A habit you may recognise
You probably get interested in possibilities before you ask how much work they will take.
SAMPLE · not your report
This is a public specimen of the Deep Report for a fixed example profile. Take the free test to generate your own profile.
Sample · Unflatter Deep Report · IPIP-50
Curious, blunt and organised
The two parts of your profile that stand out most are curiosity & new ideas and cooperation & directness. You do not need the numbers to use this report. The point is to see what these patterns can look like in a meeting, at home, in an argument, or when you are tired and under pressure.
01Start here
The short version
Five possible patterns to check against your own experience. Keep what fits and question what does not.
What to watch for
Good ideas accumulate while trust in your follow-through quietly drops.
How someone else may see it
Other people may experience this as changing direction before the last commitment is finished.
When you are under pressure
When something gets hard, a new project or new plan can suddenly feel unusually exciting.
One change to try
Before starting the new thing, finish or deliberately close one old thing.
02Catch it earlier
Your 3 repeating loops
Three patterns your answers suggest may be worth watching. Each has a situation that starts it, a possible response, and one change to try.
Loop 1 · Curiosity & new ideas
The next idea steals the room
Trigger
The current project becomes repetitive, slow or difficult.
What you tend to do
Your attention jumps to a fresher possibility and the new option starts to feel obviously better.
How it can land on someone else
Other people may experience this as changing direction before the last commitment is finished.
The cost
Good ideas accumulate while trust in your follow-through quietly drops.
Break the loop
Before starting the new thing, finish or deliberately close one old thing.
Loop 2 · Cooperation & directness
The useful truth arrives too sharp
Trigger
You spot a mistake, weak idea or inefficient plan.
What you tend to do
You go straight to the problem because that feels respectful of everyone’s time.
How it can land on someone else
The other person may hear contempt or hostility instead of useful information.
The cost
People protect themselves from the delivery and you lose access to early, imperfect information.
Break the loop
State intent before critique: ‘I want this to work, so I’m going to be direct.’
Loop 3 · Planning & follow-through
Reliable becomes responsible for everything
Trigger
Something important is messy, late or below your standard.
What you tend to do
You step in, fix it and make sure the outcome is safe.
How it can land on someone else
People learn that you will catch what they drop, so more work keeps finding you.
The cost
Your strength turns into overload and quiet resentment.
Break the loop
Ask who owns the outcome before you volunteer to rescue it.
03The combination matters
What your traits do together
The same trait behaves differently depending on what sits next to it. These are three interactions selected from your actual profile.
01
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.
Why this may fit your profile
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.
02
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.
Why this may fit your profile
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.
03
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.
Why this may fit your profile
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.
04Everyday situations
What this looks like in real life
Work, home, business decisions and pressure. These examples are where the profile should either feel useful or fail the reality check.
At work
A normal workday
Curiosity & new ideas: You may be the person who suggests a better way before the current way is even finished.
Cooperation & directness: You may say the useful thing other people avoid, but the room can stop listening if it lands as a verdict.
Try this
- Before pitching a new idea, write one sentence: What problem does this solve right now?
- Start one hard comment with intent: I want this to work, so I am going to be direct.
In relationships
With people close to you
Curiosity & new ideas: You may turn a simple conversation into five new possibilities while the other person is still trying to solve the original issue.
Cooperation & directness: You may correct problems quickly and assume care is obvious, while the other person mostly remembers the corrections.
Try this
- When someone close brings you a problem, ask first: Do you want ideas, help, or just for me to listen?
- For every correction in one conversation, say one specific thing you appreciate too.
Business & decisions
When money, opportunity or a big commitment is involved
Curiosity & new ideas: A new opportunity looks exciting. Novelty can feel like evidence that the opportunity is good.
Cooperation & directness: You see a weak proposal quickly. Winning the argument can cost the relationship or useful future information.
Try this
- Write the downside and the exit condition before you commit money or months.
- Separate ‘this idea is weak’ from ‘this person is not useful’ and communicate only the first.
Under pressure
When you are tired, rushed or stressed
Curiosity & new ideas: When something gets hard, a new project or new plan can suddenly feel unusually exciting.
Cooperation & directness: When stressed, efficiency can replace patience and people may feel managed rather than heard.
Try this
- Before changing direction under stress, wait one night and finish one small part of the current plan first.
- Before giving the solution, repeat the other person’s point in your own words and ask if you got it right.
05Use these tomorrow
Exact words to use
Advice is easier to use when you do not have to invent the sentence in the moment. These are written for your five trait settings.
Curiosity & new ideas
When you want to change direction again
“I have a new idea. Before we move, tell me what I would be abandoning.”
Cooperation & directness
When you need to be direct
“I want this to work, so I’m going to be clear about what I think is wrong.”
Planning & follow-through
When more work lands on you
“I can do A or B well this week, not both. Which matters more?”
Social energy
When you go quiet
“I’m not disengaged. I need some time to think, and I’ll come back to you.”
Stress sensitivity
When something has bothered you for weeks
“This is not a crisis, but it keeps costing me. I want to change it now.”
When pressure spikes · first 10 minutes
- 01For the first two minutes, write down what is true right now and what you are only predicting.
- 02Before changing direction under stress, wait one night and finish one small part of the current plan first.
- 03Before giving the solution, repeat the other person’s point in your own words and ask if you got it right.
- 04Do not make an irreversible decision just to get rid of discomfort. If it can safely wait, choose the next small action and review the bigger decision later.
06Use it
Your working manual
A few sentences you could actually give to a manager, colleague, partner or friend.
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.”
What makes me harder to work with
- 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.
Where you are likely to thrive
- 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
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
07Make it useful
Your 30-day guide
One small experiment a week. No personality homework, no motivational speeches. Just behaviour you can actually try and check.
Three questions worth keeping
- 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?
1
Week 1 · Catch the pattern in real life
New ideas pull you in quickly. This week is about noticing when that helps and when it gets expensive.
- Write down three moments when you think: Here I go again. Get one from work, one from home or a relationship, and one from a pressured moment.
- Do not try to fix all three. Circle the one that costs you the most time, energy or friction.
Done when: You have three real situations written down and one clear pattern you want to test.
2
Week 2 · Try one different move at work
Use the profile in a place where the result is visible: a meeting, task, deadline, customer, manager or colleague.
- Before pitching a new idea, write one sentence: What problem does this solve right now?
- Start one hard comment with intent: I want this to work, so I am going to be direct.
Done when: You tried at least one of these during a real work situation and wrote down what changed.
3
Week 3 · Try it with someone close to you
A pattern is more useful when you can see how it lands on another person, not only how it feels from inside your own head.
- When someone close brings you a problem, ask first: Do you want ideas, help, or just for me to listen?
- For every correction in one conversation, say one specific thing you appreciate too.
Done when: One real conversation ended differently because you changed your usual response on purpose.
4
Week 4 · Use it when the pressure is on
Your default habits become easiest to see when you are tired, rushed or uncertain. That is also where one small change can matter most.
- Before changing direction under stress, wait one night and finish one small part of the current plan first.
- Before giving the solution, repeat the other person’s point in your own words and ask if you got it right.
- At the end of the week, choose one habit from this month to keep. Put the next two repetitions on your calendar now.
Done when: You have one behaviour you are keeping, plus two future moments when you will practise it again.
Reference
Openness
79
Higher than most
Conscientiousness
74
Higher than most
Extraversion
30
Lower than most
Agreeableness
21
Lower than most
Emotional volatility
53
In the middle
Unflatter uses the public-domain 50-item IPIP Big-Five Factor Markers (Goldberg, 1992). Percentiles describe where your self-reported score sits relative to the reference distribution. This is not a clinical, diagnostic, hiring or career-selection instrument.
This is a labelled sample. Your own Deep Report is generated from your scores after the free test and unlocks after a one-time purchase.