Follow-up

Follow-up measures how frequently your manager comes back to you once the assignment is under way, the direction is clear and there is no particular difficulty: let you move forward and come back at an important stage or when you ask, or come back frequently to learn about progress and check alignment. Frequency alone says nothing about what it produces: in a study of employees and their managers, frequent communication went with more favourable performance ratings when the relationship was of good quality, and with less favourable ones when it was not [1]. The axis measures the pace at which your manager comes back to you, not the reason for that pace.

The axis is visible in progress reviews, status messages, milestones and requests for updates during execution. It is felt when the pace does not match what the situation calls for: closely spaced status requests on work that is progressing, or a long silence on a topic where a decision was waiting. The question specifies the absence of difficulty because that is where the habitual pace can be read; when something is blocked, managers of every kind tend to come back more often. The same pace is experienced differently depending on the relationship [1], which explains why an identical frequency can feel like support to one person and like surveillance to another. 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.