Use these descriptions after your assessment and during the session. They describe tendencies to explore. Ask the person what fits, and expect to recognize more than one approach.
Trailblazer
Prefers direct conversation, decisive action, and ownership of results.
What they contribute Proposes a direction and helps the group take a next step.
What tends to motivate A meaningful challenge, a clear result, and authority to choose the approach.
What tends to frustrate Close supervision, unnecessary approvals, or responsibility without authority.
How to communicate Lead with the decision or outcome. Agree on the deadline and which decisions belong to them.
What to avoid Burying the point, giving vague expectations, or controlling every step.
Try saying “Here is the outcome we need by Friday. Which approach would you take?”
A less helpful approach “Follow my exact steps and check with me before every decision.”
When the approach gets overused Moving quickly sometimes leaves others without a chance to contribute. Pause before deciding for the group.
During the game Notice who gets the plan started. Ask whose information should shape the next step.
Connector
Prefers conversation, shared possibilities, and getting people involved.
What they contribute Builds enthusiasm and helps people connect with the work and each other.
What tends to motivate Interaction, variety, opportunities to share ideas, and specific appreciation.
What tends to frustrate Isolation, dismissed ideas, or repetitive detail with no clear purpose.
How to communicate Start with connection. Discuss how the idea affects people, then confirm decisions and commitments in writing.
What to avoid Opening with a wall of data or assuming an enthusiastic yes means every detail is settled.
Try saying “Talk me through your idea. Then let’s agree on who will do what.”
A less helpful approach “Skip the discussion. Everything you need is in the spreadsheet.”
When the approach gets overused Enthusiasm sometimes runs ahead of the agreement. Check capacity and confirm the next action.
During the game Notice who brings people into the conversation. Ask how the ideas will become a workable commitment.
Anchor
Prefers a steady pace, dependable relationships, and time to adjust.
What they contribute Supports cooperation and helps the group follow through on its commitments.
What tends to motivate Trust, a sense of belonging, clear expectations, and preparation for change.
What tends to frustrate Repeated surprises, unexplained changes, or public pressure to respond immediately.
How to communicate Explain changes early and calmly. Give time to think, invite their view, and follow through on what you agree.
What to avoid Rushing an answer, using an aggressive tone, or treating quietness as agreement.
Try saying “Here is what is changing and why. What do you need to make it work?”
A less helpful approach “We’re changing it now. You haven’t objected, so I assume you’re fine.”
When the approach gets overused Keeping things comfortable sometimes leaves a concern unspoken. Make room for a respectful disagreement.
During the game Notice who checks how the plan affects others. Invite concerns before assuming everyone agrees.
Architect
Prefers accurate information, thoughtful preparation, and clear standards.
What they contribute Asks detailed questions and helps the group improve the quality of its plan.
What tends to motivate Challenging work, reliable information, room to analyze, and recognition of quality.
What tends to frustrate Unsupported claims, artificial urgency, or changing the definition of success.
How to communicate Share the facts and reasoning. Define what good work looks like and allow time for questions.
What to avoid Vague instructions, exaggerated claims, or dismissing detailed questions as negativity.
Try saying “These are the requirements. What information would change your recommendation?”
A less helpful approach “Don’t get hung up on the details. Trust me, it will work.”
When the approach gets overused Review sometimes continues after the important questions are answered. Agree on the information needed to decide.
During the game Notice who tests the details. Ask which unanswered question would change the plan.