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WHY.os Discovery

WHY.os Discovery Quiz (Unofficial)

This quiz helps you identify your primary WHY, HOW, and WHAT based on your work patterns. It is inspired by the 9 WHYs framework but is not the official assessment.

Answer based on how you show up at work most of the time, not how you wish you were on your best day.

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Section 1

WHY – What drives you at your core?

Choose the option that feels most like you for each question.

WHY-Q1. When starting a new project, what motivates you most?

A. Being part of something bigger and seeing the impact on others. B. Figuring out how all the pieces fit and making sense of the chaos. C. Diving deep to become the go-to expert in that area. D. Breaking the rules and trying something no one has done before. E. Building relationships and creating a network you can rely on. F. Creating a solid plan and ensuring every step is followed correctly. G. Finding a smarter or more efficient way to do things. H. Making the work easy and straightforward for everyone. I. Communicating clearly so everyone knows what’s happening.

WHY-Q2. When you see a problem in your organization, what do you naturally want to do?

A. Look for ways to help those affected and be part of the solution. B. Understand all the facts, context, and variables before acting. C. Study the problem until you genuinely understand it. D. Question why things are done that way and propose a bold alternative. E. Talk to people involved and strengthen trust before moving forward. F. Develop or refine a process so that it never happens again. G. Identify ways to improve it and make it more efficient. H. Strip it down to its essentials and remove unnecessary steps. I. Explain the issue so everyone understands and can act together.

WHY-Q3. In a leadership role, what lights you up the most?

A. Seeing your team members grow and make a difference. B. Clarifying complex goals and making them understandable. C. Elevating the standard and developing mastery in your team. D. Encouraging out-of-the-box thinking and bold moves. E. Building loyalty and strong relationships within the team. F. Establishing clear processes that everyone can follow. G. Leading improvement initiatives and finding new ways to succeed. H. Making tasks simpler so people can focus on what matters. I. Ensuring everyone understands the mission and their part in it.

WHY-Q4. When you’re under pressure, what keeps you going?

A. Knowing that your efforts will help others and serve a bigger cause. B. The challenge of making sense of the situation and solving it logically. C. The drive to stay competent and keep learning even in crisis. D. The thrill of breaking through constraints and trying something new. E. The support of trusted relationships and a reliable network. F. The comfort of having a well-designed plan or system to lean on. G. The opportunity to pivot toward a better solution. H. The ability to simplify tasks so nothing feels overwhelming. I. Clear communication and understanding between everyone involved.

WHY-Q5. Which of these statements feels most like your idea of success?

A. I played my part in making a positive difference. B. I understood and solved a complex challenge. C. I achieved mastery and delivered excellence. D. I challenged the status quo and sparked change. E. I built lasting relationships based on trust. F. I did things the right way with consistent results. G. I found a better way to do it and shared it. H. I made it simple and efficient. I. I ensured everyone was on the same page.

WHY-Q6. When confronted with a brand-new idea, what’s your first instinct?

A. Consider how it could help people and make a difference. B. Gather information and context until it makes sense. C. Learn everything you can about it. D. Explore how it challenges current thinking. E. See who’s behind it and whether you trust them. F. Evaluate whether it fits into existing processes. G. Imagine how to improve it before implementing. H. Distill it into a simple, usable version. I. Find the best way to communicate it to others.

WHY-Q7. When joining a new team, what do you focus on first?

A. How you can support and add value to their mission. B. Understanding the systems and how things fit together. C. Where you can develop expertise and contribute deeply. D. What unique perspectives you can bring to shake things up. E. Building trust and rapport with your teammates. F. Learning the processes and rules everyone follows. G. Spotting opportunities for improvement. H. Simplifying workflows to help everyone be effective. I. Making sure roles and goals are clearly understood.

WHY-Q8. When making a tough decision, what guides you most?

A. Whether it will benefit others or a larger cause. B. A logical understanding of all variables. C. Which choice sustains your competence and growth. D. Which option disrupts outdated thinking for something better. E. The trust you have in the people involved. F. The systems or best practices that apply. G. Which choice leads to a better way of doing things. H. Which option keeps things simplest. I. How clearly you’ll be able to communicate the decision.

WHY-Q9. If you could design your ideal role, which would feel most satisfying?

A. Working with a mission-driven team focused on impact. B. Analyzing complex problems and building logical solutions. C. Being the recognized expert in a specialized field. D. Leading bold, innovative projects that break the mold. E. Coaching and fostering deep relationships in a trusted community. F. Designing and implementing reliable systems and processes. G. Reinventing existing products or services for better results. H. Simplifying products, services, or messages for broad adoption. I. Communicating complex ideas in a clear, accessible way.

Section 2

HOW – How you naturally operate

Focus on your default style, not how you act when you’re “on show.”

HOW-Q1. How do you typically tackle a complex assignment?

A. Bring in people who might be affected and collaborate. B. Research all aspects until you understand every component. C. Immerse yourself to become proficient before acting. D. Start with bold, unconventional ideas. E. Lean on trusted relationships to get input and support. F. Create a step-by-step plan and follow it closely. G. Look for ways to improve the process as you go. H. Simplify it by breaking it down into manageable chunks. I. Explain it clearly so everyone can contribute.

HOW-Q2. When communicating with colleagues, you usually…

A. Check in on how they’re doing and offer help. B. Focus on facts and data to make your point. C. Share your expertise and knowledge generously. D. Use provocative questions to spark new thinking. E. Build rapport and reinforce trust. F. Stick to the agenda and keep things organized. G. Suggest improvements to how you’re working together. H. Cut to the essentials so no one gets lost. I. Reframe things until everyone understands.

HOW-Q3. When you’re planning your week, what’s your natural approach?

A. Prioritize where you can support others. B. Map out priorities based on what makes the most sense. C. Block time for learning and deep work. D. Leave space for new ideas and disruptions. E. Schedule touchpoints with key people. F. Build a structured plan and follow it. G. Look for ways to streamline what you’re already doing. H. Reduce your to-do list to the essentials. I. Clarify priorities and expectations with others.

HOW-Q4. In conflict situations, you tend to…

A. Focus on how everyone is affected and look for a win-win. B. Step back and analyze what’s really going on. C. Gather information before weighing in. D. Challenge assumptions and surface the real issue. E. Protect key relationships and rebuild trust. F. Refer to policies or processes that should guide the situation. G. Ask how you can prevent this from happening again. H. Boil it down to the core disagreement. I. Facilitate clear conversation so everyone is heard.

HOW-Q5. When leading a meeting, your focus is usually on…

A. Making sure everyone feels included and supported. B. Ensuring the discussion is logical and on-point. C. Sharing expertise and insights that move things forward. D. Asking provocative questions that spark new thinking. E. Strengthening trust and alignment across the group. F. Sticking to the agenda and timeboxes. G. Identifying ways to improve how meetings are run. H. Keeping things simple and focused on outcomes. I. Making sure everyone leaves clear on decisions and next steps.

HOW-Q6. When you need to learn something new, you tend to…

A. Learn enough to help others apply it. B. Look for frameworks that make sense of it. C. Go deep into the details and source material. D. Explore how it could lead to something different or disruptive. E. Ask people you trust for their perspective. F. Find best practices or standard operating procedures. G. Immediately look for ways to improve or adapt it. H. Look for the simplest explanation or summary. I. Think about how to explain it clearly to someone else.

HOW-Q7. When delegating work, what matters most to you?

A. That the person feels supported and set up to succeed. B. That they understand the logic and context. C. That they have the skills or can develop them. D. That they’re willing to try new and better ways. E. That there is mutual trust and reliability. F. That the process and expectations are clearly laid out. G. That there’s room to improve the approach as they go. H. That the task is scoped simply and realistically. I. That communication stays clear and consistent.

HOW-Q8. When plans change suddenly, you usually…

A. Check how the change affects people and support where needed. B. Re-evaluate the situation to make sense of the new reality. C. Learn what you need to adapt effectively. D. See it as an opportunity to try a different approach. E. Lean into key relationships to navigate the change. F. Look for a new plan or structure to follow. G. Ask how this could actually make things better. H. Simplify priorities so things stay manageable. I. Communicate clearly so everyone knows what’s changing.

HOW-Q9. When giving feedback, your natural style is to…

A. Be supportive and encouraging while still honest. B. Explain the reasoning and evidence behind your feedback. C. Focus on skills and growth opportunities. D. Challenge limiting beliefs or outdated approaches. E. Protect the relationship while addressing the issue. F. Tie your feedback to standards and expectations. G. Suggest better ways to get the result. H. Keep it concise and focused on a few key points. I. Make sure the message lands clearly and constructively.

Section 3

WHAT – What you bring when you’re at your best

Think about real wins you’ve had, not your job title.

WHAT-Q1. When a project succeeds because of you, what did you mostly provide?

A. Support that kept people going and connected to the mission. B. Clear analysis that made the path forward obvious. C. Deep expertise that raised the quality bar. D. A bold new idea that changed the game. E. Trust and connection among key people. F. A reliable system that made everything run smoothly. G. Improvements that made it faster or more effective. H. Simplicity so no one got overwhelmed. I. Clear messaging that helped everyone align.

WHAT-Q2. What do people most often come to you for?

A. Support, encouragement, and a listening ear. B. Help making sense of a complicated situation. C. Expertise on a specific topic. D. Fresh ideas or new ways of looking at things. E. Advice on people, relationships, or trust issues. F. Help creating order, structure, or process. G. Ways to improve performance or results. H. Simplifying something that feels overwhelming. I. Clarifying messages, plans, or expectations.

WHAT-Q3. Think of a recent win. What was your biggest contribution?

A. Keeping everyone aligned to the bigger purpose. B. Organizing information so people could decide. C. Bringing hard-earned knowledge to the table. D. Pushing for a creative or non-traditional solution. E. Strengthening trust so people could move forward together. F. Implementing a process or system that made it work. G. Tweaking things so the outcome was better than expected. H. Removing complexity so others could just execute. I. Communicating in a way that got everyone on the same page.

WHAT-Q4. If you left your current role tomorrow, what would people miss most?

A. Your willingness to show up and support others. B. Your ability to make sense of complex problems. C. Your expertise and high standards. D. Your bold ideas and push for change. E. Your trustworthiness and relationship glue. F. Your systems, checklists, and structure. G. Your constant improvements and refinements. H. Your ability to keep things simple. I. Your clear updates and explanations.

WHAT-Q5. When things are falling apart, what do you instinctively provide?

A. Emotional support and practical help. B. Clarity on what’s really happening. C. Knowledge of how to handle it. D. A different perspective on how to deal with it. E. Reassurance and honest conversation. F. Structure, plans, and process. G. Suggestions to improve things going forward. H. A simplified next step so people don’t shut down. I. Calm, clear communication.

WHAT-Q6. What kind of tasks energize you the most?

A. Anything that directly helps or serves others. B. Tasks where you can analyze, map, or diagnose. C. Work that lets you deepen your mastery. D. Projects where you get to challenge norms. E. Tasks that involve people, partners, or relationships. F. Setting up systems, processes, or standards. G. Improving metrics, flows, or performance. H. Turning messy tasks into simple checklists. I. Writing, presenting, or explaining things.

WHAT-Q7. What do people praise you for most often at work?

A. Your heart, support, and generosity. B. Your ability to make sense of confusion. C. Your knowledge and competence. D. Your creativity and ideas. E. Your reliability and integrity. F. Your organization and thoroughness. G. Your improvements and problem-solving. H. Your ability to keep things simple. I. Your communication and clarity.

WHAT-Q8. When you leave a meeting, what do you hope you’ve contributed?

A. Encouragement and a sense that we’re in it together. B. A clearer understanding of the issue. C. Valuable insights based on your experience. D. A fresh idea or new angle to consider. E. Stronger trust and connection. F. Decisions, structure, or next steps. G. A better way of doing something. H. Less complexity, more focus. I. Everyone leaving on the same page.

WHAT-Q9. If you could only be known for one thing at work, what would it be?

A. The difference you made for people. B. Your ability to figure things out. C. Your expertise and craft. D. Your courage to challenge and improve things. E. Your integrity and trustworthiness. F. Your reliability and systems. G. Your constant drive to make things better. H. Your talent for making things simple. I. Your gift for communicating clearly.

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