Analyzer

  • Disciplined
  • Analytical
  • Self-motivated
  • Data-driven

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.

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Characteristics of an Analyzer

Natural Strengths

  • Disciplined
  • Analytical
  • Self-motivated
  • Data-driven

Common Drivers

  • Understanding of the big picture
  • Room for introspection
  • Opportunities to work at a fast pace
  • Freedom from risk of errors

Blind Spots

  • Perfectionistic with high standards
  • Can be skeptical
  • Uncomfortable making decisions without data
  • Hesitant to delegate details or authority

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.

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Managing an 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.
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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.

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