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Let's continue with the articles on each type and how they fit into organizations. This month we'll consider INFJs and ESTPs and examine where they might fit best and some of the possible weak spots for each.
INFJs tend to prefer workplaces that focus on ideals and making a difference in the lives of others. Personal growth and development are important for them and others. They enjoy harmonious environments where people are considerate of one another. INFJs usually follow through on their commitments, are full of integrity and consistency, and often have a future orientation. They tend to be organized, respectful, and cooperative types, working in a quiet, persistent way towards their goals. INFJs often want time alone to concentrate and work on creative ideas. They can be quite determined in pursuing their ideals, often influencing others with their vision. Often, they prefer to work in small groups or alone.
Potential problem areas include the tendency to spend too much time alone, leading to isolation, and the possibility that their vision and ideas are not considered by the group. They can be reluctant to give honest, direct criticism when needed. INFJs might also fall into the trap of believing they know what's best for the future, perhaps ignoring present realities or constraints. Others can lack assertiveness and be unaware of office politics, which can hinder their progress.
Our friends the ESTPs are quite different. If there's one thing they frequently enjoy, it's action. They work quite well during crises, often quickly taking charge. They can be quite persuasive, direct, and assertive. Their focus is often on immediate results. ESTPs usually enjoy workplaces that allow for fun and flexibility in doing the job. While rules can be useful, so can breaking rules when practical. ESTPs are often calculate risk takers who are realistic hands-on learners. They are frequently good at negotiating, seeking to get quick results and move on. ESTPs often enjoy technology and new equipment.
Some areas of concern for ESTPs might be appearing blunt, inconsiderate, and demanding, while ignoring the impact of their actions on people. Because of their here - and - now focus, they can overlook the future or wider implications of today's actions. ESTPs can move from one task to the other without finishing any because a new problem is more interesting than an old one. Other ESTPs might become so involved in outside hobbies or sports that their work can suffer. Their focus on tasks can leave people feeling unappreciated. They can also forget people's feelings in their rush to get things done now.
Next month we'll look at two other types and the workplace.
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One of the foundations underlying the Strong is the idea that both people and environments can be sorted into six primary areas. While it's true that most jobs and people are more complex than a single category, it's likely the case that one of the six environmental types is dominant in a workplace. The concept is that the more closely a person's personality matches his or her work environment, the more likely that person is to enjoy a career, stay in a job, or persist in developing a career.
This month we'll examine how this interaction works with Realistic environments and people.
Realistic people tend to like working with tools, machines, and things. They value material rewards for tangible accomplishments. Many times they view themselves as practical, conservative, with good mechanical skills, but lacking people skills. Others might say they are normal people who are frank. There is a tendency among this type to avoid interaction with people.
Realistic environments match these traits in many ways. Jobs that are classified as Realistic often require mechanical ability or manual dexterity, and the ability to skillfully use tools, machines, or objects. These jobs tend to reward behavior that conforms to some standard and involves practical task accomplishment. Realistic jobs support the values of being solid, practical, and concrete, as well as risk taking and adventure. Examples of jobs that fit this category are painter, carpenter, rancher, forest ranger, telephone technician, truck driver, or correctional officer.
Next month we'll look at another scale.
This month we'll continue with how team members might respond to transitions in the team roles, composition, or tasks.
One common situation is when new members join a team. Many teams are limited in their make up, so this happens frequently. For those individuals who had low Expressed Inclusion scores, it can be quite a challenge to reach out to new members and make them feel welcome. Often it helps if these people make an effort to meet and get to know new members outside of meetings or formal work affairs. Waiting and hoping you will meet the new folks rarely works. People with scores like this must usually make an effort. On the other hand, people who have high scores on either Wanted or Expressed Affection may have trouble letting go of departed team members, or feel disloyal to the current team if they welcome the new people too soon or with too much enthusiasm. The result can be that they are too cautious in establishing new relationships. Of course, it's possible to stay connected to old team members while adding new people. Usually it's necessary to help the team move forward.
Sometimes the goal or purpose for a team changes. When that happens, people who have low scores on Expressed Control may struggle with changing direction or agreeing with the new team goal. Many times a transition plan can help these people see how to change best, as well as defining action steps to make it happen. Those who have low scores on Wanted Control may resist change that is imposed from outside the team. They might have to consider whether resistance is useful or productive. Those with low Wanted Inclusion scores might be tempted to leave a team whose role has changed. Still others might lose interest and merely go through the motions. Finally, people with high Wanted Inclusion scores might have the opposite problem: it might be time for them to leave the team and make room for someone else. They might not be able to consider this possibility and might need help from other team members to realize it would be best for all. Their skills might be better utilized in another group.
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