The patterns emerging from our assessment showed that our leader – let’s call him Remi – while brilliant at logic, task orientation, and independent thinking, had a very low level of trust in others and found it difficult to understand others’ emotional needs, running the risk of him constantly playing devil’s advocate and favouring logic over empathy to effectively argue others ‘off the table’. Remi’s management of his own team (who interestingly exhibited a similarly high use of logic) was well defined, but working with others on the SLT or those who operated in a different way to him was very strained and he risked alienating himself entirely. Through our in-depth interview, Remi’s backstory was revealed and we came to understand Remi the child, the young adult and how he had become the person he was today. We were then able to draw parallels in his current behaviours with those from his past, allowing him to recognise reverberant patterns in his behaviour. The results of Remi’s psychometrics and 360s also allowed us to use data to highlight how he consistently favoured the use of logic over empathy, in turn opening up the discussion around the benefits to him of developing greater flexibility in his approach..