This assessment takes about 5–7 minutes to complete. Don’t overthink the questions. Answer based on what you actually do most often, not what you think you should do, even if that feels a little uncomfortable.
HERE. WE. GO.
1. When starting a new project, your first instinct is to:
A. Clarify the problem, constraints, and success criteria
B. Imagine what this could become and where it might lead
C. Understand who’s involved and what they need
D. Start moving and adjust as you go
2. You feel most effective at work when you:
A. Can thoroughly think things through and develop your own plan
B. Have freedom and autonomy to explore ideas without rigid structure
C. Are in active exchange with people, sharing perspectives
D. Are able to see visible progress
3. When learning something new, you prefer to:
A. Understand the logic or framework first
B. Experiment and discover through exploration
C. Learn through conversation or observation
D. Apply it immediately
4. Your brain most often asks:
A. “Is this accurate?”
B. “What else is possible?”
C. “How will this affect people?”
D. “What’s the next step?”
5. In most meetings, other people would say your main contribution is:
A. Spotting gaps, risks, or flaws others missed
B. Offering unexpected ideas or angles no one has considered
C. Reading the room and helping people feel connected
D. Driving the group toward decisions and next actions
6. When time pressure increases, you tend to:
A. Slow down to avoid mistakes
B. Look for a creative workaround
C. Check alignment and morale
D. Decide quickly and act
7. Under stress, others are most likely to describe you as:
A. Careful and deliberate
B. Imaginative and unconventional
C. Calm and emotionally aware
D. Direct and decisive
8. In genuinely urgent situations, what stresses you out the most is:
A. Having to act without enough solid information
B. Being locked into a plan when the situation is changing
C. Seeing people’s emotions or needs get ignored
D. Watching time pass while people keep talking instead of acting
9. When a plan starts to fail, your instinct is to:
A. Analyze what went wrong
B. Rethink the approach entirely
C. Check in with the team
D. Take control and redirect
10. In high-stakes moments, you trust:
A. Logic and evidence
B. Intuition and pattern recognition
C. Emotional cues
D. Speed and momentum
11. In group work, you’re most frustrated when:
A. Decisions are made on gut feelings or vibes of the team
B. People aren't willing to think out of the box
C. A few loud voices dominate the conversation and/or project
D. There is a lot of discussion but nothing gets done.
12. When conflict arises, you’re most likely to:
A. Stick to facts and logic
B. Reframe the situation creatively
C. Help people feel heard
D. Resolve it quickly and move on
13. People often come to you for:
A. Sound judgment
B. A fresh perspective
C. Support or understanding
D. Action and follow-through
14. In collaborative projects, your role often becomes:
A. The quality-control thinker
B. The idea generator
C. The connector or bridge
D. The closer
txtDebug
15. You feel most out of your element when you are:
A. Expected to decide when the data still feels incomplete
B. Pushed into tight processes before ideas have been explored
C. Surrounded by tension that no one is acknowledging
D. Forced to slow down even though you see what needs to happen
16. Which environment drains you fastest?
A. Vague goals and unclear logic
B. Overly rigid rules and systems
C. Cold, impersonal cultures
D. Endless discussion without action
17. When overwhelmed, you default to:
A. Thinking it through
B. Generating new ideas
C. Talking it out
D. Doing something—anything
18. At the end of a successful day, you feel proudest because you:
A. Solved a complex problem
B. Created something new
C. Helped people work well together
D. Delivered results
19. Which of these situations reliably makes you the most uncomfortable?
A. Making a call when the evidence doesn’t yet add up
B. Committing to one direction before exploring alternatives
C. Knowing you’ve disappointed someone, even for a good reason
D. Holding back on action when you believe speed is essential
20. When you sense resistance from others, you tend to:
A. Clarify the reasoning
B. Shift the narrative or vision
C. Address emotional concerns
D. Push forward anyway
21. You do your best thinking when:
A. You have uninterrupted focus
B. Ideas are flowing freely
C. You’re engaging with others
D. You’re in motion
22. What others might misunderstand about you:
A. You’re cautious, not indecisive
B. You’re imaginative, not unrealistic
C. You’re empathetic, not weak
D. You’re direct, not dismissive
23. In uncertain situations, you’re most likely to:
A. Hit the brakes to reset and examine all the information you have.
B. Find as many different options as possible before making a decision.
C. Reach out to key people to understand opportunities and concerns
D. Choose a direction trusting you can adjust on the move if necessary
24. If you had to choose, you’d rather be known as:
A. Thoughtful
B. Innovative
C. Supportive
D. Effective
25. When something really matters, your brain prioritizes:
A. Accuracy
B. Possibility
C. People
D. Progress
26. Which set of words best describe the way you think?
A. Precise · Structured · Disciplined
B. Curious · Expansive · Divergent
C. Attuned · Collaborative · Steady
D. Decisive · Energetic · Results-Driven
Nice Work!
You just let your brain look into a mirror—and what you’re about to see isn’t a personality label or a cute archetype.
It’s a thinking style. A pattern of how your brain prefers to process information, make decisions, and collaborate with others.
No style is better than another. But every style works best under different conditions.
And most workplace friction happens when people are unknowingly working against their brain’s wiring.