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Venturer

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.

Highlights:

Assertive

Analytical

Driving

Goal-oriented

Maximize your business potential by tapping into people’s natural strengths.

The Venturer 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

Venturer

Venturers are natural leaders; they want to take initiative. They seek to get results by taking risks, and they’re hesitant to delegate major authority or responsibility. 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

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.

Business strategy and the

Venturer

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 Venturer, while they can do a variety of things well, they naturally gravitate toward strategic activities that seek to innovate and solve difficult problems in a new way.

Managing the

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.

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.