Venturer

  • Assertive
  • Analytical
  • Driving
  • Goal-oriented

Once Venturers identify an opportunity to push the organization forward, it becomes an irresistible magnet. Venturers are always exploring and moving past boundaries. They're strong-willed, goal-oriented, and focused on making an impact at work. Expect them to be self-starters and innovators who tackle new problems with enthusiasm.

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Characteristics of a Venturer

Natural Strengths

  • Assertive
  • Analytical
  • Driving
  • Goal-oriented

Common Drivers

  • Independence
  • Opportunities to reflect
  • Variety
  • Freedom from structure and rules

Blind Spots

  • Can appear tough-minded
  • Doesn’t like working under close supervision
  • May be overly frank
  • Doesn’t like too much structure or direction

The Venturer on a team

Venturers like to take charge. They’re known to be self-starting, goal-oriented, and direct. They love to try new things and are creative problem solvers. 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 a Venturer

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 Venturers, remember that they’re venturesome, intense, outspoken, and self-motivating. They work best when they can lead the charge and do things their own way. Venturers are also creative problem-solvers. When managing this profile, consider some of the following suggestions:

  • Keep it high level.
  • Don’t micromanage—let them prove themselves.
  • Let them move quickly and try new things.
  • Remind them when decisions need to be made collaboratively.
  • Provide opportunities for them to lead.
  • 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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