Maximize your business potential by tapping into people’s natural strengths.
The Scholar Reference Profile—like all Reference Profiles—has many unique strengths and characteristics. Understanding the differences in your people can help you build a company that achieves the results you’re after. The same way you’d build a world-class sports team, knowing how your people think and work helps you optimize for success.
Characteristics of the
Scholar
Scholars are naturally thorough and precise; they want to provide accurate information. They seek a high level of technical expertise, and they often find delegation difficult. For a more detailed and accurate reading of your behavioral pattern and how it pertains to your unique business situation, schedule a consultation.
Natural strengths
Data-driven
Introspective
Deliberate
Organized
Common drivers
Freedom from risk of error
Opportunities to reflect
Stable work environment
Understanding of rules and structure
Blind spots
Can be anxious to avoid disagreements
Often uncomfortable in new environments
May hesitate to act on a new idea
Finds it difficult to delegate
The
Scholar
on a team
Scholars are natural doers. They’re known to be analytical, methodical, and disciplined. They thrive in and help contribute to a culture that drives results. Teams are often designed by default rather than intention. A strategic, data-driven approach to building teams is what helps organizations win.
Business strategy and the
Scholar
Before you know whether someone is the right person for the job, you need total clarity and alignment on the results you’re after. What’s the goal or desired outcome? When we ask questions like this, we get a better understanding of the need to align people strategically for specific results.
When you put people in the right roles, you avoid turnover, toxicity, disengagement, and lost productivity. In the case of the Scholar, while they can do a variety of things well, they naturally gravitate toward strategic activities that initiate action and produce quality results.
Managing the
Scholar
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 Scholars, remember that they’re reserved, cautious, imaginative, and data-driven. They’re typically most effective with work that requires strong follow-through and attention to detail. Scholars also desire to grow their expertise. When managing this profile, consider some of the following suggestions:
Don’t micromanage.
Provide clear direction and expectations.
Allow them to take a methodical approach to their work.
Give them space to work heads-down and produce results.
Provide structure they can follow.
Let them grow and develop their skills.
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.