Hina Junejo Type Dynamics Indicator Type At Work Report

Type at Work Report

Type Dynamics Indicator

Hina Junejo

© Profiling for Success 1

Type at Work ReportType Dynamics Indicator - I

Hina Junejo

Introduction

This report gives an indication of your style and preferences based on your responses to the Type DynamicsIndicator. The questionnaire is designed to identify some fundamental ways in which you differ from other people,and has implications for your career development by helping you understand more about the way you approachyour work and your relationships. It is important, however, not to see your results in a limiting way, as there aremany jobs you may find satisfying whatever your preferences. Sometimes people like doing things outside of theirpreferred style as this offers new challenges which introduce a sense of balance into their lives. This report canhelp you explore the implications that follow from the preferences you have indicated. If these are accurate, thereport can give you ideas about your style, values, motivations and talents which, combined with your experienceand circumstances, can help you to make better short- and long-term career decisions.

Your Profile

Below is a graphic representation of your profile. It shows that your reported type is ENFJ – a style otherwiseknown as the Adviser."

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It is important to remember that this profile only represents the way you answered the questions. It is possible forthis to change as you develop your ideas about what is most important, natural and rewarding for you. Scoreswhich are Corridor are ones where you have been less clear and hence are more likely to have resulted in amisclassification. You can use the detailed description below to help you consider some of the implications of thereported style and its accuracy. If the profile does not seem accurate consider alternatives using the pen-portraitsin section describing the 16 personality types towards the end of this report.

Your most likely preferred style, based on your responses to the questionnaire, is refered to as the Adviser. Thefollowing section describes the meaning and implications of this style in detail under the following headings:

1. A brief summary of your preferences

2. Why do you work?

3. What kind of work do you want?

4. What is your style of working?

5. Who do you want to work with?

6. How might others see you?

7. Your main assets

8. Areas to consider developing

9. Career ideas to explore


As you read the report, make a note of what you agree with and where you disagree. Where you disagree it maybe because your answers were not reflecting your real style and motivation or it may be that it hasover-generalised from what is true of most people but which does not apply to you. Remember that the report is tostimulate your thinking rather than to limit your choices.

1. A brief summary of your preferences

You have indicated a preference for the Adviser style. This style is one of the most personable and responsive tothe needs of others. Advisers appear friendly, warm and tactful, striving to get on well with others. They are keento build personal relationships and are generally seen to be 'communicators' - even if they lack skills in this areatheir motivation often enables them to become skilled writers and speakers. They have a tendency to commit togood causes with enthusiastic passion and this usually has some deep-seated value. Whatever they do, Advisersmust feel it is something they can do with their whole being. They need outlets for their passionate enthusiasmand need for contact and relationships.

2. Why do you work?

The purpose of work

Advisers need a job that fits closely with their personal values and beliefs. Advisers seldom see a job as just ajob. They seek work that has meaning and purpose. This might have something to do with personal, social,humanistic or spiritual development and will almost always involve contact with people. This can meanone-to-one contact such as in counselling type roles, but more often Advisers seek wider and more numerousaudiences. Whatever they end up doing, it will need to be something they can enter with their whole being. Theywant to be able to throw themselves into work with enthusiasm and commitment. If they do not achieve this,they only give a fraction of what they have to offer at work and usually seek opportunities to live their valuesoutside of the workplace.

In summary

• Passionate about what they believe in - and need to share that passion

• Motivated by a higher purpose which benefits the greater good

• Prize growth - perhaps personal or spiritual development

• Want to make a difference and leave their mark

• Seek meaning rather than money.

The work environment

Advisers are active, outgoing communicators, with a broad range of interests and a wide circle of friends; theyneed to find an outlet for their passionate energies and their need for interacting with people. They therefore seekwork environment where people matter, where how something is done is as important as what is done - andwhere the impact on people is given due consideration. The environment they enjoy most usually includes a highlevel of interpersonal contact and joint action.

In summary

• Want opportunities to communicate widely

• Need an environment where people matter

• Need a high level of interaction with others.

3. What kind of work do you want?

Types of activity

It follows from an Adviser's need to share their passionate beliefs with others, that they will prefer a job wherethey can communicate actively, energetically, and preferably to a wide audience. They enjoy introducing new orcreative ideas, and are happiest doing this in a high profile way. Advisers often combine being highly visible'performers' without necessarily being egotists. They can rise to the challenge of the big stage and are not afraidto stand up and be counted when it comes to what they believe in. Advisers tend to value breadth over depth,knowing many things rather than one thing in great detail, trawling widely for ideas and remaining open to the


suggestions and ideas of others - always provided that those can be related to their own driving passions andbeliefs.

In summary

• Opportunities for interaction and variety rather routine or practicality

• Being visible, having an audience and a chance to 'perform'

• Variety and breadth rather than specialisation and depth

• Talking and discussing rather than reading or reflecting.

Types of contribution

Advisers are enthusiastic supporters of others. They are more inclined to praise than to critique but they canhave a tendency to idealise those they like or whose ideas are in tune with their own. Of course this is a strength,but it does come at a price. Just as they are reluctant to analyse and critique the ideas of others, so they do notenjoy seeing their own grand passions exposed to logical analysis and quizzed for evidence. They prefer to workon trust and intuition and can respond badly to demands for logic or concrete evidence concerning theeffectiveness of their ideas. However, their ability to 'see the wood for the trees' often gives their ideas a clarityand simplicity, which makes them very persuasive. Their focus is on future potential rather than historicalevidence that their ideas have worked elsewhere. Their contribution usually involves change and, when itengages their passion and conviction - often with a certainty that they are right - they can capture even the mostsceptical hearts and minds to 'dream the impossible dream'.

In summary

• Give praise and support and create an atmosphere of trust

• Bring ideas and look forward rather than accepting the status quo

• Bring enthusiasm and passion rather than structure and logic

• Identify general truths rather than specific examples

• Persuade with conviction

• Bring insight rather than evidence.

4. What is your style of working?

Managing time

Advisers love to fill their days with active engagement with others. They are structured about how they use theirtime and are likely to keep a diary or similar time management system (with a huge section for addresses andphone numbers!). Their belief that anything is possible, and their reluctance to say no, means that they probablywon't make everything on time - but they still manage an amazing amount, and their charm and genuine concernfor others give them a Houdini-like ability to slip gracefully out of difficulty. They are also very happy to switchbetween activities without losing the plot, mastering a complicated brief quickly so that they can seem on top of awide range of subjects. The knowledge may not be that deep - but it is deep enough!

In summary

• Enjoy a tight, high-pressure schedule

• Always plan to do too much - but still achieve an amazing amount

• Always manage to fit in what they believe to be morally important and urgent

• Fill every minute of every hour, always on the go, amazing energy.

Getting results

Advisers often like to have clear and organised goals and targets, but it is unlikely that these will be purelyfinancial or practical, and very unlikely that they will be highly detailed. If their goals are not aligned with theirdeepest beliefs, then Advisers will simply find ways round them. At their best, Advisers are extraordinarilyresilient and undeterred by failure; they take a long view and keep their eyes firmly fixed on their ideal, and soregard setbacks (whether personal or professional) simply as a stimulus to greater effort and commitment. Iftheir goals are aligned with their deepest passions and beliefs, then they can move mountains.


In summary

• Set clear goals but with a moral dimension - not just money or 'widgets'

• Structured but flexible, switching rapidly between different kinds of task

• Start more than they finish

• Undeterred by failure: "Tomorrow is another day"

• Undeterred by contrary evidence: "Trust me and it'll be fine"

• Set high targets - "The impossible we do today - miracles take a little longer".

Managing change

New ideas and possibilities excite Advisers. They have a focus on how the future can be different and so createor respond to new ideas with enthusiasm. They may not be particularly detailed in their path to the future, trustingin their ability to adapt as they go. They make great leaps of faith rather than weighing up pros and cons oranalysing the causes and effects and practical implications of situations.

In summary

• Stimulated by novelty and change

• Respond to new ideas with enthusiasm

• Make great leaps of faith - and may not apply reason, logic and practicality

• Dream about a new future and always seeking a new angle.

5. Who do you want to work with?

Interaction needs

Advisers need to have people around them. They are at their best with big numbers and on big occasions. Theytalk easily, are seldom at a loss for words, and always want to minister to the other person's needs - though theyare not always entirely effective in establishing what those needs might be. Advisers can sometimes seem highly,almost indestructibly self-confident but they very much need the support of like-minded others to achieve theirgoals. They are very dependent on praise and encouragement - not necessarily from everyone, but very stronglyfrom those they value. Coolness, detachment, analysis - even emails rather than face-to-face contact - can seemlike rejection to an Adviser. They need the backing of those they admire, and then they can do anything - butwithout this support their self-belief can become surprisingly fragile.

In summary

• Seek warm, positive and harmonious relationships

• Need high contact and stimulation

• Seek people to admire and may idealise them so that they can do no wrong

• Need praise and encouragement and can easily feel rejected.

Relationship style

Advisers come across as tremendously warm and appreciative people - or even intense and passionate! To bethe friend of an Adviser is to bask in a warm sunshine of approval and appreciation. They are open and willing toextend their friendship widely, covering a wide range of people and interests, remembering personal detailsquickly and naturally, and building rapport easily. Advisers can be amongst the most generous with theirrecognition and praise of others but they also need it in return. Their warmth and trust usually serves them wellbut, at times, it can disadvantage them in two ways. First, others can feel they are singled out for specialattention - and feel let down when they realise that they are only one of many. Second, their intense desire to puttheir faith in others can, when let down, make them suddenly implacable. Beware the friend who has failed to liveup to the high standards and high expectations that the Adviser has placed on them.

In summary

• Warm, kind, attentive, involved and highly interactive

• Tend to look on the bright side - sometimes overlooking faults and problems


• Keep a wide network of contacts - treating many as a very best friend

• Open style and willing to become intimate in a short time

• Intense and passionate with no cruising speed - everything is full on

• Communicate by talking rather than writing - never at a loss for words

• Public performers who seek warm contact with their audience

• Tolerant until their values are transgressed - can be very black and white

• Want to support, help, counsel and 'be there for others' - which sometimes prevents them from being goodlisteners.

6. How might others see you?

As a leader

Advisers have a natural flair, and a natural gift, for inspirational leadership. Their passion, openness, and fluentreadiness to express their beliefs and say what they stand for, give them a charisma and authenticity, whichothers recognise and follow. They take a long view and are undeterred by setbacks. They are structured enoughto recognise that systems, agendas, and follow-up are needed - and they are sufficiently averse to detail, to beeffective delegators (though they will want to be assured that things are being done in a way that fits with theirvalues). They are responsive to the wide range of challenges a leader faces, dealing with the many claims ontheir attention. Where they can fall down is when faced with the need for compromise. Advisers are so stronglymotivated by their ideals that they can find it very hard to strike bargains, do deals, and generally come down intothe contingent, messy, and sometimes dirty world of organisational and business politics. It is painful to have toadjust their ideals in the light of reality. Sometimes Advisers can achieve this but sometimes they become veryrigid and resistant to evidence perhaps living by the adage "Do not adjust your mind, reality is at fault".

In summary

• Need to focus their passionate energy into a personal vision which they then use to inspire others

• Focus on involvement, commitment and building relationships

• Driven to make a contribution - hence often lead rather than follow

• Use persuasion and charm to win people over

• Accept the need for structure but averse to detail - thus delegating and allowing others to take responsibility

• Can find it hard to compromise on things they feel passionate about.

As a manager

Advisers love to develop people but are less interested in managing performance, systems, and tasks. Detailedfollow-through does not play to their strengths, and the weekly and monthly grind of budgets and delivery datescan feel like a distraction from the real work. Accordingly they may set up the systems and procedures, but fail tomanage or follow them through, and their faith and trust in people can mislead them into sticking too long withindividuals who are holding the team back.

In summary

• Organised, planned, structured, scheduled as manager but leaves subordinates to get on with it as long asit doesn't clash with their values

• Open, upfront, inclusive and generous with praise - sometimes embarrassingly so

• Ensure that subordinates get a chance to develop and grow

• Facilitative rather than directive.

As a decision-maker

Advisers make decisions on the basis of their own personal values. They place great faith in people and oftenbase their decisions, not on the arguments being presented or on the facts behind them, but on their trust (or lackof it) in the person presenting those arguments. Decision-making is seldom hard for them - their values are clearand person-centred, and they have little difficulty in articulating them - but it can sometimes be almost too easy.They like things sorted and decided rapidly, and may need others to hold them back from 'a rush to judgement'.


In summary

• Reach decisions quickly, on the basis of values

• Use values and intuition - "Don't try to convince me with the facts ..."

• Tend to involve others and be person-centred in their approach

• Need things sorted out and so may make rush judgements.

In resolving conflict

Dealing with conflict is both a strength and a weakness for Advisers. Their desire for harmony makes them keenfor people to sort out their differences, and their charm and persuasiveness makes them very skilled at gettingtheir way and winning others over without overt battles. However, they are uncomfortable with directconfrontation and prefer to think that they and others really do agree and that the apparent disagreement is reallyillusory. This is not always the case! When there is a real conflict, Advisers can become unexpectedly harsh andfixed in their views, taking issues personally and finding it hard to 'agree to disagree'. They are elastic andtolerant in most things - but when the elastic breaks, it is very hard to mend.

In summary

• Strong values mean there is no room for compromise - but their strong need for harmony means they useall their skills to avoid confrontation

• Ultimate mediators convinced that a middle way can be found

• When the chips are down they become firm and clear.

7. Your main assets

At their best

Advisers pack a tremendous amount into a day through setting out a definite structure and clear objectives andsticking to them with energy, determination, and charm. Contact with others gives them further energy and theylove being at the centre of the action, where all the threads come together. The things they bring are:

In summary

• Strong personal values - including the good treatment of employees

• An ability to create, lead and facilitate effective teams

• Support and encouragement creating co-operation and harmony

• A clear drive for results

• Effective and persuasive communication.

8. Areas to consider developing

At their worst

Advisers get fixated on a single goal and pursue it as an article of faith, unmoved by evidence to the contrary,quite unable to see their own behaviour as others see it, and firmly convinced of their own righteousness andmoral superiority. The things to consider are:

In summary

• To listen more carefully when people challenge what you think is right

• Being more willing to learn from feedback even if it seems hostile.

• Allowing others to learn from their mistakes without your (well intentioned) intervention

• Giving greater attention to hard facts, evidence and detail

• Learning to deal with conflict more directly and effectively

• Allowing things to take their course rather than pushing for closure.


9. Career ideas to explore

Advisers are not usually oriented towards jobs where there is a great need for detailed, objective knowledge ordetached analytical and fact-based reasoning, and so typically avoid jobs that are - or appear to them as - moreimpersonal. For example, they are less often found in areas such as law, science, or engineering, unless theycan bring in some real personal value and meaning to what they do. They are also less likely to choose the cutand thrust of the business and sales world. Advisers more often choose socially oriented work, or work wherethere is concern for human development - sometimes in one-to-one relationships, but more often on a widerstage. They have an exceptional energy, drained by isolation but fed by action and engagement with others;when colleagues are wilting, worn down by the pressure of meetings and external demands, Advisers are justgetting into their stride. Advisers are passionate about everything they do. Work and play blend togetherbecause both are about human development and personal growth. Without an outlet for that conviction andenergy, Advisers are becalmed. With it, they are unstoppable. Advisers usually give of their best when:

The Role - allows them a broad canvas and a wide audience, and gives them licence to both preach and practise what they passionately believe in

The Environment - is busy, aesthetically satisfying, and in the public eye

The People - are warm, open, and share the Adviser's values

The work purpose - builds bridges, creates visions, helps, guides and develops the human spirit.

There are 16 types which means that, if they were all equally common, there would be about 6.25% of each typein the existing population. In fact, Advisers represent about 3% of the general population and about 2% ofmanagers in medium to large organisations. Such information can be useful when considering the types ofoccupations Advisers seem to choose. From the research it is possible to show which jobs Advisers seem togravitate towards and which they gravitate away from. This can be a starting point in considering which jobsAdvisers may feel attracted towards - and some of these findings have been summarised in the table below.

The left-hand column in the table shows occupations where there are more Advisers than you would expect bychance - and so we can infer that such occupations are more popular and satisfying. In the right-hand column areoccupations where there are fewer Advisers than you would expect by chance - and so we can infer that suchoccupations are less popular and satisfying.

More popular occupations Less popular occupations

• Artists or Entertainers

• Child Care

• Counsellors

• Clergy and other religious occupations

• Doctors, Nurses and other Healthcareprofessions

• Home Economists

• Musicians or Composers

• Psychologists

• Teachers (Art, Drama, English, Music)

• Writers, Editors and Journalists

• Armed Forces

• Computer Specialists

• Craft Workers

• Engineers

• Farmers

• Lawyers and Judges

• Managers and Administrators

• Mechanics

• Police

An examination of the above lists together with the descriptions earlier in this report can help an Adviser toconsider the extent to which their current job/role or future anticipated job/role fits their style and motivation.However, it is important to remember that there are always exceptions to the rule. Some Advisers are perfectlyhappy in roles that, on the face of it, would not be their preferred environment. Sometimes the fact that they aredifferent from the other people around them is a motivation in itself. This report is intended to stimulate ideasrather than prescribe solutions. Where an Adviser has a sense of dissatisfaction or is looking for ideas to explore,the above can serve as a useful stimulus for change, a prompt to explore occupations not previously consideredor to ask searching questions about what the appeal of a particular occupation might be.


Notes on interpreting this report

Your most likely preferred style, based on the questionnaire, has been given the name Adviser: i.e. Extravert,Intuitive, Feeling and Judging (ENFJ). To understand more about this letter classification, you can purchase'Psychological Type – Understanding yourself and others' available from Team Focus Ltd (email:[email protected]).

This report has explained the meaning and implications of this style in detail, but, do bear in mind that, whilst theAdviser may be your most natural, characteristic or preferred style, it does not mean it is the only style you use.Everyone has a need to play a variety of roles which demand different styles and we all show some variety andflexibility in doing so. Consider a sports analogy where a 100-metre runner is asked to run a Marathon. Of coursethey can do so and there is no doubt that practice and training will make it easier. However, a natural sprinter willprobably never achieve as highly if they switch to long-distance events. The parallel is between finding your mostnatural sporting event and finding your most natural personal style. The prize is to be able to maximise yourpotential.

Whilst this questionnaire did not claim to measure any innately preferred style, it did ask you to identify whatcomes most naturally to you. Hopefully the report will reflect things that you can identify with. However, if theresults do not seem to fit, then it may be useful to consider why you answered the way you did and whatpressures you may have which influence your stated preferences – perhaps work demands and aspirations,perhaps historical or parental values and wishes – all of which complicate the way in which we are or try to be.Also bear in mind that the questionnaire does not measure your range and flexibility. You may see yourself asexercising a wide variety of styles. This questionnaire is simply trying to identify the one which is most natural ormore fundamental in creating your identity. It is intended as a starting point to help you think more carefully aboutwho you are and what will bring you the most satisfaction in your life and your career.

Whatever your results remember that there is neither good nor bad in what comes out. The results are simplyreflecting how you see yourself and drawing implications which may help you gain some insights and provide youwith some suggestions. It is usually useful to discuss your results with someone who can help you clarify whatyou do, why you do it, how you might come across to others and what might be the most natural and enjoyableway to be. This is especially useful if they are trained in understanding the depth behind this questionnaire sincethis can add much greater understanding to the results presented here. You may find that this helps beyond justthe question of your career and could help you to consider other areas such as your relationships, your leisureand how you spend your time at home.

Finally, if you have any questions about this report or would like a consultation to discuss your results further, thenplease email us at [email protected].

Exploring how you feel about work

To help you think about work and your career development, you can write down below the name of either yourcurrent or a previous job and then the name of a future job you are considering. Then, list below these all thethings you like about each.

My current/previous job is called My next/future job I would describe as

What I like is: What I would like is:

Now rate the overall level of satisfaction you feel or imagine you would feel for each of the following.


• In my current/previous work experiences I have been satisfied

1 2 3 4 5 6 7 8 9 10Not at all Fully

Write down what prevents the above score from being lower!

• In my next work experiences I expect to be satisfied

1 2 3 4 5 6 7 8 9 10Not at all Fully

Write down what prevents the above score from being lower!

Thinking about your current / previous work experiences and a future job you are considering may give you anidea of how much you want to change, and how much you feel change is or is not possible within your currentrole. Use the suggestions about your preference, needs and styles given in this report to help you consider yourcareer development and potential need for change in more detail.


Date assessed: 12/3/2012 Profiling for Success is published by Team Focus Ltd.

The 16 Personality Types

The chart below provides a summary of each of the 16 personality styles. You can use this to compare your ownpreferred style with styles which other people may prefer and also, if you did the 'IW' version of the questionnaire,to compare your preferred style with your ideal style if the two are different.

Inspector (ISTJ) Inspectors are careful, thoughtful and systematic. Outwardly composed and matter-of-fact, they can be people of few words. However, they are dependable, loyal and precise, making sure that responsibilities are taken seriously and that work is completed steadily and systematically.

Protector (ISFJ) Protectors are patient, modest and diligent. They show great compassion and support for others - often by taking care of the day-to-day practical details. They are not particularly interested in logical or technical things, preferring a more personal touch and they enjoy being helpful, persistent, organised and thorough.

Guide (INFJ) Guides are warm, imaginative and amiable. They can be guarded in expressing their own feelings but they show high levels of concern and support for others. They also like to get things organised and completed. In fact, when their values - often involving people and social improvement - are aligned with their work they can become extremely persistent but without losing the personal touch.

Investigator (INTJ) Investigators are innovative visionaries with a determination to achieve results. They can be highly independent, needing a great deal of autonomy. Their clear-sightedness and willingness to take decisions makes them conceptual, goal-focussed and visionary leaders. They come across as tough and incisive but perhaps lacking the personal touch.

Surveyor (ISTP) Surveyors enjoy roles requiring action and expertise. Socially reverved but loving action, they can be highly energetic when their interest is aroused. They work towards tangible goals in a logical and practical way. They deal well with the unexpected but can become impulsive and detached.

Supporter (ISFP) Supporters are quiet, friendly people who do not need to force themselves, or their views, on others. Caring and sensitive, they accept people and life's realities as they are. They do not need to over-analyse but live for the present, being personable, adaptable and sometimes disorganised.

Idealist (INFP) Idealists are drawn towards others who share their values and who feel deeply about certain issues. These issues guide them in their life and relationships. When all is going well they are seen as warm and gracious individuals who care deeply and who contribute interesting ideas and values.

Architect (INTP) Architects are great thinkers and problem solvers. Usually quiet and reflective, they like to be left to work things out at their own pace. They can be complex, theoretical, curious and prone to seeking underlying principles and fundamental understanding.

Trouble-Shooter (ESTP) Trouble-Shooters are sociable, confident and adaptable pragmatists. They love action and happily use their experience to make things happen. Often charming, straightforward and energetic they live on the edge, treating life as an adventure.

Energiser (ESFP) Energisers are drawn towards others, living their life by engaging, interacting and bringing optimism, hope, warmth and fun to the situations they encounter. They seek people and action, are always ready to join in themselves and usually create a buzz which encourages others to get involved.

Improviser (ENFP) Improvisers are personable, imaginative and sociable types. Willing to turn their hand to anything, they enjoy exploring ideas and building relationships. Their style is generally enthusiastic, engaging and persuasive, tending to be spontaneous and flexible rather than structured and detailed.

Catalyst (ENTP) Catalysts are energetic change agents who are always looking for a new angle. Often pioneers and promoters of change, they look for active environments where they can discuss and debate new ideas. When with people they inject energy, innovation and fun into their activities.

Co-ordinator (ESTJ) Co-ordinators are systematic and delivery-focussed. They like to take charge and get results. Their style will generally be steady and organised and they are often described as tough, but efficient, leaders. Practical, rational and efficient they may neglect people's feelings and may not champion change.

Harmoniser (ESFJ) Harmonisers are sociable, friendly and persevering. They bring compassion and a focus on others which creates a warm and supportive environment. Generally organised and able to attend to practical issues, they are nurturing, loyal and sympathetic, whilst keeping a clear focus on getting things done.

Adviser (ENFJ) Advisers are enthusiastic, personable and responsive types who place the highest value on building relationships and showing commitment to people. Generally comfortable in groups, they can be good with words, happy to express their feelings and strong in the promotion of their values.

Executive (ENTJ) Executives are direct, goal-focussed people who seek to influence and get results. They value good reasoning and intellectual challenges. They seek to achieve results and can be tough, visionary leaders who make things happen

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Hina Junejo Type Dynamics Indicator Type At Work Report