The Tri-Factor Assessment
The behavioral intelligence layer that skills data cannot see.
One assessment, three lenses on how a person actually works, with the depth of the global standard, purpose-built and normed for the Gulf.
The problem worth solving
Organizations invest in skills. They lose people to behavior.
of new hires fail within 18 months
Leadership IQ
of those failures are behavioral, not skill based
Leadership IQ
average executive derailment rate across nine studies
Gentry and Chappelow
“Executives are hired on experience, and fired on personality.”
CORE · DRIVE · EDGE
The whole person, not a single signal.
Any one lens is a partial picture. Read together, they explain not just what a person does, but why they do it, and when it breaks down.
Core
The StyleHow they operate day to day, the working style colleagues and managers experience.
Grounded in the Five-Factor Model
Drive
The MotiveWhat energizes them, and the environments where they will thrive or stall.
Grounded in Spranger's theory of values
Edge
The RiskHow strengths behave under pressure, and where they can tip into liabilities.
Grounded in Horney's interpersonal orientations
What the client receives
Insight, not a wall of numbers.
Executive debrief
The instant read of the whole profile.
Threshold view
Where each strength sits, and where it tips into a liability.
Coaching guidance
Discussion openers and development notes, built for the room.
Suite integration
Cross-module tensions revealed across Core, Drive, and Edge.
The report library
A library of reports, drawn from one assessment.
The candidate completes the assessment once. From that data we produce any report in the library, each built for a different decision and a different reader.
Single module
Core Behaviour Report
Everyday working style
Drive Motivation Report
What motivates and engages
Edge Pressure Report
Behaviour under pressure
Foundation
Individual Behaviour Report
The complete profile
Manager's Guide
How to get the best from this person
Workforce Behaviour Analysis
The shape of a whole population
High value
Team Behaviour and Fit
How a team combines and copes
Role Suitability Report
Measured against a defined role
New Hire Integration
The first ninety days
Strategic
Leadership Potential and Readiness
Capacity for a larger role
Succession Readiness
Who is ready, where the bench is thin
Development Programme Group
The cohort view for programme design
Normed for the Gulf
Measured against Gulf peers, not someone else.
- Deference read in cultural context, not flagged as a derailer.
- Professional modesty interpreted, not penalized.
- Arabic validated as its own instrument, not a raw translation.
See the Tri-Factor in action.
Book a demo, or request a sample report to read the experience yourself.