Category: Business

Wherever I Go, There I Am: The Majors Occupational Environment Measure (OEM)

Posted on by Jennifer Rojas

“And you may find yourself living in a shotgun shackOnceinalifetime
And you may find yourself in another part of the world
And you may find yourself behind the wheel of a large automobile…
And you may ask yourself
Well…How did I get here?” – Talking Heads, 1981

I don’t know about you, but I tend to use song lyrics to frame various life situations. Although “Once in a Lifetime” by new wave band Talking Heads is three-and-a-half decades old, I think that most of us – at any age or of any generation – can, at one time or another, resonate with these existential ponderings.

As someone who has, actually, found herself “in another part of the world”, and who has done some deep work around figuring out how I got here, it’s become more and more clear that the saying, “Wherever I go, there I am” is at the core of the matter. For all of us.

Have you ever woken up an wondered if the life you’ve built is actually what you want? Do you feel that you’re not utillizing your true talents? Do you feel stuck in a dead-end job? Are you merely living to work vs. working to live? Are you not relating to your loved ones and co-workers as authentically as you’d like? Are you about to make a life transition, say, into university – but aren’t sure which academic path to take? Have you just graduated with a beautiful, shiny degree, but have no idea where to go from here?

“And you may ask yourself
Where does that highway go to?
And you may ask yourself
Am I right?…Am I wrong?
And you may say to yourself yourself
My God!…What have I done?!”

Choosing a career is one of the most important, and difficult, decisions a person can make. The Majors Occupational Environment Measure™ (MajorsOEM™) is designed to help individuals make this challenging decision. Individuals explore areas of preference and avoidance according to their work interests, tasks/activities and environmental settings.

The MajorsOEM™ provides you with a complete set of results (avoidance and preference) that are consistently reliable, valid in application and intuitively meaningful. It’s been proven to be very useful in career and vocational counseling for high school and college/university students. It has also met great success in career planning for adults, including mid-life career changers, corporate restructuring and retirement/leisure activities. It is an excellent choice for students, graduates, professionals, or individuals returning to the workforce.

If you feel that your life is the “same as it ever was” – but you’re finding that unsatisfying; or if you’re just starting out and need some guidance; or you generally just don’t know what you want to be when you grow up (even if you’re 50) – read more about the The MajorsOEM™  and feel free to contact us. Because YOU are unsuppressable.

Do you have your own story about things falling apart and your plans going awry (and what you did after that)- personally or in business? If you’d like share your story on our blog because you think it could help others and build connection, please feel free to contact Jennifer (also our Blog Editor) at jennifer.rojas@aureliuspress.com

Character and Personality: Humility

Posted on by Gary Monti

humility When conducting workshops on complex projects, a common question is, “What characteristics must a leader have?” Let’s cover several of the important character traits. The first is humility.

Conversations around this word can be all over the map. When asked for synonyms for humility, responses have included “submissive,” “quiet,” “unassertive,” and “cautious” – to name a few. Let’s see if some clarity can be brought to the situation.

“To Serve”

We can take a peek at humility by looking at samurai. “Samurai” means “to serve.” Samurai were humble. They knew their limits and worked within them. Get the picture? If not, maybe it will become clearer by looking at one of my favorite quotes, which happens to be anonymous:

“There are two types of people in the world – those who are humble and those who are about to be.”

Humility has less to do with affect (how we look to the outside world, e.g., quiet) and more to do with awareness; specifically awareness of one’s limitations. One reason that teams develop is humility. Together we can work beyond our individual limits. Being humble, we can also pay attention to real boundaries and calculate how to push on them.

Humiliation

This all sounds well and good. But isn’t there an element of truth ringing in the words “submissive,” “unassertive,” etc.? No.

The meaning of humility may become clearer when compared to the word it is commonly confused with – humiliation. There are two parts to the meaning of each word. The first part is the same: “To go to a small place.” It is in the second part where the words differ dramatically. With humility I choose to go to that small place. With humiliation… you probably have guessed it… I am pushed there by someone else!

Nice People Apparently Doing Bad Things

These definitions are morally neutral. Let me explain. You might know of a couple going through the following situation: One member (A) of a couple gets the job offer from heaven. The problem is that it requires uprooting and moving to another city. This can humiliate the other partner (B), who might ask, “What about me?”

Assuming A is free of any malicious thoughts of manipulating B, B still is saddled with an unfairness that needs to be addressed. The challenge of interdependence is present. B is going to have to take a risk in order to work interdependently with A.

Fast-Paced Organizations

This issue shows up on the job on an almost daily basis. When a company says they are fluid, flexible, fast-paced and will work to meet or exceed customer needs, a set of questions comes to mind. For instance: “Is the leader humble?” and “Does the leader watch for potentially humiliating situations and work with those who get pushed there?”

The principles by which the leader lives come into play. In navigating through change management, there is a need for the leader to be steadfast, open, and available. The leader stays humble and stable – serving as a reference point for those who are feeling a bit humiliated, as well as those who are getting to stay on their chosen path. Both groups of people are part of the success.

The Payoff

It is hard to overstate how much humility, combined with interdependence, contributes to creating a powerful team. Trust is present, which fuels a feed-forward (instead of a looking-back-and-wondering-what-happened) frame of mind. The awareness of limits leads to better decision-making, so not only is the team moving faster, but there is also a higher probability of sustaining success.

So, the next time humble pie is being served, consider asking for a second slice.

Gary Monti has over 30 years experience providing change- and project management services internationally. He works at the nexus between strategy, business case, project-, process-, and people management. Service modalities include consulting, teaching, mentoring, and speaking. Credentials include PMP number 14 (Project Management Institute®), Myers-Briggs Type Indicator certification, and accreditation in the Cynefin methodology. Gary can be reached at gary.monti@aureliuspress.com.

If you’d like to submit a Jungian-focused blog on working with different personality types (in professional or personal settings), please contact Jennifer Rojas, our Blog Editor, at jennifer.rojas@aureliuspress.com.

Character and Personality #5: Don’t pull that trigger!

Posted on by Gary Monti

pulltrigger Ever been attracted to someone who will save the day? You know, the White Knight that will save the situation? What about the flip side? Someone showing up in your life you absolutely can’t stand?

A leader must pay very close attention to feelings that accompany these situations. Are you aware both situations can have a great deal in common? They can have what I call large “blind spots” associated with them, blind spots into which organizations can fall and disappear.

There’s a curious component to these blind spots since they can have as much or more to do with the leader’s character as the exterior reality. The dynamics of these blind spots and how to deal with them fall under the category of projection. So what is projection? How can one deal with it?

Projection

Projection is shady. It creates false feelings of well-being around potentially disastrous decisions. At its core, projection deals with the desire to take a shortcut to avoid going to dark places, especially within.

Dynamics

Previous blogs mention we all have portions of our psyche that are quite strong and other parts that are weak. Over time, we tend to build our lives around the stronger components and gradually develop a fear of those weaker ones. The primary reasons for the fear are imagined and real instabilities from which we believe we may not recover. Simply put, our reputation, business, etc., are at stake. We are staring at uncertainty.

The attempted shortcut becomes trying to find someone, the Other, who will deal with those dark spaces for us. We become infatuated with the Other. The Other is taken hostage.

Conversely, the shortcut with the detested person is to simply get rid of him or her. This way the scary work can, again, be avoided.

In both cases, the leader stays myopic, loses vision, and is unable to see the consequences of decisions. A boss hiring someone to do the more difficult parts of the boss’s responsibilities (read: dirty work) is a good example of projection. It tears the team apart.

So Which is Which?

How does one know if the desired decision is wise and simple or blind and chaotic? In one word, “Options.” In two words, “Risk management.” In another two words, “Assumption analysis.” Let me explain:

Projection is sly and takes several forms. It is a narcotic that puts discernment to sleep. It is a demolition expert wiring explosives to all that has been built. It puts the trigger in the leader’s hand. It intensifies emotionality, making pulling the trigger feel oh so sweet. (“Just fire him! Just hire her! Start without a contract! Requirements gathering will slow us down! Cash flow! Everything will be okay.”)

Then it waits for the blind decision that irreversibly pulls the trigger and destroys healthy power, assets, and people.

By asking questions around options, risk management, and assumption analysis, the door to healthier decision-making opens. Vision returns. Now, all this means going into those dark spaces. It’s hard work, rewarding work. It’s also the simplest work. (There’s never enough time to do it right the first time, but there’s always time to fix it.) Keep in mind that, just like Hades in Greek mythology, that’s where the real gold – not the fool’s gold – is!

Gary Monti has over 30 years experience providing change- and project management services internationally. He works at the nexus between strategy, business case, project-, process-, and people management. Service modalities include consulting, teaching, mentoring, and speaking. Credentials include PMP number 14 (Project Management Institute®), Myers-Briggs Type Indicator certification, and accreditation in the Cynefin methodology. Gary can be reached at gary.monti@aureliuspress.com.

If you’d like to submit a Jungian-focused blog on working with different personality types (in professional or personal settings), please contact Jennifer Rojas, our Blog Editor, at jennifer.rojas@aureliuspress.com.

Jungian Psychological Type: Interview with Maryanne DiMarzo, APTi President

Posted on by Jennifer Rojas

JungStampWe were delighted to sit down with Maryanne DiMarzo, the current president of APTi (Association of Psychological Type International), to learn more about the association’s history, where it is now, and where Maryanne sees it heading in the future. Maryanne shares how her leadership role at APTi was woven in with aspects of her personal journey, and how this interconnection has led to her profound commitment to the mission of the organization.

Maryanne begins by describing her journey into type. She loved studying Jung, but observed that some type practitioners administered assessments poorly, and used them to pigeonhole people. She expresses her concern about practitioners still missing the point today, which can have an impact on hiring and firing decisions.

Maryanne felt from very early on that it was important to focus on preferences vs. labeling – and that assessments are meant to help people leverage their results for better human understanding. She explains that in current times, access to type and type products has become enormous (e.g., free online assessments), which can actually lead to a lack of quality.

Joining APTi was key in Maryanne’s journey of learning that there is so much more that can and should be gleaned from type assessments in order to help people. Over time, she has developed a deep commitment to the organization, not only as a leader, but also inasmuch as her experiences with APTi have helped her be a much better executive coach and team builder.

APTi is independent of publishers, and is both product-agnostic and dedicated to high quality. The association’s aim is to help people distinguish between the high quality type assessments and those which are potentially harmful due to un-sound methodology. In other words, if APTi sanctions a type product, that means that the product is based in really good type thinking.

Maryanne discusses the challenges that are present with APTi being product agnostic. She explains that leaving space for different products has invited some controversy. While some may feel that the the organization is furthering and extending the work of Isabel Briggs Myers throughout the world, while remaining inside of her values, others assert that it is straying or departing from her direct heritage (i.e., perceived competition).

Given the disagreement within APTi regarding product agnosticism, we wonder how Maryanne finds a balance while leading an organization in which diversity is a core value. She explains that, as a leader, diversity has, indeed, been a guide – and that she’s dug deep within herself in order to make decisions that will nurture the entire group. As such, she began her presidency by going back to research the history of APTi to understand how it has evolved. And then she set out to understand what is most important to the membership.

APTi logo

In her own private practice, Maryanne describes how she has seen new leaders come in with wonderful ideas, but who got “killed by the culture” because they didn’t understand it. It was important to her not to “make the culture wrong” at APTi – she listens to everyone and looks through different lenses in order to find a common path through the diversity.

Maryanne asserts that the values of APTi are of the utmost importance – and that these values needed to be codified in order to make sure that everyone can find a common framework for basing their organizational decisions.

When asked to characterize her approach to balancing the running of an organization with allowing for diversity, Maryanne offers three pointed questions that she needed to address:

  • How to build common ground around what and why we need to change (e.g., legal and compliance issues)?
  • What do we need to change to – what is the vision for the future of the organization and what is it going to be (since we can’t align people on what we were intended to be)?
  • What does change mean to all of the stakeholders at APTi – the chapters, board, interest areas, the president – and how do we build common conversations and thinking in order to keep the organization whole through the change?

She finds that leaders tend to be good at one or another of those elements, but often make the mistake of not fostering all of them. The result can be that the resistance against change overcomes the will to change.

At its core, APTi is dedicated to providing an independent and high quality voice for psychological type. It is an “international membership organization open to any individual interested in personality type. APTi members come from a variety of backgrounds and professions including business and industry, organizational development, religion, education, psychotherapy and counseling.”

To learn more about APTi and Maryanne, you can listen to the full podcast here.

If you’d like to submit a Jungian-focused blog on living or working with different personality types, please contact Jennifer Rojas, our Blog Editor, at jennifer.rojas@aureliuspress.com.

Character and Personality: Time

Posted on by Gary Monti

characterpersonalityTIMEWould you like to be able to quickly determine where synergies and problems exist in an organization? Come along to see how knowing individuals’ temperaments can help predict possible outcomes in team situations.

Traits

Temperament refers to preferred ways of thinking. Traits refer to preferred behaviors. They correlate well. Let’s look at a mythical company with the following temperament mix:

  • CEO – NT (intuitive thinker)
  • Senior staff member – NF (intuitive feeler)
  • Operations manager – SJ (sensing judger)
  • Programmer – SP (sensing perceiver)

Of course, none of them want their time wasted. The problem is with their perception of time. Here is the order in which they each prioritize past, present, and future. Also, their nicknames have been included to give a hint as to where their priorities lie.

TRAIT       Nickname            Past    Present   Future
NT               Field Marshal           2              3              1
NF               Organizer                   3              1              2
SJ                Enforcer                      —             1              —
SP               Doer                               1              2              3

So how does this play out in the work place? Take a look at each of their POSITIVE traits…

NT (Field Marshal)

  • Sees where the company can be in the future
  • Sets standards and holds to them
  • Delegates today’s activities to others
  • Strategic thinker
  • Holds on to the vision throughout difficulties
  • Leads the way and doesn’t waver
  • Main interest is achieving dreams and accomplishments
  • The past informs the future. Incorporates lessons-learned into future plans

NF (Organizer)

  • Takes interest in others and how they are brought together to get things done
  • Pays attention to the overall-balance among key factors
  • Puts “teeth” into the NT’s strategic plans
  • Will look towards the future by focusing on generating cooperation today
  • Works as a shock absorber between the NT and lower ranks

SJ (Enforcer)

  • Focuses on NOW
  • Stays on task and gets things done
  • Knows the limits of available resources
  • Tactically-oriented
  • Supports the strategies that come down from above

SP (Doer)

  • Prefers a structure be presented within which work can be performed
  • Wants to know what the orders are for getting work done
  • Prefers others develop strategies
  • Wants involved when tasks are defined

As you have probably guessed by now, there can be a dark side to all this. Now, let’s take a peek at some of their more… ahem… challenging aspects…

NT (Field Marshal)

  • Doesn’t hesitate to change on-going work in order to leverage the future
  • Believes the project is complete at the moment of delegation
  • Does not want to be distracted by problems from the present
  • Risk management is for nay-sayers. It can distract from the future
  • Positive criticism downplayed or ignored
  • Negative criticism emphasized
  • Little interest in people and their requirements
  • Can ride roughshod over others and have a short memory regarding those behaviors

NF (Organizer)

  • Can lose sight of the need to mend problems from the past since there is push for today and the future.

SJ (Enforcer)

  • Rules are to be enforced, not questioned
  • The past can’t be fixed and the future is out of reach so don’t waste time on either of them
  • Finds strategizing, planning, and spending time on what-ifs boring
  • Wonders if strategies are sane

SP (Doer)

  • Wonders if the plan is sane
  • Can be rebellious yet wants no risk
  • Can go in own direction without informing others
  • Gauges work and others based on how the SP was treated in the past
  • Change is viewed with suspicion. The past needs to be resolved

The Leadership Challenge

You can see that avoiding wasting time can quickly turn into a multi-dimensional problem! Making the effort to understand others can pay huge dividends by providing clear vision as to strengths and limits in various situations with your team. With that understanding as a base, planning and execution can proceed realistically.

Are any of these traits familiar to you from team projects you’ve worked on? How about in your family?

Gary Monti has over 30 years experience providing change- and project management services internationally. He works at the nexus between strategy, business case, project-, process-, and people management. Service modalities include consulting, teaching, mentoring, and speaking. Credentials include PMP number 14 (Project Management Institute®), Myers-Briggs Type Indicator certification, and accreditation in the Cynefin methodology. Gary can be reached at gary.monti@aureliuspress.com.

If you’d like to submit a Jungian-focused blog on working with different personality types (in professional or personal settings), please contact Jennifer Rojas, our Blog Editor, at jennifer.rojas@aureliuspress.com.

Character and Personality: Orientation and Energy

Posted on by Gary Monti

orientationenergyWhen shopping online, when do you decide to purchase? If the features are fairly close to what you want, do you go ahead and buy? Or, do you search and search until all the facts have been gathered before making a decision and hitting that “Buy Now” button?

What about when you are on the road for work? At the end of the day, would you like to go explore a new restaurant with one of your fellow team members, or does going back to the hotel room to just “be” and decompress feel best?

In one of our previous blogs, gathering and processing information preferences were discussed. Here we will look at the two other major components that go into determining one’s temperament: orientation and energy source. As with the gathering and processing of information, orientation and energy are also about preference. Each of us practices all of the temperament traits, but based on neural wiring, we have preferred ways of orienting and obtaining energy.

Orientation

Orientation refers to how we prefer to interface with the outside world. There are two approaches:

Judging, or J, which means there is a desire to come to closure on an issue. The person who buys online once, fairly close to the desired goal, is J, and;

Perceiving, or P, which means there is the desire to find more information. The person who researches online (even after making the purchase) is P.

Let’s avoid some common misperceptions regarding these terms. Judging is different than being judgmental. To repeat, judging is the desire for closure and is neutral. Being judgmental is making value statements; e.g., “That person is good (or bad, as the case may be).” Perceiving is the desire to gather information. It is not having special insight or a crystal ball.

Energy

There are two possibilities for gaining energy:

Extraverts, or Es, gain energy from being around others, socializing, and wanting to deal with exterior things. Es can tend to make many contacts without going deep, and;

Introverts, or Is, who prefer going off by themselves to gain energy by turning inward. Is can tend to have few contacts and go deep into relationships.

Es are often called “solar panels” because they like excitement and soaking up energy through interaction with others. Is are often called “batteries” since going off and recharging depleted energy stores is a must.

Keep in mind that it’s from where one draws energy that determines if their temperament is E or I. In other words, you can have quiet Extraverts and energetic Introverts. A shy person can be an E and someone who is outgoing can be an I. Culturally, there is a good deal of confusion over this issue.

Energy, Orientation, and Teams

What value does all this information have? Here’s a big one: Knowing how a person accesses energy, plus their orientation, can both explain and help resolve conflict!

For example, an EJ (Extraverted-Judger) may get tired of working on a task, feel he’s done enough, and want to improve her sense of well-being by talking with someone on the team and getting their attention. If the person whom they approach is IP (Introverted-Perceiver) then sparks can fly or feathers could get ruffled. Why? The IP may get his sense of well-being by being left alone to both stay centered and go deep on a particular task and get more information.

Some examples: Have you ever been working on a project, gotten to a point where you need feedback in order to proceed, but the person you need to schedule a meeting with is either elusive or keeps re-scheduling? Conversely, maybe you’re the person who needs more time to think the task through – and having a meeting about it now seems premature or even disruptive to your workflow. You can probably see where this is going.

When we look at the combinations associated with E vs I and J vs P it becomes increasingly clear how holding a team together can be a big challenge.

Do you have some examples from work or home that highlight different team or family members’ energy and orientation preferences?

Gary Monti has over 30 years experience providing change- and project management services internationally. He works at the nexus between strategy, business case, project-, process-, and people management. Service modalities include consulting, teaching, mentoring, and speaking. Credentials include PMP number 14 (Project Management Institute®), Myers-Briggs Type Indicator certification, and accreditation in the Cynefin methodology. Gary can be reached at gary.monti@aureliuspress.com.

If you’d like to submit a Jungian-focused blog on working with different personality types, please contact Jennifer Rojas, our Blog Editor, at jennifer.rojas@aureliuspress.com.

Character and Personality: Emotionality

Posted on by Gary Monti

EmotionalityHow does it strike you when there is difficulty and someone says, “Oh, it’s just a communication problem…”?

Where did that word “just” come from? Is the working assumption that communications is effortless, straightforward, and accurate over 90% of the time?

My experience says otherwise. I’ve found there is a very common behavior that poisons communications especially in times of change – emotionality.

BUT WAIT! Aren’t emotions healthy? If so, what is the difference between emotionality and honest expression of feelings?

Sorting out the difference and being a leader requires wisdom and a working knowledge of both character and personality – along with the interplay between the two. This is the pond in which we will swim here.

Can We Talk?

Alfred Korzybski, the founder of general semantics, found that as stress increases, the desire for valid information increases in terms of both amount and frequency. However, unless one has a strong, positive character the desire to actively communicate goes down. People retreat inward. This isn’t to say they shut up. Rather, there is an ever-increasing absorption with the question, “What is going to happen to me!?” Minds start racing and projections of the most horrible kind can take over.

While there might be a great deal of talking, there actually can be a dramatic drop in communications. Others become objects seen as helping or hurting us in getting to a stable position.

Understanding what contributes to communications or its breakdown helps a leader decide how to plan and execute the next move. This is where character and personality come into play.

Character vs Personality

Character is the inward set of rules by which one operates. In game theory it refers to one’s rationale for making decisions. This is a bit oversimplified, but will work for now. “Character” is a rather neutral term. A hardened criminal has a character just as the judge who sends him to prison does. In this blog, “character” refers to rules grounded in professionalism, empathy, and compassion.

Personality comprises the way we choose to gather information and interact with our environment.

To contrast: two people can have similar character traits, e.g., the desire to serve mankind, but have very different personalities for expressing it. One could become a therapist while the other becomes a contractor who builds libraries.

Let’s use this context to examine emotionality.

Emotions vs Emotionality

Emotions are quite valuable. They reflect the variance between our expectations and the current state of affairs. Frequently, these expectations are driven by our personalities. For example, if a municipality with limited funds must choose between a mental health facility and building a library, the therapist and contractor could violently disagree as to how best to spend the money. They risk falling into emotionality.

Here is where character comes into play. Leaders look at their feelings and ask, “Are they appropriate for the principles at play?” Essentially, the principles come first regardless of the consequences and emotions are expected to shift accordingly. (Important tip: Reads easy, does hard.)

With emotionality, decisions are made based on feelings and seeking to either get relief from or indulge them. Think of a two-year-old trying to get the upper hand by throwing a tantrum.

Where this leaves us is: an honest expression of emotions with a statement of underlying principles (agenda) supports communication with others, while emotionality has the potential to tear community apart.

Gary Monti has over 30 years experience providing change- and project management services internationally. He works at the nexus between strategy, business case, project-, process-, and people management. Service modalities include consulting, teaching, mentoring, and speaking. Credentials include PMP number 14 (Project Management Institute®), Myers-Briggs Type Indicator certification, and accreditation in the Cynefin methodology. Gary can be reached at gary.monti@aureliuspress.com.

If it feels like your project is an adult day-care center and you’d like to submit a Jungian-focused blog on working with different personality types, please contact Jennifer Rojas, our Blog Editor, at jennifer.rojas@aureliuspress.com.

Character and Personality: Processing Information

Posted on by Gary Monti

Ever sit in a tense meeting where tempers are beginning to flare? Listening to the disagreeing parties, does it suddenly hit you they are violently agreeing!? How can that happen? What is going on? The same reality is being addressed so why all the commotion?

Everything else being equal, it might be a difference in temperament; i.e., the individuals gather and process information differently.

Temperament can also be called “wiring.” Wiring refers to both preferred and challenging, more difficult pathways in the brain. This can be seen in PET scans of the brain. Take two people who have different wiring and ask a simple question like, “How’s the project doing?” The scans will show different areas of the brain being active depending upon one’s wiring.

If a person has yet to mature, he will focus on his preferred pathways and be resistant to (afraid of) hearing anything that requires going to those weaker areas of the brain that are more challenging. Confusion between the conclusions and the path taken to get there occurs – and, voila! – violent agreement appears.

Let’s look at two aspects of neural wiring and information gathering/processing as viewed by Carl Jung. They are the irrational and the rational. Each has four modes of operation, giving a grand total of eight modes.

For each of us one mode predominates. We can do the other seven, but just prefer the one. Looking at how these modes operate can shed light on why people agree or disagree. Also, it can show how team members may bond or play “odd man out.”

The Irrational

The irrational refers to how we gather information. It’s called irrational because it is instinctual as in non-rational. There is no thinking involved. We just do it. Jung called the two main ways we gather information Intuitive and Sensing. In turn, each has two subdivisions called introverted and extraverted. This gives us:

Introverted Intuition – Ni. The Ni person is the “Aha!” individual seeing patterns and boiling them down to sharp insights. Details are secondary and there is a comfort with unclear situations.

Extraverted Intuition – Ne. The Ne loves to break new ground. Exploring just comes naturally to the extroverted Intuitive. There is a desire to exhaust all the possibilities and challenge the status quo.

Introverted Sensing – Si. The Si brings order and clarity to situations by linking the present with the past and working to develop precise pathways to the future. Detail and clarity are extremely important.

Extraverted Sensing – Se. The Se makes things happen – now! The Se has no room for nonsense. “Action” is the word of the day, every day. “This way has always worked” and “urgency” are two things they stress.

Do any of these look familiar yet- in yourself or people you know?

The Rational

Once we have the information we need to process information. This processing is what Jung called the “rational.” There are two main methods of processing information – Feeling and Thinking – with introverted and extraverted subcategories. They break down to:

Introverted Feeling – Fi. The Fi focuses on the importance of ideas especially those about which they feel strongly. The main drive for an Fi is priorities based on convictions.

Extraverted Feeling – Fe. The Fe loves to coach people and looks after their welfare. Building positive relationships is important.

Introverted Thinking – Ti. The Ti focuses on theory and loves to explain the how and why of things.

Extraverted Thinking – Te. The Te brings organization and structure to situations working like a conductor massaging roles and responsibilities until they are well defined and work is flowing.

Team Members and Stakeholders

Has a specific person popped into mind when reading the descriptions? If so – great! It signifies the process of empathizing with others. This is key for establishing leadership and forming teams. This material will take us on an interesting ride into the human psyche and figuring out how to get things done.

Remember: each of us has all eight functions. There is just a preferred one that dominates in us based on neural wiring. Thus, try to avoid labeling people and leave them space. Leaders nurture the process of growing into the remaining seven.

Gary Monti has over 30 years experience providing change- and project management services internationally. He works at the nexus between strategy, business case, project-, process-, and people management. Service modalities include consulting, teaching, mentoring, and speaking. Credentials include PMP number 14 (Project Management Institute®), Myers-Briggs Type Indicator certification, and accreditation in the Cynefin methodology. Gary can be reached at gary.monti@aureliuspress.com.

If you’d like to submit a Jungian-focused blog on working with different personality types, please contact Jennifer Rojas, our Blog Editor, at jennifer.rojas@aureliuspress.com.