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A method to know yourself better and cooperate better.
Jobs are changing, our behaviour is evolving and cooperation is becoming decisive. 80 questions, about 20 minutes, and a profile that connects the person, the team and the organisation’s strategies.
The 4 axes
Four axes of behavioural preferences.
The questionnaire places each person on four axes of behavioural preferences at work. Neither side is better than the other: each brings something different to the team.
01
Interpersonal relations
- I · IntrovertedE · Extraverted
How I manage my relationships with others: through reflection or through exchange.
02
Information processing
- T · PracticalN · Conceptual
What I look at first: the concrete or the big picture.
03
Decision-making
- A · AnalyticalF · Feeling
What I rely on to decide: logic or values.
04
Work organisation
- S · StructuredO · Open
How I move forward: with a plan or staying open to the unexpected.
How your profile is built
From 80 questions to your 3 behavioural preferences.
A transparent calculation, based on research into teamwork. Behavioural preferences change over time: within one or two years for people aged 20–30, rather over five to ten years later on.
01
80 questions
About 20 minutes, with no time limit, only about behaviour at work.
02
4 axes, 8 tendencies
Your answers place you on the 4 axes: E or I, T or N, A or F, S or O.
03
16 combinations
The tendencies combine into 16 permutations, ranked from strongest to weakest.
04
3 preferences on 8 functions
Your 3 strongest behavioural preferences are placed on the grid of 8 functions.
And your hierarchy of preferences shows the path you take through the system according to Leonardo3.4.5. The approach is based on research in work psychology and approaches in social psychology.
The 8 functions
Eight roles every organisation needs.
The profile places your 3 behavioural preferences on a grid of 8 functions. A team that cooperates well draws on the resources of each of its members.
FUNCTION 01
Information
Organisations depend on team members who stand out for their ability to gather and share relevant information. In doing so, they act as strategic and tactical scouts. They are characterised by patience and flexibility. Although they have fairly easy access to important information, they are not very interested in putting the resulting ideas into action. Nor do they show off their knowledge; on the contrary, they only speak when asked. They are often accused of being indecisive.
Conclusion
The knowledge provided by information gatherers is very useful and very important for organisations. They must be given enough time for their research.
FUNCTION 02
Innovation
Team members who stand out for their innovative spirit are often quite difficult to manage. They are constantly looking for new ideas while working intensively on new projects. A certain absent-mindedness is characteristic of them.
Conclusion
Organisations need this type of employee, but often struggle to make the most of them. Bear in mind that their ability to innovate diminishes when they have to work to order.
FUNCTION 03
Promotion
Employees who like promoting ideas usually have a complete overview of the company. Promoters often have good contacts and a wide sphere of influence. While they like to generate interest in ideas, they also look for ways to put them into practice. They are able to develop new resources and renew working methods. Promoters like to adopt the ideas of innovators. However, they often lack the patience to follow the process of turning ideas into concrete action.
Conclusion
Promoters spread new ideas and therefore work hand in hand with innovators.
FUNCTION 04
Development
Developers are analytical thinkers who judge ideas by their feasibility. They are open-minded and able to listen attentively. They constantly look for ways to put ideas into action. As soon as the analysis and development process is over, their interest in a project fades. They are happy to leave implementation to the organisers.
Conclusion
Developers are the team members who put in place the analysis, means and methods for the concrete implementation of ideas and visions.
FUNCTION 05
Organisation
Organisers are responsible for implementing projects. They know how to make their teams work efficiently. They like to take the initiative to ensure the success of the projects entrusted to them. They need facts and decisions and are generally characterised by impatience. They organise their own work, that of their team and quite often that of their colleagues, or even their superiors. Their relationship with colleagues is often very “businesslike”. Obstacles make them angry and frustrated.
Conclusion
Organisers turn projects into reality. The resulting direct and indirect costs, as well as any losers, are only secondary aspects to them, to be dealt with only if they cause major problems.
FUNCTION 06
Implementation
Employees who carry out projects are highly reliable team members. They are practical and consider results the most important aspect of their work. They like order, regularity and clarity. They are generally very patient and organised. The whole team can count on their work and perseverance. Routine does not bore them. They work by the motto: “Everyday problems constantly call for creativity and always find a suitable solution.”
Conclusion
They are the backbone of the company’s work, putting visions and ideas into action day after day and over the long term.
FUNCTION 07
Control
Controllers are practical people used to working precisely and carefully. They prefer to concentrate on one task at a time. Their work is characterised by respect for rules and instructions. They keep their team informed of all “updates” in order to check facts and figures. Controllers are constantly looking for details and errors. They are indispensable when it comes to safety and security issues.
Conclusion
Controllers contribute constructively to solving problems of quality and compliance with legal or financial standards. They motivate the team to meet high standards.
FUNCTION 08
Stabilisation
These are the team members who internalise the company’s principles and guidelines. Harmony between team members and the company’s image are very important to them. Their main interest is stability. They know the organisation inside out and manage with the intelligence of someone who wants to bring the ship, its cargo and its passengers safely into port.
Conclusion
Stability within teams depends on employees who identify themselves and their work with “their” company, of which they see themselves as a pillar.
Tensions that are assets.
Some functions naturally clash, because they see things differently. Once understood, these differences become a resource for the whole team. A team risks a monoculture if it does not draw on the sometimes divergent resources of others.
Control ↔ Promotion
Stabilisation ↔ Development
Organisation ↔ Information
Innovation ↔ Implementation
A systemic approach
From the person to the organisation, understanding each other better.
It is the only methodology that takes a systemic approach to the individual, the group and organisational strategies.
The individual
Know yourself better
The individual profile reveals behavioural preferences, talents and sources of energy. 80 questions, about 20 minutes.
The team
Understand others better
Combining profiles shows the talents available, complementarities and risk areas, through team mapping.
The organisation
Cooperate better
The five strategic polarities (time, organisation, values, orientation, steering) are shown in the report on organisational strategies.
Four management principles
What makes a team cooperate.
In our experience, managers who apply these principles save a lot of time in the day-to-day management of their teams.
01
Purpose first
Share the purpose before the objectives, so that the team knows how to decide when the job description says nothing.
02
Subsidiarity
Everyone feels jointly responsible for the result and compensates for others’ absences or overload.
03
Complementarity
The team makes the most of its diverse talents and gives each person, as far as possible, tasks close to their preferences.
04
Self-organisation
When the first three principles come together, the team works as a network, focused on results.
The reports
A report for every purpose.
Summary
4 pages
Designed for recruitment: thinking style, strengths and weaknesses in charts, potential talents. Read in one minute by a certified consultant.
Brief
approx. 10 pages
The main elements of the profile, easy to read without guidance. Ideal to give to a candidate or as a basis for coaching.
Development
approx. 18 pages
The full profile, with self-assessment of skills, stress and balance, change and learning, complementarity and the development path.
Team mapping
generated automatically
Behavioural preferences 1, 2 and 3 of each member, sortable by hierarchical level. Strengths, weaknesses and orientations of the team.
Strategic orientations
team report
The team’s collective position on the organisation’s five strategic polarities.
And with Talent Fit
Profile ↔ job advert
Talent Fit
The fit between a candidate and a job advert: strengths, points to watch, interview questions.
Profile ↔ profile
Talent Fit
The strength of a relationship between two people, with or without a reporting line: complementarities and points to watch.
Teenager profile ↔ occupations
Talent Fit
For guiding young people: occupations in the vocational (CFC) or higher education track that suit them.
Self-coaching ↔ job advert
Talent Fit
For you: your own profile compared with a job advert, to decide and prepare your application.
Scientific basis
The company, a living system.
Developed in Switzerland, Leonardo3.4.5 was designed between 1994 and 2000 as part of a European EUREKA research project (EU-1480), with the support of the European Union and Swiss companies. It draws on the life sciences: the organisation is seen as a living system, in the sense of James Grier Miller, whose vital subsystems are grouped into 8 functions, in line with Raymond Meredith Belbin’s work on team roles. Three of the four axes are inspired by Jung’s typology, adapted to the world of work.
“Nature is a company that has been around for two billion years and has not yet gone bankrupt.”
Frederic Vester
Two statistical studies, of 1,000 and then 3,000 profiles, showed that more than 80% of people recognise themselves in their profile. Validity and reliability were verified by factor analysis, and the content is regularly updated.
Scientific basis · Scientific validity · Comparison with other tools
Who uses it
The Swiss Confederation, the Swiss Armed Forces, large national and international companies. To profile students: HEIG-VD, ZHAW School of Management and Law, HEG Fribourg, HES Sion, Polycom, SAWI group.
80 %+
recognise themselves in their profile
5 million+
profiles completed
200+
accredited practitioners
Multilingual
questionnaire and reports
Our rules of the game
A tool at the service of people.
Leonardo3.4.5 aims to improve self-understanding, build trust and improve the effectiveness of teams and the organisation, with respect for everyone.
Neither a skills test nor a judgement
The profile is not used to sort the good from the less good. It highlights everyone’s talents and behavioural preferences.
Work, not private life
The questionnaire covers behaviour at work only. It allows no conclusions about private life.
Never a means of pressure
Leonardo3.4.5 is not a lie detector and must never be used to put someone in a difficult position.
Dialogue first
The profile is a reference point for dialogue. It complements human judgement; it never replaces it.
What is it for?
Useful in most change situations.
- Recruitment and HR development
- Strategic talent management
- Project ownership by new teams
- Business Process Reengineering
- Mergers and acquisitions
- Organisational analysis
- Developing collective intelligence
- Coaching teams in crisis
- Organisational development
Frequently asked questions
How long does it take to answer?
The 80 questions take about 20 minutes. There is no time limit.
When do you get the results?
Almost immediately: the profile is produced automatically and sent to the participant or the consultant, as preferred.
How long does it take to read your profile?
Reading it yourself takes about one to two hours.
And the debriefing?
With an accredited consultant, it takes from one to a few hours depending on the context.