participant to have a high preference for a behavior they are not skilled at, and to have a low preference for a behavior that they are skilled at. However, a high preference does indicate that a participant is more likely to be motivated to express and prioritize a behavior in their day-to-day work. As this is a self-assessment, it does not capture the views and opinions of others around a participant.

Introduction

This report can help you understand

How to interpret this report

What the assessment does not capture

Other High Preferences

Other Low Preferences

The archetype you most highly prioritize is

Potential Areas of Alignment​

Potential Areas to Probe​

Use these questions to help you understand whether a low-preference behavior is simply a behavior you're less motivated to deliver, or a potential opportunity for development. These questions can also be used in an interview context to help understand a candidate's potential culture fit and contribution, flexibility, and range of behaviors.

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