Guide to Your Sariio MAPS Results

Using Your Sariio MAPS Results

Sariio MAPS helps you explain how you like to work, not how you ought to work.
It gives a shared language for your daily habits, strengths, and pressure points.

Most engagement problems start with a gap:

• You know how you prefer to work.
• Other people guess, assume, or misunderstand those preferences.

Over time, this leads to frustration, over-control, or micromanagement.
The survey offers a different route.
It helps you describe the conditions where you feel trusted, focused, and engaged.
It also highlights situations that drain your energy or trigger stress.

Use this guide to turn your results into a short story about:

• How you like to work with others.
• What helps you do your best work.
• Where you sometimes get in your own way.

Share that story with your manager and colleagues so you work together, not against each other.

What your results show

Your results page shows four archetypes:

• Connecting
• Thinking
• Deciding
• Implementing

Each archetype reflects patterns in your three preference pairs for that factor.
Together, they form a picture of “how I usually show up at work”.

When you read your report, aim for three things:

1. Notice what feels accurate.
2. Notice what surprises you.
3. Turn the key points into simple sentences you feel comfortable saying out loud.

Explaining your “Connecting” style

Your Connecting archetype describes how you relate to people.

To explain this to others, build a short paragraph such as:

• “When I meet people at work, my first focus is … (task, relationship, or a mix).”
• “Trust builds for me when … (examples: expectations stay clear, people keep promises, everyone has a voice).”
• “In teams I feel at my best when … (examples: roles stay clear, everyone shares progress, conflict stays respectful).”

Link this to your preference pairs:

• Mention whether you lean more towards tasks or people.
• Mention whether you start more wary or more trusting.
• Mention whether you prefer to judge your own work or seek outside feedback.

Aim for one or two sentences on each point.
Share real examples from recent projects, so others see what this means in practice.

Explaining your “Thinking” style

Your Thinking archetype shows how you handle ideas, plans, and change.

To explain this to others, you might say:

• “When a new problem appears, my first instinct is to … (analyse risks, explore ideas, test options).”
• “Planning works best for me when … (there is a clear process / there is space to adapt on the way).”
• “I notice patterns in … (similarities across projects, differences, or both).”

Use your preference pairs to add detail:

• Problem Solver vs Risk Taker
• Similar vs Different
• Procedures vs Options

Pick the strongest one or two pairs and describe how they help you and where tension sometimes appears.
For example, a strong focus on procedures supports reliability but may slow experiments.
Strong focus on options supports creativity but may stretch timelines.

Explaining your “Deciding” style

Your Deciding archetype shows how you move from thinking to action.

Describe it with simple sentences such as:

• “Before I decide, I need … (data, time to reflect, a quick discussion, gut sense of direction).”
• “I move faster when … (time pressure rises, the goal stays clear, someone sets boundaries).”
• “I feel blocked when … (information stays vague, people keep changing the target, I lack space to act).”

Use your three preference pairs:

• Thinking vs Doing
• Rational vs Intuitive
• Certainty vs Ambiguity

Explain which side feels most natural and what support helps you decide well.
For example, an intuitive, action-oriented pattern benefits from short summaries and authority to move.
A reflective, rational pattern benefits from context, data, and time to weigh trade-offs.

Explaining your “Implementing” style

Your Implementing archetype shows how you finish work and handle pressure.

Talk about it in terms of:

• “When I work on tasks, my focus sits more on … (detail or big picture).”
• “I gain energy from … (starting new things, finishing existing work, or balancing both).”
• “Quality means to me … (meeting a high standard, keeping things moving, or finding a workable middle ground).”

Use your three preference pairs:

• Specific vs General
• Finisher vs Starter
• Perfectionist vs Pragmatist

Explain where this helps the team and where stress sometimes appears.
For example, a thorough finisher may protect quality yet feel frustrated by late changes.
A driven starter may create momentum yet feel bored once work becomes routine.

Talking about your motivators

The Motivators section shows what lifts or drains your energy.

Turn this into clear statements such as:

• “I feel most engaged when my work includes … (examples: complex problems, time with clients, clear routines, creative freedom).”
• “I lose energy when my days fill with … (repetition, last-minute changes, conflict, long unstructured meetings).”
• “Support that helps me includes … (quick feedback, space to think, clear priorities, recognition of progress).”

Use these points to shape work where possible:

• Ask for more tasks that align with your motivators.
• Agree on limits around tasks that drain you, where the role allows that.
• Link this conversation to performance and outcomes, not comfort alone.

Talking about your blind spots

Every pattern has blind spots.
These are habits that once helped you, but sometimes go too far.

Approach this section with openness.
Pick one or two blind spots that feel most important and frame them like this:

• “My strengths sometimes go too far when …”
• “Others may experience me as … (for example: distant, pushy, slow, scattered) in these situations.”
• “A simple check that helps me stay balanced is … (ask a question, share my intention, slow down for two minutes, bring someone else in).”

This style keeps the focus on behaviour and impact, not on blame.
It also shows that you take responsibility for your part of the pattern.

Using your results with your manager

Share a summary with your manager.
Aim for a one-page note or a short conversation that covers:

1. How I like to work
   • One paragraph for Connecting and Thinking.
   • One paragraph for Deciding and Implementing.
2. What supports my best work
   • Two or three points from your Motivators.
3. Where my pattern may hold me back
   • One or two blind spots plus the small actions you plan to try.

Invite your manager into the discussion:

• Ask how your pattern fits with team goals.
• Ask which strengths they rely on in your role.
• Ask where they see risk if your preferences go too far.

Then agree on one or two changes, for example:

• How often you check in.
• How decisions move between you.
• How much detail you both expect in updates.

The aim is more partnership and less control.
When your manager understands how you like to work and sees that you manage your own blind spots, trust usually grows and micromanagement tends to fade.

Using your results with colleagues

With colleagues, keep things light and practical.

Share:

• One strength from your pattern that helps the team.
• One preference that often surprises others.
• One blindspot you are watching.

Invite them to share the same.
Look for places where differences support the work rather than block it.
For example, a strong starter may pair well with a strong finisher.
A detail-focused colleague may balance a big-picture thinker.

Use your results to say:

• “This is how I tend to work.”
• “This is what helps me.”
• “This is what I am working on.”

Over time, this builds clarity, reduces guesswork, and supports higher engagement for everyone.

Keeping the conversation alive

Your Sariio MAPS report is a starting point, not a label.
Treat it as a mirror for your current working habits.

Return to it when:

• Your role changes.
• Your team structure shifts.
• You feel more engaged or more drained than before.

Update your story about how you like to work, and share that story.
In that way, you use your preferences as a bridge between what you need, what others need, and the results you deliver together.