The Inventor
The Inventor has a knack for approaching the problems they encounter with originality and a creative flair, which is one of their greatest strengths. They’re not afraid to experiment with new approaches and push boundaries to formulate new, novel ideas for policy-making, even when faced with a challenge. As an “out-of-the-box” thinker, they solve unique problems by expanding possibilities to overcome barriers.
The Inventor’s ability to spot opportunities for change helps them formulate new strategies for an organisation. If additional tasks are added to their workload, they are open-minded, respond quickly, and are able to prioritise. When faced with uncertainty, they remain calm and composed, even in high pressure situations. They enjoy developing and trialling new methods if a project deviates from the intended plan and there are no formal guides on finding a solution.
The Inventor draws conclusions from data to support their ideas. Their colleagues often look to them to explain correlational evidence and links between data points. They are comfortable applying quantitative and qualitative methods to make recommendations on tough policy questions. And Inventors are generally contemplative: they review past policy projects in depth to make adjustments where needed, and they aren’t afraid to ask questions in order to solve complex problems they may not have encountered before. They view feedback from their superiors as a valuable tool for learning about how to improve.
But thinking strategically about achieving goals and finding new research to develop their ideas are areas where Advocates can improve. As more resources are being developed on the effectiveness of global policies, civil servants can craft more impactful policies if they stay on top of emerging research. Taking advantage of learning opportunities or finding a new area of policy-making you’re interested in can help enhance your skills in this area. Going beyond what has been done before and advocating for new ideas will help you become a policy-maker of the future.
The Advocate
The Advocate has strong storytelling skills, which make it easy to translate complicated policy into compelling narratives. They don’t generally find it daunting when tasked with negotiating new projects or budgets for their department, and can easily modify the delivery of a message to suit a particular audience or purpose.
An Advocate tends to thrive in group settings where they can actively seek out a diverse range of viewpoints. Having the chance to collaborate and work in a team where others are encouraged to voice their opinions is important to them. They believe that every conflict can be solved by actively listening to each side’s perspective, and they put that into practice. The Advocate has a knack for approaching the problems they encounter with originality and a creative flair. They’re not afraid to experiment with new approaches and push boundaries to formulate new, novel ideas for policy-making, even when faced with a challenge. As an “out-of-the-box” thinker, they solve unique problems by expanding possibilities to overcome barriers.
The Advocate’s ability to spot opportunities for change helps them formulate new strategies for their organisation. If additional tasks are added to their workload, they are open-minded, respond quickly, and are able to prioritise. When faced with uncertainty, they remain calm and composed, even in high pressure situations. They enjoy developing and trialling new methods if a project deviates from the intended plan and there are no formal guides on finding a solution.
But thinking strategically about achieving goals and finding new research to develop their ideas are areas where Advocates can improve. As more resources are being developed on the effectiveness of global policies, civil servants can craft more impactful policies if they stay on top of emerging research. Taking advantage of learning opportunities or finding a new area of policy-making you’re interested in can help enhance your skills in this area. Going beyond what has been done before and advocating for new ideas will help you become a policy-maker of the future.
The Explorer
Staying focused, even when outcomes are uncertain, comes naturally to Explorers. They develop sequenced plans for tasks with prioritised steps and attention to timelines. They think strategically about short and long-term goals. And the Explorer’s appetite for knowledge leads them to explore developments in policy to make sure their team is at the cutting edge of new research. They take advantage of resources and learning opportunities that contribute to their personal development, even if it requires setting aside extra time in their schedule.
Even if it appears risky, Explorers welcome the opportunity to try new technologies or tackle complex problems. An Explorer also has strong storytelling skills, which make it easy to translate complicated policy into compelling narratives. They don’t generally find it daunting when tasked with negotiating new projects or budgets for their department, and can easily modify the delivery of a message to suit a particular audience or purpose.
An Explorer tends to thrive in group settings where they can actively seek out a diverse range of viewpoints. Having the chance to collaborate and work in a team where others are encouraged to voice their opinions is important to them. They believe that every conflict can be solved by actively listening to each side’s perspective, and they put that into practice.
But using data analysis and data visualisations to support their policy ideas are often areas where Explorers could improve. Civil servants that reflect on what is working and what could be changed will implement policies that have proven results.
The Campaigner
The Campaigner has strong storytelling skills, which make it easy to translate complicated policy into compelling narratives. They don’t generally find it daunting when tasked with negotiating new projects or budgets for their department, and can easily modify the delivery of a message to suit a particular audience or purpose.
A Campaigner tends to thrive in group settings where they can actively seek out a diverse range of viewpoints. Having the chance to collaborate and work in a team where others are encouraged to voice their opinions is important to them. They believe that every conflict can be solved by actively listening to each side’s perspective, and they put that into practice. The Campaigner has a knack for approaching the problems they encounter with originality and a creative flair.They’re not afraid to experiment with new approaches and push boundaries to formulate new, novel ideas for policy-making, even when faced with a challenge. As an “out-of-the-box” thinker, they solve unique problems by expanding possibilities to overcome barriers.
The Campaigner’s ability to spot opportunities for change helps them formulate new strategies for their organisation. If additional tasks are added to their workload, they are open-minded, respond quickly, and are able to prioritise. When faced with uncertainty, they remain calm and composed, even in high pressure situations. They enjoy developing and trialling new methods if a project deviates from the intended plan and there are no formal guides on finding a solution.
But using data analysis and data visualisations to support their policy ideas are often areas where Campaigners could improve. Civil servants that reflect on what is working and what could be changed will implement policies that have proven results.
The Experimenter
The Experimenter has a knack for approaching the problems they encounter with originality and a creative flair, which is one of their greatest strengths. They’re not afraid to try new approaches and push boundaries to formulate new, novel ideas for policy-making, even when faced with a challenge. As an “out-of-the-box” thinker, they solve unique problems by expanding possibilities to overcome barriers. The Experimenter’s ability to spot opportunities for change helps them formulate new strategies for an organisation. If additional tasks are added to their workload, they are open-minded, respond quickly, and are able to prioritise.
Experimenters enjoy developing and trialling new methods if a project deviates from the intended plan and there are no formal guides on finding a solution. Staying focused, even when outcomes are uncertain, comes naturally to Experimenters. They develop sequenced plans for tasks with prioritised steps and attention to timelines. They think strategically about short and long-term goals. And the Experimenter’s appetite for knowledge leads them to explore developments in policy to make sure their team is at the cutting edge of new research. They take advantage of resources and learning opportunities that contribute to their personal development, even if it requires setting aside extra time in their schedule. Even if it appears risky, they welcome the opportunity to try new technologies or tackle complex problems.
But communicating in a way that will persuade people to take action is one area where many Experimenter types can improve. As a policy-maker, you are often tasked with gathering input from others, so being able to collaborate and effectively communicate information freely is an important trait. Developing better ways of communicating complex policy and finding ways to work more effectively in a team will help you enhance your skills in this area.
The Oracle
The Oracle’s appetite for knowledge leads them to explore developments in policy to make sure their team is at the cutting edge of new research. They take advantage of resources and learning opportunities that contribute to their personal development, even if it requires setting aside extra time in their schedule. And staying focused, even when outcomes are uncertain, comes naturally to Oracle. They develop sequenced plans for tasks with prioritised steps and attention to timelines. They think strategically about short and long-term goals.
The Oracle draws conclusions from data to support their ideas. Their colleagues often look to them to explain correlational evidence and links between data points. They are comfortable applying quantitative and qualitative methods to make recommendations on tough policy questions. The Oracle is contemplative: they review past policy projects in depth to make adjustments where needed, and they aren’t afraid to ask questions in order to solve complex problems they may not have encountered before. They view feedback from their superiors as a valuable tool for learning about how to improve.
But finding new, novel methods for policy-making and adapting to changes in work environment are often areas where Oracles could improve. Technological advances are changing the way we live, so anticipating plans for the future and having back-up plans in the case of failure will be necessary traits of public servants of the future. Civil servants that encourage a culture of change will help their organisation be more innovative. In fast-paced policymaking environments, learning how to make quicker decisions and being resilient when faced with uncertainty will help you evolve in this area.
The Debater
The Debater has strong storytelling skills, which make it easy to translate complicated policy into compelling narratives. They don’t generally find it daunting when tasked with negotiating new projects or budgets for their department, and can easily modify the delivery of a message to suit a particular audience or purpose.
A Debater tends to thrive in group settings where they can actively seek out a diverse range of viewpoints. Having the chance to collaborate and work in a team where others are encouraged to voice their opinions is important to them. They believe that every conflict can be solved by actively listening to each side’s perspective, and they put that into practice.
The Debater draws conclusions from data to support their ideas. Their colleagues often look to them to explain correlational evidence and links between data points. They are comfortable applying quantitative and qualitative methods to make recommendations on tough policy questions. The Debater is contemplative: they review past policy projects in depth to make adjustments where needed, and they aren’t afraid to ask questions in order to solve complex problems they may not have encountered before. They view feedback from their superiors as a valuable tool for learning about how to improve.
But finding new, novel methods for policy-making and adapting to changes in work environment are often areas where Debaters could improve. Technological advances are changing the way we live, so anticipating plans for the future and having back-up plans in the case of failure will be necessary traits of public servants of the future. Civil servants that encourage a culture of change will help their organisation be more innovative. In fast-paced policymaking environments, learning how to make quicker decisions and being resilient when faced with uncertainty will help you evolve in this area.
The Sprinter
Staying focused, even when outcomes are uncertain, comes naturally to Sprinters. They develop sequenced plans for tasks with prioritised steps and attention to timelines. They think strategically about short and long-term goals. And the Sprinter’s appetite for knowledge leads them to explore developments in policy to make sure their team is at the cutting edge of new research. They take advantage of resources and learning opportunities that contribute to their personal development, even if it requires setting aside extra time in their schedule.
Even if it appears risky, Sprinters welcome the opportunity to try new technologies or tackle complex problems. A Sprinter also has strong storytelling skills, which make it easy to translate complicated policy into compelling narratives. They don’t generally find it daunting when tasked with negotiating new projects or budgets for their department, and can easily modify the delivery of a message to suit a particular audience or purpose.
A Sprinter tends to thrive in group settings where they can actively seek out a diverse range of viewpoints. Having the chance to collaborate and work in a team where others are encouraged to voice their opinions is important to them. They believe that every conflict can be solved by actively listening to each side’s perspective, and they put that into practice.
But finding new, novel methods for policy-making and adapting to changes in work environment are often areas where Sprinters could improve. Technological advances are changing the way we live, so anticipating plans for the future and having back-up plans in the case of failure will be necessary traits of public servants of the future. Civil servants that encourage a culture of change will help their organisation be more innovative. In fast-paced policymaking environments, learning how to make quicker decisions and being resilient when faced with uncertainty will help you evolve in this area.
The Architect
The Architect has a knack for approaching the problems they encounter with originality and a creative flair, which is one of their greatest strengths. They’re not afraid to experiment with new approaches and push boundaries to formulate new, novel ideas for policy-making, even when faced with a challenge. As an “out-of-the-box” thinker, they solve unique problems by expanding possibilities to overcome barriers.
The Architect’s ability to spot opportunities for change helps them formulate new strategies for an organisation. If additional tasks are added to their workload, they are open-minded, respond quickly, and are able to prioritise. When faced with uncertainty, they remain calm and composed, even in high pressure situations. They enjoy developing and trialling new methods if a project deviates from the intended plan and there are no formal guides on finding a solution.
The Architect draws conclusions from data to support their ideas. Their colleagues often look to them to explain correlational evidence and links between data points. They are comfortable applying quantitative and qualitative methods to make recommendations on tough policy questions. And Architects are generally contemplative: they review past policy projects in depth to make adjustments where needed, and they aren’t afraid to ask questions in order to solve complex problems they may not have encountered before. They view feedback from their superiors as a valuable tool for learning about how to improve.
But communicating in a way that will persuade people to take action is one area where many Architect types can improve. As a policy-maker, you are often tasked with gathering input from others, so being able to collaborate and effectively communicate information freely is an important trait. Developing better ways of communicating complex policy and finding ways to work more effectively in a team will help you enhance your skills in this area.
The Mastermind
The Mastermind’s appetite for knowledge leads them to explore developments in policy to make sure their team is at the cutting edge of new research. They take advantage of resources and learning opportunities that contribute to their personal development, even if it requires setting aside extra time in their schedule. And staying focused, even when outcomes are uncertain, comes naturally to Learners. They develop sequenced plans for tasks with prioritised steps and attention to timelines. They think strategically about short and long-term goals.
The Mastermind draws conclusions from data to support their ideas. Their colleagues often look to them to explain correlational evidence and links between data points. They are comfortable applying quantitative and qualitative methods to make recommendations on tough policy questions. The Mastermind is contemplative: they review past policy projects in depth to make adjustments where needed, and they aren’t afraid to ask questions in order to solve complex problems they may not have encountered before. They view feedback from their superiors as a valuable tool for learning about how to improve.
But communicating in a way that will persuade people to take action is one area where many Mastermind types can improve. As a policy-maker, you are often tasked with gathering input from others, so being able to collaborate and effectively communicate information freely is an important trait. Developing better ways of communicating complex policy and finding ways to work more effectively in a team will help you enhance your skills in this area.
The Diplomat
The Diplomat has strong storytelling skills, which make it easy to translate complicated policy into compelling narratives. They don’t generally find it daunting when tasked with negotiating new projects or budgets for their department, and can easily modify the delivery of a message to suit a particular audience or purpose.
A Diplomat tends to thrive in group settings where they can actively seek out a diverse range of viewpoints. Having the chance to collaborate and work in a team where others are encouraged to voice their opinions is important to them. They believe that every conflict can be solved by actively listening to each side’s perspective, and they put that into practice.
The Diplomat draws conclusions from data to support their ideas. Their colleagues often look to them to explain correlational evidence and links between data points. They are comfortable applying quantitative and qualitative methods to make recommendations on tough policy questions. The Diplomat is contemplative: they review past policy projects in depth to make adjustments where needed, and they aren’t afraid to ask questions in order to solve complex problems they may not have encountered before. They view feedback from their superiors as a valuable tool for learning about how to improve.
But thinking strategically about achieving goals and finding new research to develop their ideas are areas where Diplomats can improve. As more resources are being developed on the effectiveness of global policies, civil servants can craft more impactful policies if they stay on top of emerging research. Taking advantage of learning opportunities or finding a new area of policy-making you’re interested in can help enhance your skills in this area. Going beyond what has been done before and advocating for new ideas will help you become a policy-maker of the future.
The Visionary
The Visionary has a knack for approaching the problems they encounter with originality and a creative flair, which is one of their greatest strengths. They’re not afraid to experiment with new approaches and push boundaries to formulate new, novel ideas for policy-making, even when faced with a challenge. As an “out-of-the-box” thinker, they solve unique problems by expanding possibilities to overcome barriers.
The Visionary’s ability to spot opportunities for change helps them formulate new strategies for an organisation. If additional tasks are added to their workload, they are open-minded, respond quickly, and are able to prioritise.They enjoy developing and trialling new methods if a project deviates from the intended plan and there are no formal guides on finding a solution.
Staying focused, even when outcomes are uncertain, comes naturally to Visionaries. They develop sequenced plans for tasks with prioritised steps and attention to timelines. They think strategically about short and long-term goals. And the Visionary’s appetite for knowledge leads them to explore developments in policy to make sure their team is at the cutting edge of new research. They take advantage of resources and learning opportunities that contribute to their personal development, even if it requires setting aside extra time in their schedule. Even if it appears risky, they welcome the opportunity to try new technologies or tackle complex problems.
But using data analysis and data visualisations to support their policy ideas are often areas where Visionaries could improve. Civil servants that reflect on what is working and what could be changed will implement policies that have proven results.
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