Using your result
Treat it as a mirror worth arguing with, not a verdict.
Reading your four scores
Your scores are not a type
You get four numbers, not a label. Read the shape, not the winner.
A wide spread — one score clearly above the rest — means you have a pronounced default. Useful to know, and worth deliberately covering the low end.
A narrow spread — all four close together — means you adapt to what the team needs rather than running one style. That is genuinely different information, not a failed result.
If your top two are close
Your report will say so when the gap between your top two is smaller than the measurement error. That is not hedging. It means those two would plausibly swap if you took this again next week.
Read them as a pair. People whose top two are close usually recognise both descriptions, and the interesting question is which one the current team is pulling out of you.
On taking it again
Working styles shift with context. If you take this in a season where you are leading rather than building, or building rather than shipping, you should expect the shape to move.
That is the instrument doing its job. A measure of what you do in teams ought to respond to which team you are in.
How to use it
Notice when you are in flow. Your strongest role is where your effort goes furthest. That is not permission to only do that thing. It is information about where you are cheap to run.
Watch your edges. Initiators can over-generate and under-finish. Aligners can over-accommodate and under-direct. Validators can over-critique and under-build. Navigators can over-control and under-delegate. Knowing your role means knowing where you cause friction without meaning to.
Map your team. Once everyone knows their shape, look at it together. Where is nobody covering? A gap does not mean the team fails. It means somebody has to step into that function on purpose, even though it is not their default.
Change how you read conflict. Most tension between roles is a mismatch of pace and priority, not a clash of character. An Initiator and a Navigator are not opposites. They are complements who will drive each other mad without a shared way of naming what is happening.
Using this with your team
The report is for one person. Most of the value is in the conversation between four.
Map it together. Put everyone's top two on one page. Look for functions nobody covers.
Name the gap out loud. A gap is not a verdict on the team. It is a job nobody has picked up. Decide who covers it deliberately, knowing it is not their default and will cost them more effort.
Use it before conflict, not after. The language is most useful when nobody is annoyed yet. Once a team is in conflict, role labels become ammunition.
Do not use it to allocate work permanently. “You are the Navigator, so you do the plan” is how people get trapped in the thing they are already good at. The point is coverage, not casting.
TeamFlow is in active validation. Your four scores are calculated correctly and describe how often you report doing each set of behaviours. What they predict about team performance has not yet been established. Treat this as a starting point for a conversation, not a verdict.