Analyzers are sticklers for details and will gather all the relevant facts before making a decision. The only thing more important to them than being heard is making sure they're right. Analyzers tend to be thorough, intense, focused, and thoughtful.
Highlights: Disciplined Analytical Self-motivated Data-driven
Maximize your business potential by tapping into people’s natural strengths.
The Analyzer Reference Profile—like all Reference Profiles—has many unique strengths and characteristics. Understanding the differences in your people can help you build a company that achieves the results you’re after. The same way you’d build a world-class sports team, knowing how your people think and work helps you optimize for success.
Characteristics of the Analyzer
Analyzers are naturally reserved yet direct. They have high standards and are driven to take action. For a more detailed and accurate reading of your behavioral pattern and how it pertains to your unique business situation, schedule a consultation.
The Analyzer on a team
Analyzers are natural problem solvers. They’re known to be reserved, intense, and disciplined. They thrive in and help contribute to a culture that drives results and gets things done. Teams are often designed by default rather than intention. A strategic, data-driven approach to building teams is what helps organizations win.
Business strategy and the Analyzer
Before you know whether someone is the right person for the job, you need total clarity and alignment on the results you’re after. What’s the goal or desired outcome? When we ask questions like this, we get a better understanding of the need to align people strategically for specific results.
When you put people in the right roles, you avoid turnover, toxicity, disengagement, and lost productivity. In the case of the Analyzer, they prefer to work heads-down and naturally gravitate toward strategic activities that initiate action and produce quality results.
Managing the Analyzer
Often managers try to manage everyone the same way—and that’s usually the way they like to be managed. But this approach can backfire. People like to be managed differently—and it may not always be in a way that comes naturally to you. Even beyond the individual needs, teams require different leadership styles. You wouldn’t manage a sales team the same way you’d manage a team of developers.
When working with Analyzers, remember that they’re reserved, direct, assertive, and thorough. They’re typically less effective with work that requires them to make a decision quickly and with limited data. Analyzers like to express and implement their own ideas. When managing this profile, consider some of the following suggestions:
Don’t micromanage them.
Give them time and space to think things through.
Offer as much data and information as you can.
Bring them challenges and problems to solve.
Allow them to express and implement their own ideas.
Don’t pressure them into making a quick decision.
Explore talent optimization.
Companies that struggle to build high-performing teams are often missing critical people data. With The Predictive Index and talent optimization, you can stop guessing at how to get the most from your people— and better align your people to deliver on the results you’re after.