Our Model


iAgility Personality Test is designed for professionals in the consulting industry to get to know more about themselves. Taking this test will help you find out why we behave the way we do under different scenarios at the workplace.

Human personality is a combination of vast characteristics. Ever since the beginning of time, research has focused on finding techniques to model the human nature. Today we are able to classify human personalities into groups of socio-psychological traits.

The Model

Model Elements



To understand the model, you must first understand if the person looks inward, or outward. Of course, there are a million shades of gray. Those difference are what make us human and unique. No two of us are alike.

With that disclaimer, in general we fall into one or two continuums: Introvert, where we look inward toward ourselves, and Extrovert, where we look outward. In short, some of us gain energy from being with others, while others are drained by extended time with others and need time alone to recharge. Focus isn’t an indication of social skills but of how we interact with our environment.

Extroverts are easiest to spot, for they are generally more expressive and open. Extroverts are motivated by the outside world, through interacting with others and their environment. They seek stimulation and are more energetic in groups, as well as more likely to the lead in social situations. Strong Extroverts tend to “process out loud” when working through a problem by talking about it out loud, regardless if anyone is listening or not. They process information with the external world.

Introverts seek stimulation by looking inward. They are more likely to contemplate an issue in their own heads. They think before they speak and are more careful in their words. Introverts can be adept socially yet simply seek less outward stimuli than Extroverts.



Framing is how individuals perceive, organize and communicate reality, either in reality – what IS – vs. possibility – what can be.
Intuitive (N) or Sensing (S).

Intuitive styles are comfortable with ambiguity. They solve problems with a what can be approach. They enjoy exploring, talking about possibilities and brainstorming. They enjoy questioning and wondering how, why, what-if and making connections. Intuitive styles are comfortable with ambiguity and when solving problems will posit many possible solutions and be willing to try all of them. They’ll make decisions without all of the information needed. Intuitive styles are big-picture thinkers, thinking about how systems function as a whole and working through multiple future scenarios. In other words, the whole is primary and the parts are secondary.

Sensing styles take a what is approach, preferring known facts, truths, realities. They can be described as “feet on the ground,” focusing on the present and dealing with what is concrete. Ambiguity is difficult for Sensing styles and is something they seek to diminish. They prefer to have all of the information possible before making a decision. Sensing styles are more comfortable discussing facts and known truths and can be uncomfortable discussing unproven theories and methods for solving problems, preferring instead concreate reality. Their checkbooks tend to be balanced to the last cent.



Response refers to how we respond to situations and cope with emotions. Feelers (F) lead with an emotional response or “thinking with the heart,” whereas Thinkers (T) “think with their head” and use logic.

Feelers will have difficulty terminating employees. They’ll consider the employee’s feelings, their home life and the disruption this will cause the person. They would rather cooperate than compete, preferring harmony with others and their surroundings. They feel that facts aren’t the entire picture when making decisions and that the person, the history and the emotional impact must also be considered.

Thinkers will find it easier to terminate employees. They’ll consider the logic and facts and see it as an obvious outcome if the employee has been under-performing. It’s not that they don’t feel emotions, but they are able to keep a cool head in emotionally charged situations and rely on facts and logic. They are often of the opinion that emotions cloud reason and work to minimize the impact of emotions on decision-making.



Approach is how we approach planning and adapting. Judging (J) does not refer to judgment but rather these styles’ approach to planning is in a linear fashion, one step after the next. They will follow a plan step-by-step and enjoy making to-do lists. Perceiving (P) styles are more flexible and take an adapt-on-the-fly approach.

Judging styles are responsible and keep commitments. They prefer clarity and closure; unfinished projects bother them. They are quite good at breaking larger tasks into subsequent smaller steps, and doing them one by one. Once complete, a task is not open for reassessment.

Perceiving styles may also use a to-do list but are perfectly comfortable not following it if something else comes up if they perceive a change is needed in the plan. They may have difficulty finishing projects. Flexible styles easily find something to do and can be distracted from the task at hand if another project or task is more appealing at the moment.

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