TBM 440: The Problem With Putting People in Boxes

Founder takeaway

Treat workplace personality and strength assessments as conversation starters, not fixed definitions of what people can do. Avoid turning a useful shorthand into a box that limits someone’s responsibilities or growth.

Why it matters

Founders shape how teams interpret talent. Rigid labels can narrow opportunities, bias feedback, and cause leaders to overlook capabilities that emerge through context, practice, and change.

Relevant guides

Put it to work

Review one recent hiring, staffing, or development decision: did an assessment label outweigh direct evidence about the person’s performance, interests, or potential?