Professional Styles (Line Manager Report)
The Line Manager Report takes the coachee's own Professional Styles self-report and puts it in the line manager's hands in plain language - what drives this person, what they're good at, how they're likely to behave - so the manager can adapt without any training in the assessment itself.
Watch one profile cross the page and come out as a short brief, written for someone with no training in the assessment.
Reach for this when…
- A manager has inherited someone with an existing psychometric profile and has never had it explained in plain terms.
- A manager keeps managing someone the same way regardless of how that person actually operates.
- You need a manager equipped for a real development conversation without sending them on an assessment course first.
How to run it
- The coachee completes the Professional Styles questionnaire, if they haven't already.
- Generate the Line Manager Report from that same self-report data, written for a manager with no assessment training.
- Walk the manager through what it says about this person's motives, talents and likely working style.
- Agree with the manager one or two things they'll do differently to manage this person well.
A worked example
Situation. Aigerim Bekova headed a department at a hospitality group in Almaty, Kazakhstan, and her manager had taken over the team without ever seeing her Professional Styles results.
Applied. The Line Manager Report translated Aigerim's own profile into plain terms - strong on structure and control, lower on open-ended collaboration - and gave her manager language for something he'd only ever felt as friction.
Result. He used it to set clearer boundaries upfront rather than asking for the kind of loose, collaborative input that never suited her, and Aigerim confirmed the read was accurate at their next one-to-one.
The catch
It's still the coachee's own self-report in someone else's hands, not an independent view - the same social-desirability bias and off-day noise that affect any self-report questionnaire carry straight through into what the manager reads. Treat it as a way in to understanding someone, not a verified account of how they actually behave day to day.
This is the coachee's self-view, written for a manager to read - it isn't the manager's own observation of them.
Origin: Saville Assessment (Wave Professional Styles)