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This month we'll continue the series on types and stress.
Let's start with our friends the ISTPs. How can you tell when an ISTP is under stress, particularly at work?
There are common signs that an ISTP is feeling stress. For example, they might become sarcastic instead of simply critical, they sometimes act in a passive-aggressive manner, they might have explosive outbursts, or have great trouble setting priorities. Others become lost in their own, private inner world, and completely withdraw from interacting with other people. Some ISTPs try to force the facts to fit their logical view of the world, even when they know it's impossible. Finally, some stressed ISTPs will simply become inactive and do nothing.
Some factors that can cause ISTPs to experience stress include people who are take issues too personally, when they feel they are being treated unfairly or illogically, or when common sense and logic are ignored and a problem results. This is even harder if the ISTP has been trying to help others to see the correct way to solve the issue. If ISTPs are pressured into making quick decisions without time to reflect on what’s important or logical, they can feel stressed.
In contrast, our ENFJ friends react differently to stress. They tend to become pessimistic and self-critical. Others can become pushy, bossy, and impatient with other people. Some ENFJs turn patronizing, while others pretend as if everything were just fine, even though it is not. ENFJs can insist on maintaining the illusion of harmony, although people know there’s a major problem at hand. Some ENFJs will constantly search for the "truth" that will explain everything.
Some stressors for ENFJs include having their beliefs challenged, being "unfairly" or "harshly" criticized by someone they trust or hold dear, and people who are unwilling to try to resolve personal differences. Part of the problem can be self-inflicted: ENFJs can misinterpret the actions of others as having negative intentions or the start of something bad.
Next month we'll look at two other types and stress.
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This month we'll look more closely at Enterprising types. First, let's consider jobs. As discussed in previous newsletters, Enterprising types prefer to work with similar people in manipulating others to attain organizational goals or economic gain. They are generally disinterested in observational, systematic, or symbolic activities. They usually prefer to avoid Investigative activities.
Enterprising types tend to have traditional values, such as political and economic achievement. They tend to be ambitious, and often aspire to become leaders in commerce, the community, or public affairs. Many like to be well-dressed. Enterprising types tend to look down on being forgiving or helpful as goals. They often value controlling others while being free from control themselves.
The self-image of Enterprising types involves seeing themselves as aggressive, self-confident, popular, sociable, having leadership and public speaking abilities, and lacking scientific abilities. They often find holding a position of power quite gratifying. Enterprising types tend to have high self-esteem and a closed belief system (i.e. they are unlikely to change their beliefs or values).
Some adjectives used to describe this type include assertive, forceful, optimistic, domineering, energetic, acquisitive, resourceful, excitement-seeking, and self-confident.
As before, it's common for people to be a combination of more than one type. No description will match everyone. There are likely to be aspects of the above Investigative types will disagree with. Each person has to decide for him- or herself which parts are accurate.
A person's scores on an Expressed Need can tell us a great deal about how he or she will likely behave as a leader. Each of the three scales indicates a particular style that will probably be used by that leader. It's likely the leader will focus on that area where he or she scored the highest. This month we'll look at those who score highest on Expressed Affection.
Leaders with this style will probably lead with empathy. They will likely work on reducing tensions in the group, coach people around obstacles and difficulties, and show appreciation and gratitude. These leaders will probably be supportive, encouraging, and show great concern for the staff as people. They will acknowledge the issues that affect team members, and will surely appreciate loyalty and keeping private matters in private.
This style usually works best when the staff works autonomously, the team members are all highly competent and independent, and the team has worked together well for a long time. Others factors that favor this style include a team that has been neglected, despite good work, or when circumstances have turned bad for the team. Likewise, for those teams where previous work relationships caused mistrust or hindered cooperation, a new leader with this style can be very effective.
Situations when this style might be inappropriate include those times when the skill levels of the team members are not up to the level required for the job. If outsiders are very dissatisfied with the team, this style might also be less useful. Finally, if individual differences are too great and are disrupting the team, an empathetic style might not lead to a quick solution.
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