Twenty-six instruments. One living profile.

Anyone building self-awareness

How a person reads and works with emotion — their own and others'.

Sixteen scenario-based questions across four domains, returning an overall picture of emotional intelligence at work. Built for reflection, not a clinical or ability test.

Grounded in the ability and mixed models of emotional intelligence in the public literature (Salovey & Mayer; Goleman).

Anyone building deep self-awareness

The personality backbone of the living profile.

A measure across the five broad personality dimensions — openness, conscientiousness, extraversion, agreeableness and emotional stability. The most studied model of personality, here for self-understanding only.

Built on the public-domain IPIP-NEO item pool and the Five-Factor Model.

Anyone extending their self-awareness

A sixth personality dimension the Big Five leaves out.

A measure of the honesty-humility dimension — sincerity, fairness and modesty — that the six-factor model adds beyond the Big Five. For self-understanding only.

Built on the public-domain HEXACO model and IPIP item pool.

Pairs and teams doing one-to-one development

Behavioural texture for development conversations.

A forced-choice instrument — respondents choose between options rather than rate statements — that adds behavioural context to the profile. Currently being calibrated, so results are indicative.

Draws on the public-domain behavioural theory described by Marston (1928) and the Five-Factor Model.

Anyone working closely with others

How a person tends to communicate — and where styles clash.

A profile of communication tendencies across the interpersonal circle — warm to direct, reserved to expressive. Helps people flex toward each other rather than talk past one another.

Built on the open IPIP Interpersonal Circumplex (IPIP-IPC).

Teams and the people who manage them

How a person tends to handle disagreement.

A read on default conflict approaches — competing, accommodating, avoiding, compromising and collaborating — so teams can name and work through friction rather than let it fester.

Grounded in the open dual-concern model of conflict (Blake & Mouton; Rahim).

Managers and team leaders

A read on which leadership styles a person leans on.

Twenty-one questions across seven leadership styles, three questions each, scored 3 to 15. Shows where someone's instincts sit so they can stretch into styles they use less.

Drawing on the public-domain leadership-style and situational literature; not derived from any branded model.

Managers seeking honest feedback

A rounded picture of how a manager's leadership is experienced.

A self-and-others view of management behaviours, gathering feedback from the people around a manager. For development and coaching only, kept separate from any promotion or performance surface.

Built on the open multi-source (360-degree) feedback and managerial-behaviour literature.

Managers planning how to recognise people

How each person prefers to be recognised.

A short profile of how someone likes their work acknowledged — privately or publicly, by whom, and in what form — so recognition lands instead of misfiring.

Grounded in the open organisational-justice and recognition literature.

Managers shaping work that fits the person

What genuinely motivates a person at work.

A profile of what pulls someone toward their work — autonomy, mastery, achievement, affiliation and influence — so work can be shaped around what actually motivates them.

Grounded in Self-Determination Theory and McClelland's open need theory.

People & Culture and WHS leads

A view of psychosocial exposure across the work, aligned to Safe Work Australia's 17 hazard categories.

A survey of working conditions — demands, control, support, recognition and more — aligned to Safe Work Australia's 17 psychosocial hazard categories. Built for organisation-level risk picture, not individual diagnosis.

Grounded in the Copenhagen Psychosocial Questionnaire (COPSOQ III), an open instrument.

People & Culture and managers watching for strain

An early read on burnout-related strain.

A self-report of exhaustion and disengagement, surfacing early signs of strain. A prompt for a supportive conversation and referral path — never a clinical diagnosis.

Grounded in the open Burnout Assessment Tool (BAT).

Anyone reflecting on how they cope

How readily a person bounces back from setbacks.

A short measure of the ability to recover from stress and adversity. A reflective starting point for building coping habits, not a clinical screen.

Grounded in the open Brief Resilience Scale (BRS).

Anyone reflecting on how they're doing overall

A rounded read on wellbeing at work.

A measure across the dimensions of flourishing — positive emotion, engagement, relationships, meaning and accomplishment. A wholehearted view of wellbeing, with a referral path on any concerning result.

Grounded in Seligman's open PERMA model of wellbeing.

Anyone managing the load of work

How well a person switches off and recovers.

A read on the balance between job demands and the resources to meet them, and how well someone recovers outside work. A prompt for sustainable working, not a clinical screen.

Grounded in the open Job Demands-Resources (JD-R) model.

Teams and the leaders who run them

Whether people feel safe to speak up, take risks and admit mistakes.

A short team pulse on psychological safety — the shared sense that it's safe to take interpersonal risks. One of the most studied predictors of how well a team works together.

Grounded in Edmondson's open psychological-safety research.

Whole teams and their leaders

How well a team works together, and how much they trust each other.

A team-level survey of the conditions for working well together — trust, clarity, accountability and shared results. Reflects the team as a whole, not individual ratings.

Grounded in the open team-effectiveness and interpersonal-trust literature.

Learners and the people developing them

How a person prefers to take on and apply new skills.

A reflective profile of learning preferences — how someone likes to absorb, practise and apply new material. A conversation starter for development plans, not a fixed label.

Reframed from the open VARK model of learning preferences (Fleming).

Anyone thinking about fit and direction

What a person most values in their work.

A profile of the values someone weighs most — security, achievement, benevolence, autonomy and more. Useful for development and direction conversations, not for selection.

Grounded in Schwartz's open theory of basic human values.

Anyone building on what they do well

The strengths a person brings most naturally.

A profile of character strengths someone draws on most readily, so development can build on what's already strong rather than only fixing gaps.

Grounded in the open VIA classification of character strengths (Peterson & Seligman).

Learners and the people coaching them

How much a person believes ability can grow.

A short reflection on beliefs about whether ability is fixed or can be developed. A prompt for how someone approaches challenge and feedback, held lightly as a starting point.

Grounded in Dweck's open implicit-theories-of-intelligence research.

People planning their next step

What anchors a person's career choices.

A profile of the values and motives that anchor someone's career — autonomy, security, challenge, service and more. For career and development conversations only.

Grounded in Schein's open career-anchors framework.

Anyone working on how they receive feedback

How open a person is to feedback, and how they use it.

A short profile of how readily someone seeks, accepts and acts on feedback. A starting point for building a stronger feedback habit.

Grounded in the open feedback-orientation research (London & Smither).

People exploring direction and development

The kinds of work a person is drawn to.

A profile of vocational interests across six broad types, to inform development and direction conversations. For exploration only — not used for selection or role-fit decisions.

Grounded in Holland's open RIASEC model of vocational interests.

Leaders shaping organisational culture

The shape of the culture people are working inside.

An organisation-level read on culture across competing values — collaborate, create, compete and control — to see the culture you have against the one you want.

Grounded in the open Competing Values Framework (Cameron & Quinn) and Schein's culture model.