From Individual Profiles to Team Patterns

Claire Monroe

Welcome back to Science of Leading, I'm Claire Monroe with Edwin Carrington. Edwin, we've spent two episodes on what OAD measures in one person. Today I want to zoom out, because the piece makes clear this isn't just an individual tool.

Edwin Carrington

Right, Claire, one profile tells you about one person's traits and pressure points. Aggregate profiles across a whole team, a whole department, and you start seeing things no single review would ever surface, which teams are under chronic role strain, where a leader's style is quietly misaligned with the culture around them, where organizational design itself is the actual problem.

Claire Monroe

Give me a concrete example of that team-level pattern, because I think it's easy to nod along in the abstract.

Edwin Carrington

A sales team overloaded with highly dominant, low-detail profiles. On paper, that team closes deals fast, and it will, that's exactly what those traits produce. But implementation and client retention suffer, because nobody on the team is behaviorally wired to handle the detail-heavy follow-through that keeps a client past the signature. That's not five people having a bad quarter. That's a team composition problem.

Claire Monroe

And the fix there isn't firing anyone, it's rebalancing who's actually on the team.

Edwin Carrington

Precisely, or building in a role that covers the gap deliberately. And there's a subtler version of this too, when everyone on a team reports the same perceived job behavior gap. If the whole team feels they must act a certain way that doesn't match how they naturally operate, that's rarely five individual quirks lining up by coincidence. That's usually the role, or the culture around it, that needs redesigning.

Claire Monroe

This connects to leadership specifically too, doesn't it, not just team composition.

Edwin Carrington

It does, and this is where it gets genuinely useful for coaching. Comparing a leader's traits to their perceived job behaviors shows exactly where they feel pressure to manage differently than they naturally would. And there's a specific pattern worth watching for, a leader whose profile shows an extreme, sustained gap between trait patience and high-urgency perceived job behaviors. Over time, that's an early burnout signal in the leader themselves, not just their team.

Claire Monroe

So the tool can flag risk in the person managing the risk, which is a blind spot most companies have.

Edwin Carrington

Most companies watch for burnout in individual contributors and completely miss it climbing the ladder. Leaders rarely say it out loud, so the behavioral signal is often the only early warning you get.

Claire Monroe

Let's talk numbers for a second, because turnover cost is something every HR leader already tracks, just maybe not tied back to this kind of mismatch. Industry figures generally put knowledge-worker turnover costs somewhere around one to one and a half times annual salary per departure.

Edwin Carrington

And behavioral misfit is a major driver of that number, people placed into roles that demand behavior far from their stable traits, quietly disengaging until they leave. Which is why re-administering the assessment at key points matters, after a promotion, during a reorg, or just annually. Growing gaps over time act as an early warning system for disengagement or quiet quitting, well before it shows up in an exit interview.

Claire Monroe

That's a very different posture than treating this as a one-time hiring gate you check once and forget.

Edwin Carrington

It should be part of an ongoing people analytics stack, alongside engagement surveys and retention metrics, not a single snapshot from someone's first week.

Claire Monroe

Okay, I want to close on something important, because any tool that generates behavioral data on people raises a fair question about how it's actually governed.

Edwin Carrington

And it should raise that question, Claire. This only works responsibly with real governance, who has access to profiles, how results get communicated, how long data is retained. Organizations need transparent policies with employees about why the assessment is used and how it benefits both sides, not just the business.

Claire Monroe

And it's explicitly not meant to be the sole basis for a hiring decision, correct?

Edwin Carrington

Correct, and that's not a legal disclaimer tacked on at the end, it's the actual design philosophy. This is one structured input alongside interviews, reference checks, and job-related assessments. Overreliance on any single assessment is the wrong use of it, full stop. The relationships between data points drive good decisions, not an isolated score treated as a verdict.

Claire Monroe

If you want to see your own profile as a starting point, OAD's free Top Performer Profile is about seven minutes, results in twenty-four hours, no credit card. That's O-A-D dot A-I.

Edwin Carrington

One person's data is a story. A team's data is a pattern. Read the pattern, and govern it responsibly, and you've got something genuinely useful.

Claire Monroe

Perfect place to close out this series. Thanks, Edwin.

Edwin Carrington

Always, Claire.