Individualist

  • Self-confident
  • Analytical
  • Drives change
  • Methodical

Individualists march to the beat of their own drum and are always up for a challenge. They're confident, analytical, and persistent—strong-minded people who quickly turn ideas into reality. Hungry to solve problems and move forward, they dislike being bogged down with the details.

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Characteristics of an Individualist

Natural Strengths

  • Self-confident
  • Analytical
  • Drives change
  • Methodical

Common Drivers

  • Independence
  • Opportunities to work with facts
  • Flexibility
  • Freedom from changing priorities

Blind Spots

  • Can be unorthodox in their approach
  • May appear stubborn or opinionated
  • Doesn’t like too much structure or direction
  • Difficulty with authority

The Individualist on a team

Individualists are big-picture thinkers and natural leaders. They’re known to be directive, persistent, and factual. They’re valuable contributors to any organization, as they flex to achieve the desired result. 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 Individualist

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 Individualists, remember that they’re directive, risk-tolerant, agreeable, and factual. They’re typically most effective in work environments where they can interact with people as they choose, but also have space to work alone when needed. They also enjoy the freedom to do things in the way that feels right to them. When managing this profile, consider some of the following suggestions:

  • Give them space to develop and act on their ideas.
  • Provide them with challenges and problems to solve.
  • Allow freedom of expression; rigid rules and formality are typically off-putting.
  • Let them lead and drive initiatives.
  • Provide opportunities to take risks and innovate.
  • Build a work environment that’s receptive to new ideas, change, and risk.
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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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