Inclusive Innovative Analytical Driven

Introduction

Employee engagement worldwide is heading South.

Gallup’s 2025 State of the Global Workplace report shows global engagement dropping from 23% in 2023 to 21% in 2024. This is only the second fall in twelve years and is linked to an estimated $438 billion in lost productivity in 2024 alone.

Most employees are not thriving in this picture.
Globally, only 21% feel engaged with their work; 62% report they are “not engaged”; and 17% say they are actively disengaged. Quiet quitting, more sick days, waiting out the week and feeling stuck in roles that drain energy have become common experiences in many organisations.

A clear pattern sits underneath these numbers.
Gallup’s long-term research suggests that about 70% of the difference in engagement between teams links back to the manager. Separate studies show that around one in two employees have left a job at some point in their career to get away from a manager and improve their life, even when they still cared about the work.

This does not place blame on managers.

Managers themselves sit under intense pressure. Manager engagement has dropped to around 27%, and young and female managers show some of the steepest declines. Many feel caught between demands from above, expectations from their teams and little support or training. In that context, both managers and employees experience rising stress, lower well-being and higher turnover.

The hopeful side of this picture is influence.
The same data that highlight the problem also show that engagement improves when people know what is expected of them, receive regular, useful conversations about their work and feel trusted to use their judgement. Research on motivation, including Daniel Pink’s work, points towards three core drivers: meaningful goals, a sense of progress and mastery, and autonomy – genuine freedom to decide how to approach work within clear outcomes.

People join organisations with energy and hope.
They leave managers, systems and cultures that ignore how they work best.

Many organisations have turned to personality tools in search of answers. Personality tends to remain stable across adulthood and does not shift in response to training or new slogans. Labels based on fixed types often leave people feeling boxed in, while expectations around behaviour still change little.

Preferences behave differently.

They respond to awareness, environment and intent. When you understand your preferences, you start to notice how you approach relationships, thinking, decisions and delivery. You also gain language to express the conditions that help you give your best. When managers understand those preferences across a team, they adjust communication, role design and expectations in ways that lift engagement and reduce friction.

Sariio MAPS (Motivations And Preferences Survey) exists for this purpose.
It focuses on four workplace factors:

• Connecting
• Thinking
• Deciding
• Implementing

Connecting and Implementing are the parts of you that others notice first. They shape how you come across in meetings, conversations and day-to-day delivery. Thinking and Deciding sit more in the background. They influence how you process information, weigh options and form judgments before you act or speak.

This report acts as a mirror.

It reflects how you tend to relate to others, organise your thinking, make decisions, and deliver work. It links these patterns with Daniel Pink’s ideas on autonomy, mastery and purpose, and with Alfred Adler’s focus on contribution and social interest – the belief that work matters when it supports something beyond the self.

If you manage others, this report offers a practical framework for understanding what drives different people, so you can work with their preferences rather than push against them.
If you are not a manager, it gives you clear language to express how you prefer to work and what helps you contribute at your best.

The purpose is straightforward: more transparent communication, better alignment and healthier working relationships.

Sariio MAPS gives you the insight to play to your preferences – so that work feels more sustainable, and you feel more engaged and aligned with the contribution you want to make.

Your Sariio MAPS Reflection At A Glance

Your profile brings together Inclusive in Connecting, Innovative in Thinking, Analytical in Deciding and Driven in Implementing.

You focus on people, ideas, evidence and results. You involve others, rethink how things work, test assumptions and then push hard for progress.

You look for shared purpose, scope for improvement, sound reasoning and visible outcomes. You dislike exclusion, stale routines, decisions based on hierarchy or mood and drift that wastes time. You prefer open discussion, thoughtful challenge, clear logic and forward movement.

Others often experience you as warm and engaging in meetings and direct and insistent in delivery. Your pattern usually feels like “bring people in, rethink, test, then drive forward”.

The upside is engagement, improvement and momentum.
The risk, if you do not manage it, is pressure on you and others as you pursue challenge and change, and friction with more Cautious, Methodical, Prudent, Decisive, Thorough, and Pragmatic colleagues who sit at the other poles.

How You Tend To Show Up At Work

What others see: Connecting and Implementing

In everyday work, people mostly notice your Inclusive and Driven preferences.

To others, you often appear as the person who includes and pushes. You notice who is present, who stays quiet and who might feel sidelined. You invite contributions, share context and try to build a sense that people are in it together.

In delivery, you bring urgency and stretch. You focus on movement, targets and impact. You dislike repeated talk with no action, slow response and low effort. You set a brisk pace and expect others to move with you.

Under pressure, these visible patterns intensify. You gather people, raise energy and push harder for outcomes. Some colleagues value this and experience you as energising and committed. Others may react differently:

• Cautious colleagues may feel exposed by your inclusion and speed.

• Diplomatic colleagues may feel they need to manage the tension that follows strong pushes.

• Analytical and Prudent colleagues may feel you move ahead while risk remains.

• Thorough colleagues may feel rushed to release work before it meets their standards.

• Pragmatic colleagues may feel you stretch ambition past what the system supports.

If you ignore these reactions, you risk reputations such as “supportive but relentless” or “strong at getting things moving, hard to keep up with”.

What others do not see immediately: Thinking and Deciding

Behind this visible presence sit your Innovative and Analytical preferences. They shape how you process information and reach decisions before anyone sees your actions.

Your thinking searches for better ways to achieve outcomes. You look at processes, products, and structures and ask where they could be improved. You dislike routine that exists only because “we always do it this way,” and you feel drawn to changes with substance.

Your decisions lean towards data and logic. You test claims, look for patterns, check assumptions and want a clear link from facts to conclusions. You feel uneasy when calls rest on impulse or status rather than reasoning.

From the outside, people may mainly see your inclusion and your drive. They may miss how much idea generation and analysis sit underneath. In reality, you combine relationship focus, creative thinking, critical evaluation and strong push.

The risk is that you do much of that thinking in your head, then present firm views and a high pace without showing the path that led there.

Deep Dive Into Your Preferences

Inclusive (Connecting)

You approach relationships with a strong focus on inclusion and belonging. You notice who has a voice, who stays quiet and who seems on the edge of the group. You draw people in and want them to feel that they count.

At your best, this lifts trust and engagement. People feel seen and less isolated. You bridge gaps across teams or levels and help groups act more like a unit.

Under stress, this preference strengthens. You invest more effort in listening, explaining and supporting. You try to shield people from poor behaviour and from decisions that ignore their reality.

You feel more engaged when people treat each other with respect, when leaders think about the impact on people and when outcomes do not ride on fear.

Where this pattern may hold you back

With Inclusive, Innovative, Analytical and Driven together, you often invite people in, challenge their thinking and then push them hard.

• Cautious colleagues may feel exposed and under pressure.

• Diplomatic colleagues may feel your focus on truth and pace leaves little room for careful tone.

• Driven colleagues may enjoy the energy but feel you open discussions to more people than they would involve.

You also risk agreeing to support many people and topics at once, then driving yourself hard to honour all those informal commitments.

You need firmer boundaries:

• Which discussions require broad inclusion, and which need a smaller group.

• When support looks like clear feedback, not comfort.

• Where you stand alongside others, and where they need to carry their own work and consequences.

Inclusion without limits pulls you into an emotional and practical load that no single person sustains for long.

Innovative (Thinking)

You think in possibilities and improvements. You look at how things work and ask where they could shift for a better impact. You feel drawn towards change that makes a difference rather than change as decoration.

At your best, this fuels progress. You see opportunities where others see fixed structures. You suggest new routes, designs or methods that cut through stagnation or waste.

When pressure rises, your Innovative preference intensifies. You search harder for ideas that protect outcomes under constraint, bolder moves that match the scale of challenge or smarter ways to reach significant goals.

You feel more engaged when curiosity is respected, when ideas receive a fair hearing, and when leaders show an appetite for improvement.

Where this pattern may hold you back

With Innovative, Analytical and Driven together, you place a demanding filter on ideas.

• You generate options, test them thoroughly, and want strong reasons before committing.

• Decisive colleagues may feel you over-think instead of moving.

• Pragmatic colleagues may feel you complicate issues that could be solved more simply.

• Methodical colleagues may feel unsettled if you change the plan midway.

You also risk bringing in significant challenges at a fast pace. Others experience a stream of “why this, not that?” while already working hard to keep up.

You need two gears:

• A lighter, exploratory gear, where you share emerging ideas and invite insight from others.

• A heavier gear, where you apply Analytical depth and prepare proposals for action.

If you use the heavier gear every time, you overload yourself and create fatigue for others.

Analytical (Deciding)

You prefer decisions that rest on clear reasoning and evidence. You look for data, patterns and logical links. You question claims that rest on opinion, rank or mood.

At your best, this improves decision quality. You highlight gaps in thinking, test assumptions and help teams avoid repeating avoidable mistakes. You give weight to facts rather than volume.

Under stress, this preference tightens. You seek more information, more checks and more robust logic. You notice flaws that others ignore and struggle to set them aside.

You feel more engaged when leaders value evidence, when important calls involve some analysis and when logic shapes outcomes at least as much as hierarchy.

Where this pattern may hold you back

With Analytical and Driven together, you often experience internal tension.

• Your Driven side wants decisions and action.

• Your Analytical side wants more certainty and stronger reasoning.

From the outside, this may look like “push ahead, then pull back”:

• Decisive colleagues may feel you slow down calls with questions that appear late.

• Prudent colleagues may still feel uneasy even after your analysis and press for further delay.

• Pragmatic colleagues may feel you invest more thinking than they believe the issue merits.

You also risk treating many decisions as if they deserve full analysis. Medium-level topics then draw time and attention away from more strategic questions.

You need to tier decisions:

• High impact, high risk: deeper analysis and debate.

• Medium impact: enough evidence and logic to feel sound, then a clear call.

• Low impact: quick choices, with room to adjust later.

If you expect strong analysis everywhere, you undermine your own drive for pace and strain relationships with quicker decision-makers.

Driven (Implementing)

You approach implementation with urgency and ambition. You want movement, stretch and visible results. Long periods with little progress frustrate you.

At your best, this lifts performance. You push projects forward, challenge low effort, raise sights and help teams turn talk into action. You often bring energy when others slow or stall.

When pressure rises, your Driven preference intensifies. You narrow your focus to the most important goals, increase the pace, and set firmer expectations. You work through obstacles rather than accepting them.

You feel more engaged when goals stretch you, when effort links to meaningful outcomes and when achievement receives recognition.

Where this pattern may hold you back

With Driven, Innovative, Analytical and Inclusive together, you try to hold many roles:

• Include people.

• Rethink the route.

• Test logic.

• Drive hard for results.

This combination risks straining you and others.

• Cautious colleagues may feel pushed into exposure and speed where they do not feel safe.

• Methodical colleagues may feel that your pace outstrips the process.

• Thorough colleagues may feel they never receive enough time for depth.

• Pragmatic colleagues may feel you set ambition ahead of capacity, then rely on extra effort.

You may read hesitation as resistance rather than information. If you respond with more pressure than curiosity, people move towards surface-level agreement and quiet disengagement.

You need deliberate pause points:

• To ask colleagues with Cautious, Methodical, Analytical, Prudent, Thorough or Pragmatic preferences what they see.

• To check whether the pace and workload match the capacity.

• To adjust targets or timelines before people burn out or step back.

Drive without conscious limits leads to churn more than sustained performance.

Conditions And Triggers

What energises you

You draw energy from environments where:

• People feel included and able to speak.

• Ideas and challenges receive interest.

• Evidence shapes decisions.

• Ambitious goals sit on the table and progress is visible.

You respond well to roles that involve:

• Coordinating and energising people.

• Improving how things work.

• Analysing information and shaping conclusions.

• Delivering outcomes where pace matters.

You like knowing:

• The purpose and success measures.

• How much stretch leaders expect.

• The main risks and constraints.

• Who decides what and how quickly decisions need to land.

You feel more engaged when you see that your inclusion raises participation, your ideas open better routes, your analysis improves decisions and your drive turns intent into results.

Autonomy matters in how you organise work, involve people, balance analysis with action and set pace within agreed boundaries.

Patterns to watch

Several patterns deserve attention.

Trying to be a challenger, carer and accelerator at once.
You challenge ideas, support people and push for progress. Others hand those roles to you and let their own effort rest.

High analysis on too many topics.
You bring Analytical depth to decisions that do not merit it. You feel busy and stretched, yet strategic issues still wait.

Over-promising through optimism and energy.
You generate ideas, include people and commit to ambitious outcomes, then rely on hard work from yourself and a few others to make the numbers add up.

Risk and strain held inside.
You see problems and pressure, yet work around them quietly. Leaders see delivery and assume the system is fine.

You do not need to lower your energy or thinking.
You do need more explicit discussion of limits, trade-offs and decision standards.

Working Better With Others

How to work well with your manager

You work best with managers who recognise that you bring inclusion, improvement, analysis and drive. They involve you in shaping direction and rely on you to move important work forward.

You benefit from clear, stretching and honest briefs. You need:

• Defined outcomes and priorities.

• Context and reasons behind the work.

• Expected pace and risk appetite.

• Key constraints and available support.

Once those are clear, you involve the right people, explore options, test them and then drive delivery.

You add strong value when your manager involves you:

• Early in strategy and change discussions.

• In testing logic and evidence behind proposals.

• In leading work where both people and progress matter.

You appreciate managers who listen to your reasoning, back agreed decisions and notice both impact and effort.

Where this pattern may hold you back with your manager

If you keep absorbing extra stretch through personal effort, your manager assumes expectations fit.

• You work longer or harder to protect both standards and results.

• You adjust scope or approach informally to stay inside the realm of the possible.

• You feel at fault when something slips, even when the plan never matched capacity.

Managers with Driven preferences push for more and faster.
Managers with Pragmatic preferences push for lighter, quicker fixes.
Managers with Thorough or Analytical preferences press for more depth and data, while you feel pressure to respond.

If you respond each time with extra effort instead of clear options, you are likely to experience burnout and resentment.

You need to say things such as:

• “With this time and resource, this is what we deliver and this is what drops.”

• “If we keep this level of ambition, we need to remove or delay other work.”

• “Here is the risk of this plan based on the evidence, and here are alternative options.”

That shifts responsibility for stretch and risk into shared decision-making rather than leaving it with you.

How others can get the best from you

Colleagues gain more from you when they understand that you bring inclusion, fresh thinking, critical analysis and strong drive.

They support you when they:

• Share context, not only tasks.

• Bring you into discussions early, not at the sign-off stage.

• Provide data and background, not only opinion.

• Are honest about constraints and risks.

You help them when you:

• Explain your reasoning in clear, concise steps.

• Mark whether you are exploring, testing or deciding.

• Distinguish between issues that affect risk and performance and those that are preferences.

• Invite input on pace, capacity and risk from those with different archetypes.

Where this pattern may hold you back with colleagues

Colleagues at other poles notice friction.

• Cautious colleagues may feel exposed by your inclusion and tempo.

• Methodical colleagues may feel unsettled if you change route midway.

• Prudent colleagues may feel you push ahead before they feel ready, even after analysis.

• Decisive colleagues may feel you spend too long on reasoning before closure.

• Thorough colleagues may feel you cut time for depth.

• Pragmatic colleagues may feel you drive stretch beyond what systems support.

If you respond by pushing harder, resistance shifts underground.
If you pull back too far, you feel under-used and disconnected from impact.

You need more explicit, direct conversations:

• “Here is why I think this pace and direction matter.”

• “Here is where I need your challenge on risk, process or detail.”

• “Here is what your preferred approach gives us and what it risks.”

That keeps you in the role of partner rather than bulldozer or quiet fixer.

Everyday Checklist: How To Explain Your Preferences

Use these suggestions as prompts to start conversations, so you play to your preferences with your manager and colleagues rather than working to someone else’s default style.

What to say to your manager

• I do my best work when the goals, priorities and constraints are clear. Once those are set, I like to involve the right people, explore options, test the logic and then drive delivery.

• At the start of an initiative, a short run-through of ambition, risk appetite, success measures and key constraints helps me match my pace and analysis to what matters most.

• I tend to ask questions about assumptions, data and impact. That is my way of protecting decisions and outcomes, not an attempt to resist change.

• I respond well to ownership for outcomes. It helps when we are transparent about where I decide, where I consult and where you expect to make the call.

• When priorities or scope change, a brief explanation of why, what moves up or down the list and what success now looks like helps me redirect my energy without losing focus.

• If you need more pace from me, it helps to agree on what we drop, what we simplify and where you accept more risk, rather than expecting the same level of analysis and effort in less time.

What to say to your colleagues

• I try to include people and share context. If I ask for your input, it is because your view matters to the decision, not to overload you.

• I like us to be clear on who is doing what, by when and to what level. Even a simple outline helps me stay organised and keep things moving.

• If I challenge assumptions or ask for more detail, it is to strengthen our work and avoid rework later, not to criticise anyone’s effort.

• I prefer to move from ideas into action while the energy is still there. If we keep discussing for too long, I will probably push for a decision so we do not keep circling the same ground.

• If my pace or questioning feels strong at times, please say so. I am open to adjusting as long as we stay honest about outcomes, risks and timelines.

• If you see a risk, constraint or detail that I may have underplayed, raising it early helps me balance drive and analysis more effectively.

How this helps you play to your preferences

• You receive clearer briefs, expectations and decision rights that align with your Inclusive, Innovative, Analytical and Driven style.

• Your manager and colleagues understand that your questions, ideas and push for closure support engagement, decision quality and progress, rather than negativity or impatience.

• You focus effort on work that matters, protect outcomes with analysis where it counts and help the team move from talk into results at a pace that stretches others without losing them.

Sariio MAPS: Liberating Conversations

Playing to Your Preferences

Sariio MAPS enables you to express how you prefer to work. It helps you put into words how you like to be briefed, how you prefer to collaborate and what supports you in doing your best work.

Share this with your manager and colleagues so they understand how to work with you, not against you. That means fewer imposed ways of working based on someone else’s preferences and more space to play to your own, while still meeting the demands of the role.

Used this way, Sariio MAPS becomes a practical tool for direct conversations, a better fit between you and your role and a more sustainable, motivating work experience.