Check-ins

Check-ins measures how frequently you prefer to connect with your manager once the work is under way and the direction is understood. The axis concerns the rhythm of synchronisation that helps you move forward: regular check-ins, even short ones, or exchanges triggered by a specific need, a decision, a blocker, a change. Contact frequency alone is not enough to predict a favourable performance rating: in a study of employees and their managers, frequent communication went with better performance ratings when the relationship was of good quality, and with worse ones when it was not [1]. What the axis captures is therefore the rhythm that suits you, not the amount of supervision you would need.

Check-ins matters during execution: the rhythm of meetings, milestones, spontaneous requests and how deviations are handled. The axis is felt most when the rhythm is imposed rather than agreed: frequent check-ins experienced as control, or long silences experienced as neglect. The meta-analysis on autonomy support shows that how contact is conducted, leaving choices open and explaining requests, is associated with motivation and well-being [2]; this meta-analysis does not establish an effect independent of contact frequency. The need shifts with the assignment: it is stronger at launch and after a change of direction, and eases as the direction is confirmed. Scientific scope: the cited studies examine workplace behaviours, conditions or outcomes. They do not directly validate this preference scale or an individual PIMPmyBOSS compatibility score.

The score describes a situated preference or a perceived behaviour. It is neither a personality diagnosis, a norm nor a verdict on professional quality.