• Precise
  • Accepting of company policies
  • Highly responsive
  • Matter-of-fact

Specialists are cautious, introspective, and highly loyal to authority. They value details and need to fully understand a topic before making decisions. Supportive and collaborative, they don’t obsess over having things their way—but they do obsess over getting things right.

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Characteristics of a Specialist

Natural Strengths

  • Precise
  • Accepting of company policies
  • Highly responsive
  • Matter-of-fact

Common Drivers

  • Encouragement
  • Opportunities to work with facts
  • Understanding of rules and regulations

Blind Spots

  • Can be overly cautious
  • May be pointed in communication
  • Uncomfortable with ambiguity
  • Infrequent communication

The Specialist on a team

Specialists are naturals at highly-skilled work. They’re known to be skeptical, factual, and analytical. They thrive in and help contribute to a culture that values efficiency and detailed work. Teams are often designed by default rather than intention. A strategic, data-driven approach to building teams is what helps organizations win.

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Managing a Specialist

Often managers try to manage everyone the same way—and that’s usually the way they like to be managed. But this approach can backfire. People like to be managed differently—and it may not always be in a way that comes naturally to you. Even beyond the individual needs, teams require different leadership styles. You wouldn’t manage a sales team the same way you’d manage a team of developers.
When working with Specialists, remember that they’re reserved, respectful, sincere, and detail-oriented. They’re typically most effective with siloed work that requires exactness and accuracy with details. Specialists are great at doing things right and fast. When managing this profile, consider some of the following suggestions:

  • Give them time to develop their specialty.
  • Provide clarity around rules and expectations.
  • Offer opportunities to work at a faster-than-average pace.
  • Let them work heads-down.
  • Recognize them regularly.
  • Provide them with as much information possible to help them make decisions.
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