A Temperament Awareness Profile is one of the most personally revealing evaluations we can do for ourselves. They help us identify the patterns of behavior in which we feel most comfortable. Matching our “behavior type” with our work environment is an ideal way to reduce stress, create enthusiasm, and increase productivity. Every person has his or her special way of doing things. It all translates into identifiable tendencies, which represent the way we get things accomplished and the way we deal with people and situations.
All the behavior type indicators are designed to help us see our predisposed patterns of behavior. However, these indicators identify tendencies, not certainties. Depending upon what is needed in a particular situation, we have the ability to adapt our behavior to get the job done.
For example, if a person who has a natural tendency not to be overly concerned with details finds himself faced with the responsibility of a mortgage application, he would be somewhat uncomfortable with all the minute components. But have no fear; if the desire to accomplish the task is great enough, the job can be handled quite well.
Major Spectrums of Personality
The major spectrums of personality are introversion and extroversion for temperament, and direct and indirect for communication style.
An introvert has a tendency to enjoy the confines of solitude. The idea of a good time for an introvert is finding a good book, a quiet room with a fireplace, and a cup of fine java. Introverts gain energy by being alone and lose energy by interacting with several people over a prolonged period of time. The extrovert, on the other hand, is most comfortable interacting with as many people as possible. If people aren’t readily available, almost any type of warm-blooded animal will do. The extrovert seeks outside stimulation. Extroverts gain energy by being around others and lose energy by spending time alone. If an introvert and extrovert are dating and attend a party together, after several hours, the introvert can’t wait to go home to peace and quiet, while the extrovert enthusiastically calls out an open invitation for anyone who wants to stop at a diner on the way home.
The direct and indirect styles, as they relate to communication, have to do with what approach the introvert and extrovert takes to let us know what they are thinking. The direct person has a need and desire to be very frank in his or her thoughts, suggestions and actions. The good news is you always know where you stand with the direct communicator. The bad news is sometimes they inadvertently hurt people’s feelings when they really didn’t mean to. The indirect communication style is very sensitive to the other person’s feelings and reactions to information, personal opinions and situations. The good news is they are always easy to get along with. The bad news is many times they have information you need to hear and they avoid telling you. All styles come with their own set of strengths and weaknesses. At the same time, each of the four personality separations can take a lesson from the opposing style.
In 1923, Dr. Carl Jung wrote the breakthrough book Psychological Types. It was the most sophisticated scientific work ever published on personality patterns at the time. Since then millions of dollars and many years of research have combined to create more than a dozen varied concepts on temperamental differences. The common denominator of all variations is the act of dividing people and their behavior styles into four groups.
Direct-Extroverts
Direct -Extroverts (DE) individuals demonstrate aggressiveness and are competitive, decisive, and quick to take action. They respond positively to challenge and are always ready to take on both responsibility and authority. These individuals can become frustrated and bored if things become too predictable.
Common Strengths
- Competitive
- Decisive
- Results oriented
- Moves quickly and energetically
- Takes on responsibilities
- Can work under pressure and also apply it
- Needs to be active
- Direct and straightforward
DE people work best for a boss whose competence they can respect. Since the DE reacts positively to openness and honesty, it is important that the limits of authority be clearly communicated and enforced. The ideal environment is a fast track with challenging and unique assignments, plenty of opportunity to prove themselves, and the authority to see things through. The DE tends to move up or to move on. They’ll get results, but the price for those results is often change and possibly a disruption for others.
Potential Weaknesses
- Tends to be a fire fighter
- May be poor at delegation
- Manages by crisis
- Tends to be impatient
- May neglect the long range
- Tries to do everything alone
- May instill fear to motivate others
- Authority, challenges, prestige, freedom, varied activities, difficult assignments, logical approach, opportunity for advancement.
- Direct answers, be brief and to the point. Stick to business.
- To be asked “What” questions, not “How.” Logic of ideas or approaches stressed.
- Possibilities outlined for them to get results, solve problems, and be in charge.
A DE may need:
Also known as:
- Driver by Merrill, Wilson, Alessandra, and Hunsaker
- Controller by DeVille
- High-D by Inscape
- Choleric by Galen and Hippocrates
- Control-Taking by Atkins
- Ql Dominant-Hostile by Lefton
Indirect-Extroverts
Indirect-Extroverts (IE) individuals demonstrate verbal prowess, are outgoing, and prefer working with people to working with things. People generally respond well to the IE’s natural ease and charm which is particularly fortunate, as IEs need others to like them. While the IE likes center stage and is good at verbalizing, he or she must be careful not to be perceived as superficial. On occasion, the IE has been known to try to substitute charm for performance. Wanting things to run smoothly, IE people tend to relinquish control when confronted by people problems. The IE individual may also put more stock in impressions than facts, and as a result, sacrifice thoroughness to speed.
Common Strengths
- Persuasive
- Optimistic
- Self-confident
- Easy to meet
- Poised
- Enthusiastic
- Good at motivating others
- Friendly and open
IE individuals work best for a boss who will allow them to do their own thing. The IE likes variety and freedom coupled with the opportunity to be impressive. He or she will perform best under close but not stifling supervision. The IE is better at promoting than fact-finding, motivating than interpreting, and promising than delivering. Well-defined standards of performance, established deadlines, and monitored checkpoints are of great help to the IE, although he or she may initially resist these measures. The IE is especially good at initiating people oriented projects (where a ‘sell’ is required) but not always good at follow-up and follow-through. You must always listen carefully to the IE’s reason(s) for not meeting deadlines to effectively distinguish reason from rationalization.
Potential Weaknesses
- Prone to superficial analysis and generalizations
- Tends to trust people more than facts
- May be too trusting
- May not detect the warning signals of problems
- May underestimate problems and overestimate results
- Social recognition, popularity, people to talk to, freedom of speech, freedom from control and detail, favorable working conditions, recognition of abilities, chance to help others, the chance to motivate people.
- A friendly environment with time for stimulation and fun activities.
- A chance to verbalize about ideas, people, and their intuition.
- Testimonials of experts on ideas and details in writing which are not dwelled upon.
- To be involved in democratic relationships.
An IE may need:
Also known as:
- Expressive by Merrill, Wilson, Alessandra, and Hunsaker
- Entertainer by DeVille
- High-i by Inscape
- Sanguine by Galen and Hippocrates
- Adapting-Dealing by Atkins
- Q4 Dominant-Warm by Lefton
Indirect-Introvert
Indirect-Introvert (II) individuals are usually calm, friendly, and low-key. Hard working, well organized, loyal, and sincere, the II is a good team player, especially when he or she feels appreciated. When the II feels left out, however, he or she will tend to slow things down and will not demonstrate much sense of urgency. Since II persons are very patient, they can be counted upon to complete tasks and detailed projects. The II individual is usually well liked, is good at maintaining a so-called “open door policy,” and is generally one to whom you can “tell all” without fear of being judged.
Common Strengths
- Reliability
- Listens well
- Well organized
- Systematic with a “Things to Do List” approach
- Patience
- Dependability
- Finishes what is started
- Friendly
The II individual will work best for a friendly boss who takes a genuine interest in him or her as both a worker and a person. II’s work best at a self established pace in a secure and well-structured environment. Change tends to disrupt II performance because they identify with the group or organization (i.e., My Company, “My boss,” My team. The II’s patience and natural good listening ability tend to make him, or her, a good “confidante” and sounding board within any organization. Because II persons prefer a one-task-at-a-time approach, they may not always move fast enough to suit others.
Potential Weaknesses
- May be more task-oriented than concept-oriented
- May be too patient for results
- Can be too meticulous
- Tends to stay with the tried and true
- Tends not to ask for help from others
- Status quo, security of situation, time to adjust, appreciation, identification with group, work pattern, limited territory, and areas of specialization.
- A sincere, personal, and agreeable environment.
- A genuine interest shown in them as a person with personal assurances of support.
- To be asked “how” questions to get their opinions.
- Patience in defining their goals while emphasizing how their actions will minimize their risk.
- Ideas or departures from status quo presented in a non-threatening manner.
- Clearly defined roles or goals and their place in the plan.
An II may need:
Also known as:
- Amiable by Merrill, Wilson, Alessandra, and Hunsaker
- Supporter by DeVille
- High-S by Inscape
- Phlegmatic by Galen and Hippocrates
- Supporting-Giving by Atkins
- Q3 Submissive-Warm by Lefton
Direct-Introvert
Direct-Introvert (DI) individuals are accurate, attentive to detail, and disciplined and are very rarely caught unprepared. The DI individual can be, and usually is, very strict — normally backing various orders with quotes from the “book,” the “rules,” or some other higher authority. The DI is innately cautious, prefers avoiding trouble to confronting it, and so may appear evasive. People high in the Direct Introvert factor are good technically and tend to count on facts, details, and statistics to do their “fighting” for them. A very interesting facet of the DI behavior is his or her sensitivity to criticism, although they are adept at finding errors of both omission and commission in the work of others.
Common Strengths
- Precise
- Well-prepared
- Plans thoroughly
- Checks and double checks
- Attentive to detail
- Can anticipate problems
The DI individual will work best for a boss who does not press for results “yesterday.” In addition, the DI individual needs and wants sufficient lead-time to do a complete and thorough job. They prefer an environment where accuracy is valued, along with a good measure of personal integrity on the part of superiors. The DI individual is well suited to assignments requiring persistence, data collection and interpretation, dealing with tasks rather than people. Regardless of the type of work, the DI will be much more productive when everything is all neatly packaged into a system of well-defined goals, check points, and accurate data.
Potential Weaknesses
- May plan more than do
- May over-supervise
- Slow to trust others
- May concentrate on the “Small” picture
- May insist on too much written documentation
- Tends to move slowly and perhaps too cautiously
- Requires you to constantly check back in with them
- May never be satisfied with the information they have
- One-on-one relationships, emphasis on accuracy, an exact job description, a controlled work environment, no emotional outbursts.
- You to take time to prepare your case in advance.
- Straight pros and cons of ideas. Ideas supported with accurate data.
- Reassurances that they have all the facts.
- An exact job description with precise explanation of how it best fits the big picture.
- If agreeing, be specific. If disagreeing, disagree with facts, not emotions.
- You need to be prepared to provide many explanations in a patient, persistent manner.
A DI may need:
Also known as:
- Analytical by Merrill, Wilson, Alessandra, and Hunsaker
- Comprehender by DeVille
- High-C by Inscape
- Melancholy by Galen and Hippocrates
- Conserving-Holding by Atkins
- Q2 Submissive-Hostile by Lefton
Direct vs. the Indirect Styles
We can be most effective in our awareness of temperament diversity when we understand opposing styles. Direct communicators need to be aware of who the indirect communicators are in their personal and professional environments. The same goes for the indirect communicators being aware of the direct communicators in their life. Unfortunately, at times the directsunintentionally hurt the indirects feelings. A lot of personal pain and many uncomfortable situations can be avoided by the directs being more sensitive when communicating their thoughts and needs to the indirect folks.
Along the same lines, the indirects would benefit by developing a tougher skin and not taking things so personally (like tone of voice or impatient attitude) that may be coming from the directs. The indirect communicators could benefit by being more assertive when the situation calls for it. Most times it is important to express your thoughts, feelings or needs to avoid confusion or misunderstandings. Indirects tend to blow-up unexpectedly, mainly because they keep storing frustration until they can barely control their feelings, creating more stress and concerns than necessary.
NOTES
- Alessandra, Anthony, Ph.D., and Wexler, Phillip. Non-Manipulative Selling (Reston Publishing Company, 1979).
- Atkins, Stuart. The Name of Your Game (Atkins, Stuart 1982).
- Burton, Richard, The Anatomy of Melancholy.
- DeVille, Jard, Nice Guys Finish First (William Morrow & Company, 1979).
- Galen, Claudius, Second Century A.D. Philosopher and Physician, as referenced by Carl Jung in Psychological Types.
- Carlson Learning Company, Personal Profile System, Personal Profile System® Facilitation Kit.
- Gorovitz, Elizabeth, The Creative Brain II: A Revisit with Ned Hemann.
- Hunsaker, Phillip, Ph.D., and Alessandra, Anthony, Ph.D.,Art of Managing People (Spectrum, 1980).
- Jung, Carl, Psycholical Types (Harcourt, Brace & Company, 1924).
- Lefton, R., Effective Motivation Through Performance Appraisal (J. Wiley, Inc., 1977)
- Merrill, David, and Reid, Roger, Personal Styles and EffectivePerformance (Chilton Book Company, 1981).
- Training and Development Journal, December 1982, pp. 74–88.
- Wilson Learning Corporation, Social Styles Sales Strategies (Wilson Learning Corporation, 1977).
High-D — DOMINANCE DISC Profile
Temperament Tendencies
DOMINANCE (High-D) individuals demonstrate aggressiveness and are competitive, decisive, and quick to take action. They respond positively to challenge and are always ready to take on (sometime usurp) both responsibility and authority. These individuals can become frustrated and bored if things begin to run smoothly.
STRENGTHS
Competitive Results oriented Takes on responsibilities
Decisive Moves quickly and energetically Can work under pressure and also apply it
Needs to be active Direct and straightforward
High-D people work best for a boss whose competence they can respect. Since the High-D reacts positively to openness and honesty, it is important that the limits of authority be clearly communicated and enforced. The ideal environment has a fast track with challenging and unique assignments, plenty of opportunity to prove themselves, and the authority to see things through. The High-D tends to move up or to move on. They’ll get results, but the price for those results is constant change.
POTENTIAL PROBLEM AREAS
PLANNING CONTROLLING
Tends to be a fire fighter, manages by crisis May be a poor delegator
May neglect the long range Tends to be impatient
Tries to do everything all alone
May instill fear
Remember, a High-D may want:
- Authority, challenges, prestige, freedom, varied activities, difficult assignment, logical approach, opportunity for advancement.
- You to provide direct answers, be brief and to the point. Stick to business.
- To be asked “What” questions, not “How”. Logic of ideas or approaches stressed.
- Possibilities outlined for them to get results, solve problems, be in charge.
- When you are in agreement, agree with facts or idea, not person.
- Time lines or sanctions to be brought into the open, & related to the end result/goal.
High-I — INFLUENCE
INFLUENCE (High-i) individuals demonstrate verbal aggressiveness, are outgoing, and prefer working with people to working with things. People generally respond well to the High-I’s natural ease and charm which is particularly fortunate, as High-I’s need others to like them. While the High-i likes center stage and is good at verbalizing, he or she must be careful not to be perceived as superficial. On occasion, the High-i has been known to try to substitute charm for performance. Wanting things to run smoothly, High-I’s tend to abdicate when confronted by people problems. The High-i individual may also put more stock in impressions than facts, and as a result, sacrifice thoroughness to speed.
STRENGTHS
Persuasive Self-confident Poised Good at motivating others
Optimistic Easy to meet Enthusiastic Friendly and open
The High-i individual works best for a boss who will allow them to do their own thing. The High-i likes variety and freedom coupled with the opportunity to be impressive. He or she will perform best under close but not stifling supervision. The High-i is better at selling than fact-finding; motivating than interpreting; and promising then delivering. Well-defined standards of performance, established deadlines, and monitored checkpoints are of great help to the High-i, although they may initially resist these measures. The High-i is especially good at initiating people-oriented projects (where a “sell” is required) but not always good at follow-up and follow-through. You must always listen carefully to the High-I’s reason(s) for not meeting deadlines to effectively distinguish reason from rationalization.
POTENTIAL PROBLEM AREAS
PLANNING CONTROLLING
Prone to superficial analysis & generalizations May abdicate responsibility & buy excuses
Tends to trust people more than facts May be too trusting
May underestimate problems and overestimate results May not detect the warning signals
Remember, a High-i may want:
- Social recognition, popularity, people to talk to, freedom of speech, freedom from control and detail, favorable working conditions, recognition of abilities, to help others, the chance to motivate people.
- A friendly environment with time for stimulation and fun activities.
- A chance for them to verbalize about ideas, people, and their intuition.
- You to provide ideas for transferring talk to action with incentives for starting tasks.
- Testimonials of experts on ideas and details in writing which are not dwelled upon.
- To be involved in democratic relationships.
High-S — STEADINESS
STEADINESS (High-S) individuals are usually calm, friendly, and low-key. Hard working, well-organized, loyal, and sincere, the High-S is a good team player, especially when he or she feels appreciated. When the High-S feels left out, however, he or she will tend to slow things down and will not demonstrate much “sense of urgency”. Since High-S personas do not bore quickly, they are also good at repetitive, task-oriented work. The High-S individual is usually well-liked, is good at maintaining a so-called “open door policy”, and is generally one to whom you can “tell all” without fear of being judged prematurely.
STRENGTHS
Reliability Well-organized Patience Finishes what is started
Listens well Systematic Dependability Friendly
The High-S individual will work best for a friendly boss who takes a genuine interest in him or her as both a worker and as a person. High-S’s work best at a self-established pace in a secure and well-structured environment. Change tends to disrupt High-S performance, because they identify with the group or organization (i.e. “My company”, “My boss”, “My team”). The High-S’s patience and natural good listening ability tend to make him or her a “confidante” and sounding board within any organization. Because High-S’s prefer a one task at a time approach, they may not always move fast enough to suit others.
POTENTIAL PROBLEM AREAS
PLANNING CONTROLLING
May be more task oriented than concept oriented Believes that time is the great healer
Prefers a well-defined “things to do today” approach May be too patient for results
Tends not to share information Can be a procrastinator
Tends to stay with the tried and true
Remember, a High-S may want:
- Status quo, security of situation, time to adjust, appreciation, identification with group, work pattern, limited territory, areas of specialization.
- A sincere, personal, and agreeable environment.
- A genuine interest in them as a person with personal assurances of support.
- To be asked “how” questions to get their opinions.
- Patience in defining their goals while emphasizing how their actions will minimize their risk.
- Ideas or departures from status quo presented in a non-threatening manner.
- Clearly defined roles or goals and their place in the plan.
High-C — CONSCIENTIOUSNESS
Conscientiousness (High-C) individuals are accurate, attentive to detail, disciplined and are very rarely caught unprepared. The High-C individual can be and usually is very strict — normally backing various orders with quotes from the “book”, the “rules”, or some other higher authority. The High-C is innately cautious, prefers avoiding trouble to confronting it, and so may appear evasive. People high in the Conscientiousness factor are good technically and tend to count on facts, details, and statistics to do their “fighting” for them. A very interesting facet of the High-C behavior is his or her sensitivity to criticism, although they are adept at finding errors of both omission and commission in the work of others.
STRENGTHS
Precise Plans thoroughly Attentive to detail
Well-prepared Checks and double checks Can anticipate problems
The High-C individual will work best for a boss who does not press for results “yesterday”. In addition, the High-C individual needs and wants sufficient lead time to do a complete and thorough job. They prefer an environment that is supportive and reassuring, along with a good measure of personal sincerity on the part of superiors. The High-C individual is well-suited to assignments requiring persistence, data collection and interpretation, people dealings of a technical nature rather than influential. Regardless of the type of work, the High-C will be much more productive when everything is all neatly packaged into a system of well-defined goals, checkpoints, and rewards.
POTENTIAL PROBLEM AREAS
PLANNING CONTROLLING
May plan more than do May over-supervise, being slow to trust others
May concentrate on the “Small” picture May insist on too much written documentation
Tends to move slowly and perhaps too cautiously Requires you constantly check back in with them
May never be satisfied
Remember, a High-C may want:
- Security, no sudden changes, personal attention, little responsibility, exact job description, controlled work environment status quo, reassurance, to be part of a group.
- You to take time to prepare your case in advance.
- Straight pros and cons of ideas. Ideas supported with accurate data.
- Reassurances that no surprises will occur. A step-by-step approach to a goal.
- An exact job description with precise explanation of how it best fits the big picture.
- If agreeing, be specific. If disagreeing, disagree with facts, not person.
- Be prepared to provide many explanations in a patient, persistent manner.