SAMPLE — not a purchased report

This is a public specimen of the eight-section Deep Report for a fixed example profile. Nothing on this page was paid for, and it is not anyone's personal result. Take the test to get scores of your own.

Sample · Unflatter Deep Report · IPIP-50

Curious, blunt and organised

Built around this specimen's two most pronounced traits — Openness at the 79th percentile and Agreeableness at the 21st. Read the trait sections first if you want the foundations, or skip to section three; the interactions are where the surprises live.

Free summary

01Your five scores
02Trait by trait, in context
03Where your traits collide
04How people misread you
05Environments
06Your working manual
07Five questions to sit with
08Your next four weeks

01Scores

Your five scores

Each curve is the distribution of scores across a reference sample of adults. The shaded part is the share of people who scored below you.

Openness79thHigher than most

Practical & concreteaverageCurious & inventive

Conscientiousness74thHigher than most

Flexible & spontaneousaverageOrganised & driven

Extraversion30thLower than most

Reserved & inwardaverageOutgoing & expressive

Agreeableness21stLower than most

Direct & scepticalaverageWarm & cooperative

Emotional volatility53rdIn the middle

Calm & evenaverageSensitive & reactive

02Context

Trait by trait, in context

The same score behaves differently at work, at home and under load. This section takes each trait through all three, then names the part of it you are most likely to argue with.

Openness

79th percentile

You think in possibilities before you think in plans

At the 79th percentile this is a clear lean rather than an extreme — about 21 in 100 adults are further out than you. The description should feel true most of the time, not all of it.

At work

You do your best work early in the lifecycle of a problem — framing, exploring, prototyping — and your worst work in maintenance. The highest-leverage move in your career is not becoming more disciplined in general; it is pairing with someone who finds completion satisfying and giving them real authority over the endgame. Roles that reward range over depth (product, research, design, founding, consulting, anything cross-disciplinary) will feel less like a costume than roles that reward repeating a proven process.

In relationships

You need conversational partners who can follow a tangent without needing it justified. Partners who are more concrete than you will experience your thinking as unserious unless you translate: say what the idea is for, not just what it is. In return, the concrete people in your life are the reason some of your ideas ever touch the ground.

Under pressure

Stress pushes you into escape velocity — a new plan, a new city, a new field, anything that restores the feeling of an open horizon. It looks like inspiration and functions like avoidance. The tell is timing: genuinely good ideas rarely arrive exactly when an existing commitment gets hard.

The blind spot

You treat your own interest as a quality signal. It is a novelty signal. The ideas you abandoned were not worse than the ones you are excited about now; they were just older.

What to practise

Adopt a one-in, one-out rule for projects. A new commitment requires naming the one you are ending.
Set a deliberate 'boring window' — a fixed weekly block spent only on finishing, never on starting.
Before acting on a new idea, write the strongest argument against it. Novel and correct are different claims.

Conscientiousness

74th percentile

You convert intentions into finished things

At the 74th percentile this is a clear lean rather than an extreme — about 26 in 100 adults are further out than you. The description should feel true most of the time, not all of it.

At work

You are promoted for reliability and then quietly punished with more of it. Conscientiousness is the strongest single personality predictor of job performance across most roles, but its failure mode at senior level is specific: you keep doing work that should now belong to someone else, because delegating it means accepting a worse version of it for a while. Set an explicit quality floor — 'good enough to ship' — for the categories where excellence is not the point, and defend that floor as deliberately as you defend your standards elsewhere.

In relationships

You express love as logistics: the booked appointment, the remembered date, the handled problem. This is real care, and it is invisible to partners who speak a different dialect. It helps to name it, and to let other people do things imperfectly without correcting them — the correction costs more than the mess.

Under pressure

Under load you organise. More lists, tighter control, longer hours. Because it partly works, you rarely stop — which is how conscientious people arrive at burnout looking productive right up to the last week. Your early-warning sign is usually irritation at other people's sloppiness, not fatigue.

The blind spot

You call it high standards. The people around you experience it as never quite being finished with them, and they stop showing you work until it is safe.

What to practise

Weekly, ask what you are doing that is well-executed and no longer necessary. Stop one of those things.
Delegate outcomes with an agreed standard rather than tasks with your method attached.
Schedule genuinely unproductive time and treat it as an obligation, since that is the only category you honour.

Extraversion

30th percentile

You go inward first and speak once it is worth saying

At the 30th percentile this is a clear lean rather than an extreme — about 30 in 100 adults score lower. The description should feel true most of the time, not all of it.

At work

Your natural home is depth: engineering, analysis, writing, research, craft, strategy. The constraint on your career is almost never quality, it is transmission. Build one low-cost visibility ritual you can sustain — a weekly written update, a one-to-one with a decision maker, a short demo — because written and structured channels let you compete on substance instead of on volume. Ask for agendas in advance so you can prepare; unstructured brainstorming plays to everyone's strengths but yours.

In relationships

You give attention rather than animation, and depth rather than breadth: a few relationships, taken seriously. Extraverted partners may need reassurance that your silence is contentment rather than distance, and saying so explicitly is cheaper than letting them guess.

Under pressure

You withdraw, and solitude genuinely helps you — up to a point past which it becomes rumination in a locked room. The signal is when solitude stops restoring you and starts just postponing things.

The blind spot

You believe good work speaks for itself. It does not speak. It waits, politely, next to work that is being talked about.

What to practise

Book recovery time after social obligations rather than pushing through and paying for it later.
Prepare one or two points before meetings so contributing costs less improvisation.
Tell people what your quiet means. Most misreadings resolve in a single sentence.

Agreeableness

21st percentile

You lead with candour and judge claims on their merits

At the 21th percentile this is a clear lean rather than an extreme — about 21 in 100 adults score lower. The description should feel true most of the time, not all of it.

At work

You are valuable where scrutiny and independence matter: negotiation, audit, litigation, investment, turnarounds, technical review. Your ceiling is usually set by the number of people willing to work with you twice. The most efficient fix is not softening your content, it is being explicit about your intent — 'I am arguing hard because I want this to work' — and then being visibly generous with credit, which costs you nothing and changes how the criticism lands.

In relationships

You offer honesty and no pretence, which the right people find deeply restful. The cost is that the people closest to you rarely hear the warm version of your assessment, only the corrections. Saying the positive part out loud, deliberately, is the single highest-return change available to you.

Under pressure

You get blunt and start treating a conversation as a contest to be won. In that state you produce damage you would not have chosen and often do not notice. A twenty-minute delay before responding resolves most of it.

The blind spot

You are frequently right and frequently ineffective, and you have been counting those as the same result for years.

What to practise

For a month, ask one clarifying question before every disagreement.
Give specific credit publicly. It buys the latitude your directness spends.
Distinguish the arguments worth having from the ones you are having out of habit.

Emotional volatility

53rd percentile

You feel it, and you do not drown in it

At the 53th percentile this is genuinely middling — you are close to where most adults sit, and the honest reading is "it depends on the situation" rather than a trait you carry everywhere.

At work

You handle pressure and ambiguity without much drama, which makes you the person crises get routed to. That is a compliment with a cost attached. Make your load visible, and audit occasionally whether you are managing a situation that should instead be changed.

In relationships

You are a stabilising presence and can hold space for a more reactive partner. Make sure the emotional traffic goes both ways; steadiness can quietly turn into the role of always being the calm one.

Under pressure

You stay functional and accumulate quietly, so your warning signs are physical rather than emotional — sleep, appetite, tension. Notice those instead of waiting for a feeling dramatic enough to count.

The blind spot

Coping well is precisely how you end up carrying the part of the load nobody assigned and nobody thanks you for.

What to practise

Do a monthly check on which pressures you have been absorbing rather than addressing.
Say when something is hard while it is still only somewhat hard.
Keep one recovery habit that is not contingent on how the week went.

03Combinations

Where your traits collide

Single scores rarely explain a person. These are the combinations your particular profile triggers — the reason two people with the same top trait can live completely different lives.

You can both imagine it and ship it

High openness with high conscientiousness is the founder-and-craftsperson combination: you generate the vision and you have the follow-through to make it real. It is uncommon, and it carries one specific failure mode — taking on projects that each deserve your full attention and running three of them at 70%. Your constraint is not capability, it is serialisation. Choose the order and defend it.

A large inner world with a small doorway

You generate a great deal and transmit relatively little, which means the gap between what you are actually like and what people think you are like is wider for you than for almost anyone. Writing is the fix rather than networking: it is the one channel where depth beats volume and where you can be fully yourself at your own pace. Publish, circulate, or simply send the memo. Your ideas do not need more company; they need a route out.

The contrarian thinker

New ideas plus low deference is the engine behind original work: you will follow a line of reasoning past the point where agreement would have been easier, and you do not need the room's approval to keep going. It is also the fastest way to be written off as difficult. Separate the two costs: the thinking is worth defending, the delivery is worth negotiating. Say what would change your mind, out loud, and you keep the independence without the isolation.

The quiet machine

You deliver consistently and say little about it, which means your output is often discovered rather than announced. Organisations reward what they can see, so the gap between your contribution and your reputation is the single biggest inefficiency in your working life. This is not a call to self-promote in a style you would hate. It is a call to write: a short, factual, regular record of what was done, sent to someone who allocates work.

High standards, low patience

You hold a demanding line and you say so, which makes you excellent at quality and expensive to work near. The problem is not the standard, it is the absence of a warmth channel to carry it: identical feedback from a warmer colleague lands as coaching, from you it lands as a verdict. You do not need to be nicer. You need to be explicit — say that you are hard on the work because you rate the person, and say the second half out loud at least as often as the first.

Self-sufficient, by a wide margin

Reserved and sceptical is the least socially needy profile there is. You do not require the room's approval, you do not chase company, and you are entirely comfortable with people who do not like you. That independence is genuinely rare. It also means your relationships need deliberate maintenance, because neither trait supplies it automatically — nothing in you will feel the drift until it is finished. Two or three people, contacted on a schedule you set, is usually the whole solution.

04From outside

How people misread you

Not what you are, but what you look like from outside on an ordinary day. Each of these resolves with one sentence said early rather than a change of personality.

01
Exacting plus direct is read as contempt. The standard is about the work; almost nobody receives it that way without being told explicitly.
02
Your quiet gets read as disagreement or disinterest far more often than it is.
03
Your directness gets received as hostility, even when you are simply being accurate.
04
Your standards get experienced as judgement of the people who do not share them.
05
Your exploring gets mistaken for a plan, and people act on ideas you were still testing.

05Fit

Environments

Selection beats effort. Most of the difference between a good year and a bad one is which of these two columns you spend your week in.

Where you do your best work

Problems that have never been solved in exactly this form before
Ownership of outcomes, with the authority to set the standard
Uninterrupted blocks of deep work and written communication
Cultures that reward candour and treat argument as normal
Real stakes with a predictable floor under them

What quietly drains you

Processes that are already optimised and simply need repeating
Chaotic environments where good work is undone by someone else's improvisation
Open-plan noise, back-to-back meetings and constant improvisation in groups
Environments where harmony is enforced and dissent is read as disloyalty
Sustained crisis that is treated as the normal operating mode

06Manual

Your working manual

Written in your voice, to be handed over rather than read alone. Send it to a manager before a project, or to a partner before a difficult month.

What works with me

“Bring me the problem before you bring me a solution — and hold me to the finish date, not to how enthusiastic I sounded.”
“Argue back. Agreement I did not have to earn tells me nothing, and I will think less of the argument, not of you.”
“Tell me the standard you actually need. Left to guess, I will assume it is the highest one and spend your money getting there.”
“Send me the agenda in advance and I will bring the best-prepared thinking in the room. Ambush me and you get my second-best.”

What makes me worse at my job

Being told to follow the process without being told what the process is for.
Being asked to pretend agreement I do not have, to keep a meeting comfortable.
Moving the goalposts late, and shared work with no owner named.
Ambush questions in a group, and meetings with no agenda sent in advance.

07Questions

Five questions to sit with

One per trait, ordered by how far each of your scores sits from the middle. They are uncomfortable on purpose; the first answer that arrives is rarely the useful one.

01
Which of your current projects are you still doing because it is good, and which because it is not finished?
02
Which relationship of yours has been running on corrections with no credit attached?
03
What are you excellent at that nobody actually needs you to do?
04
Who makes decisions about your work without knowing what you have done in the last month?
05
What have you been tolerating well enough that nobody, including you, has treated it as a problem?

08Plan

Your next four weeks

Two traits, four weeks, one change at a time, each with something checkable at the end of it. Personality is stable; behaviour is not, and behaviour is what other people actually experience.

Openness: the single change

Finish one thing you are bored of before you start the next thing you are excited about. Once. Then notice what it changes about how people trust you.
Write two lines at the end of each day: what you did, and what it cost you. Evidence beats memory.

Done when: Five daily entries by Sunday, even the days it did not happen.

Agreeableness: add the second

Say the positive half of your assessment out loud. You are already thinking it; people simply never hear it.
Keep week one running. Tell one person what you are practising: "Bring me the problem before you bring me a solution — and hold me to the finish date, not to how enthusiastic I sounded."

Done when: One person can describe, unprompted, what you are working on.

Do it where it is expensive

Adopt a one-in, one-out rule for projects. A new commitment requires naming the one you are ending.
For a month, ask one clarifying question before every disagreement.
Apply both in the one situation you have been avoiding — the conversation, the deadline, the person.

Done when: The avoided thing has a date on it, or is already done.

Keep one, drop one

Set a deliberate 'boring window' — a fixed weekly block spent only on finishing, never on starting.
Give specific credit publicly. It buys the latitude your directness spends.
Review the month honestly: which change produced a different reaction from other people, and which was just effort?

Done when: One habit you are keeping past week four, and one you have consciously abandoned rather than quietly dropped.