INTERPRETIVE REPORT
MYERS-BRIGGS TYPE INDICATOR® | STEP II
ESFJ | 10
About Your Report
Your Myers-Briggs® Step II Interpretive Report is an in-depth, personalized description of your personality preferences, derived from your answers to the MBTI® assessment. It includes your Step I results and your four-letter type, along with your Step II results, which show some of the unique ways you express your Step I type.
The MBTI assessment was developed by Isabel Myers and Katharine Briggs as an application of Carl Jung’s theory of personality types. This theory suggests that we have opposite ways of directing and receiving energy (Extraversion or Introversion), taking in information (Sensing or Intuition), deciding or coming to conclusions about that information (Thinking or Feeling), and approaching the outside world (Judging or Perceiving).
Everyone can and does use each of these eight parts of personality at least some of the time but prefers one in each pair over the other, just as most people have a natural preference for using one hand rather than the other. No preference in a pair is better or more desirable than its opposite.
YOUR REPORT CONTAINS
The MBTI assessment does not measure your skills or abilities in any area. Rather, it is a tool to help you become aware of your particular style and to better understand and appreciate the helpful ways that people differ from one another.
Your Step I Results
Your Step II Facet Results
Applying Step II Results to Communicating
Applying Step II Results to Making Decisions
Applying Step II Results to Managing Change
Applying Step II Results to Managing Conflict
How the Parts of Your Personality Work Together
Integrating Step I and Step II Information
Using Type to Gain Understanding
Overview of Your Results
Extraversion You focus on the outside world and get energy through interacting with people
and/or doing things.
Sensing You notice and trust facts, details, and present realities.
Thinking
You make decisions using
logical analysis to achieve objectivity.
Judging You tend to be organized and orderly and to make decisions quickly.
Introversion
You focus on the inner world and get energy through reflecting on information, ideas, and/or concepts.
Intuition
You attend to and trust interrelationships, theories, and future possibilities.
Feeling
You make decisions using person-centered values to achieve harmony.
Perceiving
You tend to be flexible and adaptable and to keep your options open as long as possible.
Your Step I Results
The paragraphs below and the graph that follows them provide information about the personality type you reported. Each of the four preferences you indicated is shown by a line on that side of the graph. The longer the line, the more clearly you expressed that preference.
Your reported Myers-Briggs personality type
ESFJ
Your preferences
Extraversion | Sensing | Feeling | Judging
ESFJs typically are friendly, tactful, compassionate, and sympathetic, and they greatly value cooperation and harmony. They are loyal and conscientious. They persevere and get things done in a timely, orderly, and caring manner. ESFJs work to see what’s worthwhile in other people and draw that out. Even when there is conflict, they believe they can find common ground and harmony. They like being sociable and talking things over with others.
Past experience helps ESFJs solve problems. They want to be sure that ideas, plans, and decisions are based on solid fact. They pay attention to details and are practical, realistic, and down-to-earth. ESFJs like having definite routines and approaches to help them get things done, so they value consistency in themselves and others. Liking to complete what they start, they experience some tension until the job is done.
ESFJs are likely to be most satisfied in a work environment where they can work with people cooperatively. People can count on them to follow through in a friendly, organized, concerned, and practical manner.
CLARITY OF YOUR PREFERENCES: ESFJ
EXTRAVERSION
SENSING THINKING JUDGING
•
•
e s t
jVERY CLEAR
CLEAR MODERATE
•
•SLIGHT
MODERATE CLEAR
VERY CLEAR
INTROVERSION INTUITION
FEELING
PERCEIVING
30 25 20 15 10 5 0
5 10
15 20 25 30
PCI RESULTS:
EXTRAVERSION | 10
SENSING | 13
FEELING | 4
JUDGING | 3
Does This Type Fit You?
Note the parts of the preceding description that fit you and any that don’t. Your Step II results on the next pages may help clarify any areas that don’t describe you well. If the Step I type you reported doesn’t fit, your Step II results may help suggest a different type that is more accurate for you.
STEP II FACETS
Your Step II Facet Results
Extraversion
Initiating Expressive Gregarious
Active Enthusiastic
Sensing
Concrete Realistic Practical Experiential Traditional
Thinking
Logical Reasonable Questioning
Critical Tough
Judging
Systematic
Planful Early Starting Scheduled Methodical
Introversion
Receiving Contained Intimate Reflective Quiet
Intuition
Abstract Imaginative Conceptual Theoretical Original
Feeling
Empathetic Compassionate Accommodating Accepting Tender
Perceiving
Casual
Open-Ended Pressure-Prompted Spontaneous Emergent
The MBTI Step II assessment indicates some of the complexity of your personality by showing your results on five different parts, or facets, for each of the Step I preference pairs, as shown on the left. Knowing your results
on these 20 facets can help you better understand your unique way of experiencing and expressing your type.
Facts About the Facets
The five facets within a preference do not cover or explain the full meaning of the preference.
Each facet has a theme, such as “Ways to connect with others.”
Each facet has two opposite poles (e.g., Initiating and Receiving).
The facets are scored differently than are the preferences, and so your five facet scores don’t add up to your Step I preference score.
How to Read Your Step II Results
The next few pages show graphs of your facet results. Each graph includes
Brief descriptions of two opposite MBTI Step I preferences.
The names of the five facet poles associated with each Step I preference and three descriptive words or phrases for each pole.
A line indicating your score. The length of the line shows how clearly you scored toward that pole.
You are more likely to favor the pole on the same side as your Step I preference, an in-preference result, represented by a score of 2–5 on a blue background. Thus you are more likely to favor the Initiating pole if you prefer Extraversion and the Receiving pole if you prefer Introversion.
Or you might favor a pole that is opposite to your Step I preference, an out- of-preference result, represented by a score of 2–5 on the opposite side on a dark green background.
Or you might show no clear preference for either pole, a midzone result, represented by a score of 0 or 1 on either side on a light green background.
Below each graph is a chart describing your facet results. The left column lists the facet theme (e.g., “Ways to connect with others”), your facet result, and
its category (in-preference, out-of-preference, or midzone). The middle and right columns list ways people with your facet results are typically described.
If a set of statements in the chart doesn’t seem to fit, perhaps you would be better described by the opposite pole or the midzone. To understand an opposite facet pole, read the short descriptors for each in the graph above.
EXTRAVERSION
Directing energy toward the outer world
of people and objects
INTROVERSION
Directing energy toward the inner world of experience and ideas
IN-PREFERENCE MIDZONE OUT-OF-PREFERENCE
INITIATING
Sociable, congenial, introduce people
EXPRESSIVE
Demonstrative, easier to know, self-revealing
GREGARIOUS
Want to belong, broad circle, join groups
ACTIVE
Interactive, want contact,
listen and speak
ENTHUSIASTIC
Lively, energetic, seek spotlight
•
•
•
•
RECEIVING
Reserved, low-key, are introduced
CONTAINED
Controlled, harder to know, private
INTIMATE
Seek intimacy, one-on-one, find individuals
REFLECTIVE
Onlooker, prefer space, read and write
QUIET
Calm, enjoy solitude, seek background
•
5 4 3 2
1 0 1
2 3 4 5
Ways to connect with others INITIATING
in-preference
Are assertively outgoing in social situations, planning and directing gatherings.
Act as a social facilitator.
Carry out social obligations with finesse, introducing people to each other with ease.
Enjoy linking people whose interests are similar.
Genuinely want people to interact and get to know each other.
Communicating feelings, thoughts, interests
EXPRESSIVE
in-preference
Talk a lot!
Find it easy to express your feelings and interests to others.
Are seen by others as cheerful, warm, and humorous.
Are easy to get to know.
May sometimes wonder whether you’ve talked too much or said inappropriate or perhaps embarrassing things.
Breadth and depth of relationships
GREGARIOUS–INTIMATE
midzone
Like large group activities or one-on-one conversations at different times.
Find that your degree of comfort with strangers depends on the situation.
May not want many intense intimate relationships.
Are moderately comfortable relating to casual acquaintances.
Appear outgoing at times and reserved at other times.
Ways to communicate, socialize, learn
Prefer active participation rather than passive observation.
Like to communicate in person, either face-to-face or voice-to-voice.
ACTIVE
in-preference
Learn better by doing, hearing, and asking questions than by reading and writing.
Would rather talk than write about a topic.
Level and kind of energy ENTHUSIASTIC
in-preference
Like being where the action is.
Often seek to be the center of attention.
Show wit and humor when you talk with others.
Feel that life is meant to be exciting. Catch others up in your enthusiasms.
Get bored without activity, so you make it happen and often engage others in it.
SENSING
Focusing on what can be perceived
using the five senses
INTUITION
Focusing on perceiving patterns and interrelationships
IN-PREFERENCE
MIDZONE
OUT-OF-PREFERENCE
CONCRETE
Exact facts, literal,
tangible
REALISTIC •
Sensible, matter-of-fact,
seek eficiency
PRACTICAL
Pragmatic, results oriented,
applied
EXPERIENTIAL •
Hands-on, empirical,
trust experience
TRADITIONAL
Conventional, customary,
tried-and-true
•
•
•
ABSTRACT
Figurative, symbolic,
intangible
IMAGINATIVE
Resourceful, inventive,
seek novelty
CONCEPTUAL
Scholarly, idea oriented,
intellectual
THEORETICAL
Seek patterns, hypothetical,
trust theories
ORIGINAL
Unconventional, different,
new and unusual
5 4 3 2
1 0 1
2 3 4 5
Focus of attention CONCRETE
in-preference
Are grounded in reality and trust the facts. Interpret things literally.
Are cautious about making inferences.
May find it hard to see trends and link facts to the bigger picture.
Begin with what you know to be true, and have all the facts in order before moving on.
May be seen by others as resistant to change, although you may not see yourself that way.
How information is used REALISTIC
in-preference
Take pride in your common sense and ability to realistically appraise situations.
Value efficiency, practicality, and cost- effectiveness.
Are seen as matter-of-fact and sensible.
Appreciate direct experiences and tangible results.
Believe that good techniques lead to good results.
How ideas are used PRACTICAL
in-preference
Find that applying ideas is more appealing than the ideas themselves.
Need to see an idea’s application to understand it.
Are impatient listening to ideas if a practical use isn’t the end result.
Favor practical utility over intellectual curiosity.
Kind of knowledge trusted EXPERIENTIAL
in-preference
Learn best from direct, hands-on experience and rely on it to guide you.
Are careful not to generalize too much.
Focus more on the past and present than the future.
Concentrate on what is happening now rather than thinking about meanings and theories.
May sometimes get stuck on details at the expense of larger considerations.
Approach to traditions TRADITIONAL
in-preference
Identify strongly with what is familiar.
Are comfortable with the tried-and-true because it provides a precedent to follow.
Admire and support established institutions and methods.
Are reluctant to change things that are working well.
Enjoy participating in traditions at work and at home.
THINKING
Basing conclusions on logical analysis
with a focus on objectivity
FEELING
Basing conclusions on personal or social values with a focus on harmony
OUT-OF-PREFERENCE
MIDZONE
IN-PREFERENCE
LOGICAL
Impersonal, seek impartiality,
objective analysis
REASONABLE
Truthful, cause-and-effect,
apply principles
QUESTIONING
Precise, challenging, want discussion
CRITICAL
Skeptical, want proof,
critique
TOUGH
Firm, tough-minded,
ends oriented
•
•
EMPATHETIC
Personal, seek harmony, central values
COMPASSIONATE
Tactful, sympathetic, loyal
ACCOMMODATING
Approving, agreeable, want harmony
ACCEPTING
Tolerant, trusting, give praise
TENDER
Gentle, tenderhearted, means oriented
•
•
•
5 4 3 2
1 0 1
2 3 4 5
Ideal decision-making
Value accuracy and precision.
Are seen by others as rational.
approach
Look for pros and cons when making
May not always apply logic well.
LOGICAL
a decision.
out-of-preference
Actual decision-making method
Trust your own values as a reliable basis for decision making.
Are influenced by your likes and dislikes in making decisions.
COMPASSIONATE
in-preference
Are in touch with your own and others’ feelings and values.
Subjectively decide, based on benefit and harm to the people involved.
Ways to handle differences
Ask questions only as needed.
Question and disagree in a style that is
QUESTIONING– ACCOMMODATING
midzone
Ask questions mildly and tactfully with the goal of facilitation.
neither confrontational nor conciliatory.
Become more confrontational and direct when an important value is threatened.
Communicating about disagreements
Readily point out what’s wrong in areas of importance.
May take offense readily when you or your ideas are criticized.
CRITICAL
out-of-preference
May sometimes be seen as rude and tactless.
May be seen by others as overly sensitive and thin-skinned.
How to carry out decisions
Take into account both emotional issues and
Prefer a conciliatory approach in general,
TOUGH–TENDER
midzone
potential outcomes.
Will push those who are reluctant toward
but will become tough when the issue really
matters to you.
action.
Are devoted and loyal to people close to you.
JUDGING
Preferring decisiveness and closure
PERCEIVING
Preferring flexibility and spontaneity
IN-PREFERENCE
MIDZONE
OUT-OF-PREFERENCE
SYSTEMATIC
Orderly, structured, dislike diversions
CASUAL
Relaxed, easygoing, welcome diversions
PLANFUL
Future focused, advance planner, make firm plans
EARLY STARTING
Motivated by self-discipline, steady progress, late start stressful
SCHEDULED
Want routine, make lists,
procedures help
METHODICAL
Plan specific tasks, note subtasks, organized
•
•
OPEN-ENDED
Present focused, go with the flow, make flexible plans
PRESSURE-PROMPTED
Motivated by pressure, bursts and spurts, early start unstimulating
SPONTANEOUS
Want variety, enjoy the unexpected, procedures hinder
EMERGENT
Plunge in, let strategies emerge, adaptable
•
•
•
5 4 3 2
1 0 1
2 3 4 5
General organizational style CASUAL
out-of-preference
Are seen as relaxed and easygoing.
Enjoy life best when not rushing through things.
Like the challenge of having to adapt to a change in structure.
Prefer a casual work setting.
Don’t mind interruptions as long as work doesn’t suffer.
Are willing to tighten your schedule to make up for delays caused by your casual approach.
Approach to planning
Like to make long-range plans, especially for
May enjoy the planning more than the doing.
PLANFUL
in-preference
leisure activities.
Enjoy looking ahead and planning for the
Feel that long-range planning makes you more efficient and ensures that things will
future.
happen the way you want.
Ways to manage time pressures
Are likely to find it hard to get started on a task too far in advance of the deadline.
Work best when the deadline is close enough to cause moderate pressure.
EARLY STARTING–
PRESSURE-PROMPTED
midzone
Find the pressure of an approaching deadline motivating.
Have some plans committed to paper as you get started.
Use of schedules and routines SCHEDULED
in-preference
Are comfortable with routines and don’t like them upset.
Like established methods and procedures.
Others may be more aware of your routines than you are.
Prefer to control how you spend your time.
Enjoy scheduling both work and fun activities.
Appear rather predictable but like it that way.
Approach to completing large tasks
Prefer having detailed plans in an unfamiliar situation.
Don’t need to have all the steps in place before you move ahead.
METHODICAL–EMERGENT
midzone
Are comfortable without a plan when quite sure of yourself.
Will go with the flow or get to the bottom line, depending on the situation.
Applying Step II Results to Communicating
All aspects of your type influence how you communicate, especially as part of a team. Nine of the facets are particularly relevant to communication. Your preferences for these nine facets along with tips for better communication appear below.
In addition to the tips in the table, keep in mind that communication for every type includes
Telling others what kind of information you need.
Asking others what they need.
Monitoring your impatience when other styles dominate.
Realizing that others likely are not trying to annoy you when they use their own communication styles.
YOUR FACET RESULT COMMUNICATION STYLE ENHANCING YOUR STYLE
Initiating
Start interactions by helping people get to know one another.
Make sure that people actually need and want these introductions.
Expressive
Say whatever is on your mind to anyone who will listen.
Recognize when it’s important not to say what’s on your mind and then don’t say it.
Active
Like to communicate and interact with others face-to-face.
Recognize when face-to-face communication may be intrusive or unnecessary.
Enthusiastic
Readily show enthusiasm for the subject at hand.
Be careful not to overwhelm and override others; make sure you ask for input.
Concrete
Talk about the here-and-now detail.
Be open to the inferences that can arise from the details.
Questioning– Accommodating midzone
Ask some questions comfortably as long as this doesn’t impede group consensus.
Choose carefully when you need to agree or when you need to ask questions.
Critical
Naturally take a critiquing stance to just about everything.
Recognize that others may mistake your critiquing for personal criticism and be clear when this isn’t your intent.
Tough–Tender
midzone
Take a tough or a tender stance depending on the circumstances.
Be aware that under stress, you are likely to be tough.
Methodical–Emergent
midzone
May or may not give others detailed procedures for the task, depending on the circumstances.
Pay attention to which focus others need for a particular task.
Applying Step II Results to Making Decisions
Effective decision making requires gathering information from a variety of perspectives and applying sound methods of evaluating that information. Knowledge of the Step II facets gives us specific ways to enhance our decision making, especially those facets related to Sensing, Intuition, Thinking, and Feeling. Below are general questions associated with those facets. The facet poles you prefer are in blue italics. If you are in the midzone, neither pole is highlighted.
SENSING
INTUITION
Concrete:
What do we know? How do we know it?
Abstract:
What else could this mean?
Realistic:
What are the real costs?
Imaginative:
What else can we come up with?
Practical:
Will it work?
Conceptual:
What other interesting ideas are there?
Experiential:
Can you show me how it works?
Theoretical:
How is it all interconnected?
Traditional:
Does anything really need changing?
Original:
What’s a new way to do this?
THINKING
FEELING
Logical:
What are the pros and cons?
Empathetic:
What do we like and dislike?
Reasonable:
What are the logical consequences?
Compassionate:
What impact will this have on people?
Questioning:
But what about…?
Accommodating:
How can we make everyone happy?
Critical:
What’s wrong with this?
Accepting:
What’s beneficial in this?
Tough:
Why aren’t we following through now?
Tender:
What about the people who will be hurt?
Six different ways of evaluating information, called decision-making styles, have been identified based on two facets of the Thinking–Feeling preference pair: Logical–Empathetic and Reasonable–Compassionate.
Your style is Logical and Compassionate. This style means that you likely
Work very hard to gain consensus.
Are generally seen as self-determined, efficient, and confident while also being flexible and caring.
Sometimes appear unpredictable in your decisions.
Regret decisions that you made when your compassion overruled your initial logical approach.
TIPS
In individual problem solving, start by asking all the questions in the chart above.
Pay careful attention to the answers. The questions that are opposite to the ones in blue italics may be key since they represent perspectives you aren’t likely to consider.
Try to balance your decision-making style by considering the less preferred parts of your personality.
In group problem solving, actively seek out people with different views. Ask for their concerns and perspectives.
Do a final check to make sure that all the questions above have been asked and that different decision-making styles are included.
If you are missing a perspective, make extra efforts to consider what it might add.
Applying Step II Results to Managing Change
Change seems to be inevitable and affects people in different ways. To help you deal with change,
Be clear about what is changing and what is remaining the same.
Identify what you need to know to understand the change and then seek out that information.
To help others deal with change,
Encourage open discussion about the change; be aware that this is easier for some than for others.
Make sure that both logical reasons and personal or social values have been considered.
Your personality type also influences your style of managing change, particularly your results on the nine facets below. Review the facets and tips for enhancing your response to change.
YOUR FACET RESULT CHANGE MANAGEMENT STYLE ENHANCING YOUR STYLE
Expressive
Freely share your feelings about the change with others.
Limit your expressiveness to those who appreciate your style; give others time to think things through.
Gregarious–Intimate
midzone
Talk to many or a few people, depending on your situation and who is available.
Make sure to pick the most appropriate people to talk to, not just those who are available.
Concrete
May get stuck on some aspects of change and ignore others.
Ask someone to help you move from the facts and details to reasonable possibilities.
Realistic
Focus on the commonsense aspects of the change.
Realize that commonsense outcomes may not be immediately apparent.
Experiential
Want to see an example of how the change will work.
Accept that the impact of some changes can’t be demonstrated in advance.
Traditional
Hope that many of the established ways of doing things will continue.
Accept that some changes are necessary and may promote continuity in the long run.
Tough–Tender
midzone
Start with a tender stance but may become tough.
Stay open to the people issues as long as possible.
Planful
Plan as far in advance as possible for the changes.
Allow for the unexpected in your long-range plan—it will happen!
Methodical–Emergent
midzone
Know some steps involved in implementing the change but don’t need to know all of them.
Be aware that when there are lots of unknowns, more steps are helpful; when more is known, fewer steps are needed.
Applying Step II Results to Managing Conflict
Conflicts are inevitable when working with others. People of distinct personality types may differ in what they define as conflict, how they react to it, and how they reach resolution. Although sometimes unpleasant, conflicts often lead to improved work situations and enhanced relationships.
Part of conflict management for every type includes
Taking care of getting the work done while maintaining your relationships with the people involved.
Recognizing that all perspectives have something to add, but any perspective used in its extreme and to the exclusion of its opposite will ultimately impede conflict resolution.
The table below explains how your results on six Step II facets may affect your efforts to manage conflict.
YOUR FACET RESULT CONFLICT MANAGEMENT STYLE ENHANCING YOUR STYLE
Expressive
Discuss the conflict and your emotional reactions to it immediately.
Be aware that even though others may not speak up immediately, they may feel strongly about the issue.
Gregarious–Intimate
midzone
Involve either many people or a few trusted others in resolving the conflict, depending on the situation.
Make sure that your approach fits the particular situation; you may need to either increase or reduce the number of people you involve.
Questioning– Accommodating midzone
Ask some questions for clarification before reaching agreement.
Be careful that your style of questioning does not come off as confrontational.
Critical
Point out what is still wrong and needs correcting.
Realize that your style may upset others and try to pull back and be more accepting.
Tough–Tender
midzone
Wait until the group has tried to reach consensus; if it doesn’t, push for your own way.
Monitor the timing of when you give up on consensus and push to action.
Early Starting– Pressure-Prompted midzone
Have a good sense of when you need to start so as not to upset co-workers.
Continue to monitor when you start on projects with others and be sensitive to their needs.
In addition to your facet results, your decision-making style (as explained earlier) affects how you manage conflict. Your decision-making style is Logical and Compassionate. You likely intend to take a dispassionate approach to conflict but end up being overly kind and considerate to people. To make your efforts to manage conflict more effective, be aware that others may see you as inconsistent or as playing favorites. Try to be clear on what you are doing and why.
How the Parts of Your Personality Work Together
The essence of type involves the way people take in information (Sensing or Intuition) and how they make decisions (Thinking or Feeling). Each type has a favorite way of doing those two things. The two middle letters of your
four-letter type (S or N and T or F) show your favorite processes. Their opposites, whose letters don’t appear in your four-letter type, are third and fourth in importance for your type. Remember—you use all parts of your personality at least some of the time.
Fe
1 FEELING
Best
THINKING 4
Least
Here’s the way it works for ESFJs:
Ti
Si
INTUITION 3
Third
N
2 SENSING
Next
Using Your Favorite Processes
People who prefer Extraversion like to use their favorite process mostly in the outer world of people and things. For balance, they use their second process in their inner world of ideas and impressions. People who prefer Introversion tend to use their favorite process mostly in their inner world and to balance this with the use of their second process in the outer world.
Thus ESFJs use
Feeling mainly externally (Fe) to communicate what’s important to themselves and others.
Sensing mainly internally (Si) to consider the facts and details they have found.
Using Your Less Favored Processes
When you frequently use the less preferred parts of your personality, Intuition and Thinking, remember that you are working outside your natural comfort zone. You may feel awkward, tired, or frustrated at these times. As an ESFJ,
you may become excessively focused on harmony at first and then express strong criticism of others as well as doubting your own competence.
To bring back some balance, try the following:
Take more breaks in your activities when you are using these less familiar parts of your personality— Intuition and Thinking.
Make an effort to find time to do something enjoyable that involves using your favorite processes— Feeling and Sensing.
Using Your Type Effectively
ESFJs’ preference for Feeling and Sensing makes them mostly interested in
Creating and maintaining harmony in their own and other people’s lives.
Using the facts and experiences they have acquired.
They typically devote little energy to the less preferred parts of their personality, Thinking and Intuition. These parts may remain inexperienced and be less available for use in situations where they might be helpful.
As an ESFJ,
If you rely too much on your Feeling, you may overlook the flaws, the pros and cons, and the logical implications of your decisions.
If you pay attention exclusively to your Sensing, you are likely to miss the big picture, other meanings of the information, and new possibilities.
Your personality type is likely to develop in a natural way over your lifetime. As people get older, many become interested in using the less familiar parts of their personality. When they are in midlife or older, ESFJs often find themselves devoting more time to things that were not very appealing when they were younger. For example, they report greater pleasure in tasks that require logical analysis and in considering new ways of doing things.
How the Facets Can Help You Be More Effective
Sometimes a particular situation calls for using a less preferred part of your personality. Your facet results can make it easier for you to temporarily adopt a less natural approach. Begin by identifying which facets are relevant and which poles are more appropriate to use.
If you are out-of-preference on one or more of the relevant facets, make sure to focus on using approaches and behaviors related to those out-of-preference facets.
If you are in the midzone, decide which pole is more appropriate for the situation at hand and make sure you use approaches and behaviors related to that pole.
If you are in-preference, ask someone at the opposite facet pole for help in using that approach or read a description of that pole to get clues for modifying your behavior. Once you have a good approach, resist shifting back into your comfort zone.
Here are two examples of how to apply these suggestions.
If you are in a situation where your natural way of taking in information (Sensing) may not be appropriate, try to modify your Concrete approach (an in-preference result) by considering the meanings and implications of your factual information (Abstract).
If you are in a situation where you might need to adapt your way of getting things done (Judging), try to modify your Scheduled approach to accomplishing tasks (an in-preference result) by asking yourself if staying open to unexpected events (Spontaneous) might lead to better results in this particular situation.
YOUR STEP II
INDIVIDUALIZED TYPE
Logical Critical CasualIntegrating Step I and Step II Information
When you combine your Step I reported type and your Step II out-of- preference facets, the result is your Step II individualized type, shown on the left.
If, after reading all the information in this report, you don’t think you have been accurately described, perhaps a different four-letter type or some variation on the facets will fit you better.
To help you figure out your best-fit type,
Focus on any type letters you thought were incorrect or any preference pairs on which you had some out-of-preference or midzone facet results.
Read the type description for the type you would be if the letter or letters you question were the opposite preference.
Consult your MBTI interpreter for suggestions.
Observe yourself and ask others how they see you.
Using Type to Gain Understanding
Knowledge of type can enrich your life in several ways. It can help you
Better understand yourself. Knowing your own type helps you understand the assets and liabilities of your typical reactions.
Understand others. Knowing about type helps you recognize that other people may be different. It can enable you to see those differences as useful and broadening, rather than annoying and restricting.
Gain perspective. Seeing yourself and others in the context of type can help you appreciate the legitimacy of other points of view. You can then avoid getting stuck in believing your way is the only way. No perspective is always right or always wrong.
Reading about type and observing yourself and others from the standpoint of type will enrich your understanding of personality differences and encourage constructive use of those differences.
Overview of Your Results
Your Four-Letter Type from the Step I Assessment
ESFJs tend to be warmhearted, talkative, conscientious, thorough, and born cooperators. They need harmony and are good at creating it. ESFJs like working with others and are often doing something nice for someone. They need encouragement and praise and like to directly and visibly affect people’s lives.
YOUR RESULTS ON THE 20 FACETS FROM THE STEP II ASSESSMENT
MIDZONE
Initiating Expressive Gregarious
Active
Enthusiastic
•
•
•
•
•
Receiving Contained Intimate Reflective
Quiet
Concrete
Realistic •
Practical
Experiential Traditional
•
•
•
Abstract Imaginative Conceptual Theoretical
Original
Logical Reasonable Questioning
Critical
Tough
•
•
Empathetic Compassionate Accommodating Accepting
Tender
Systematic
Planful
•
Early Starting
Scheduled •
Methodical
Casual
Open-Ended Pressure-Prompted Spontaneous Emergent
•
•
•
•
•
•
•
5 4 3 2
1 0 1
2 3 4 5
YOUR STEP II INDIVIDUALIZED TYPE
Logical, Critical, Casual ESFJ
+1 800 624 1765 | www.themyersbriggs.com | © Full copyright information appears on page 1.
INTERPRETIVE REPORT
MYERS-BRIGGS TYPE INDICATOR® | STEP II
ESFJ
The post INTERPRETIVE REPORT MYERS-BRIGGS TYPE INDICATOR® | STEP II™ ESFJ | 10 About appeared first on PapersSpot.
