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The Art of Introspection and Exercises for Self-Improvement Be Yourself & Know Your People

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What type of Individual/Leader are you?  What about your peers, supervisors, or subordinates. We are all distinct, so how do we all get along in a dynamic agile multi-domain operational environment. Continue reading for 3 example introspection/self-analysis tools available to help you answer all of these questions and more.

The Challenge

At your discretion, feel free to disclose your results with your peers, raters, and ratees.

challenge photoI would also recommend reading up more on the psychology behind each of these practices to understand how to better identify your strengths/weaknesses so you can work to enhance the strengths and overcome the perceived weaknesses.

Taken together, these assessments will help cultivate your behavior, temperament, and personality to be able to achieve and exceed your goals both as an individual and as a leader. If shared amongst your peers and subordinates, they will also help you motivate others, assign tasks to match behaviors, and assemble teams of complementary strengths and weaknesses.

Note that there are no “good” or “bad” personality types – each has unique attributes that make them special and capable in certain circumstances.

DISC Model

Dominance/Influence/Steadiness/Conscientiousness.

This model provides insights into behavior and the differences between individuals. It helps to identify the potential contribution your strengths bring to the team and what you can do to communicate better with people whose strengths are different from your own. It will assess whether someone is more task-oriented (make decisions based on facts) or people-oriented (makes decisions based on emotions).

Practical

Note that the highest percentage amongst the results is likely to be your most dominant personality factor, the second highest your next most dominant personality factor, and so on.

Reference

To understand your classical score “profile” pattern, read more about the DISC Profile Shapes and how to interpret the Patterns; each statistical combination is given a single descriptive term that captures the essence of that profile.

We also recommend reading more about the Behavioral Assessments for further tendencies, dislikes, overuses, relating behaviors, strategies for success, and what each behavioral dimension needs others to do.  Below is a quick summation of each.

  • Dominance (direct + task-oriented): Focuses on shaping the environment by overcoming opposition to accomplish results; wants to be in charge, likes new opportunities and challenges, likes initiating change and taking risk, wants wide scope of operations, likes to “do it and do it now”; dislikes losing control over the environment, appearing weak or soft, boredom, being tied to routine.
  • Influence (direct + people-oriented): Focuses on shaping the environment by influencing or persuading others; wants to be involved with people, wants to have fun while getting things done, likes to help people talk things out; dislikes being blamed for things gone wrong, having people be upset with them, not being like, public humiliation.
  • Steadiness (indirect + people-oriented): Focuses on cooperating with others to carry tasks; likes to be involved with people, wants everyone to do their share, likes things to run smoothly, wants stability and security, wants a conflict-free environment; dislikes situation where nobody knows what is happening, confusion and instability, lack of clarity on expectations, situations requiring aggressive confrontations.
  • Conscientiousness (indirect + task-oriented): Focuses on working conscientiously with existing circumstances to ensure quality and accuracy; wants specific criteria for performance, likes accuracy, likes setting and meeting high standards, wants opportunities to analyze and assess, likes logical, systematic approaches to work; dislikes personal criticism, changes and surprises that may affect their performance, situations that require talking about their personal life.

 

Four-Temperament Test

Thinker/Doer/Talker/Watcher.

Our natural temperament influences the outcome of each type of interaction we have with other people.  This model can aid you in understanding how to improve as a public speaker, knowing what the best learning environment is for a person, and especially how to understand others and get along with them.

Once you know another’s primary style of behavior, it also becomes easier to predict how they’ll react to various situations — the difference to a solid working relationship could be as simple as speaking quickly and getting right to the point versus taking the time to explain in arduous details, or by playing devil’s advocate and letting the other argue against you, thus selling themselves on your idea!

Practical

Note on the provided results: sanguine refers to (talker), choleric (doer), melancholic (thinker), and phlegmatic (watcher). It’s a Greek thing. Also, talker and doer are often classified as extraverted temperaments while thinker and watcher are introverted temperaments. We often have a combination of all four temperaments, however, each person does exhibit a dominant one.

Reference

Below is a quick summation for each of the temperaments.

  • Talker: naturally expressive, sociable, charming and friendly, easily establishes rapport with the audience, speaks in a dynamic manner, takes shortcuts, often disorganized, fails to act, and easily distracted; they learn through discussion, need to question, challenge, and discuss the subject until they understand it.  Desires social approval and thus will avoid making a decision until everyone is happy.
  • Doer: work-oriented, a natural leader, exhibits confidence, has a strong voice, tends to make decisions quickly, likes solving problems to achieve results, organized and perfectionist; they learn by trying something out and finding out what works and does not work for them.  Has a low tolerance for long discussions, wants to get straight to the point, and resents time-wasters.
  • Thinker: naturally introspective, creative, emotionally sensitive, appears intelligent and highly analytical, deep-thinker, tends to show a less dynamic speech delivery; they learn ideas quickly and get frustrated waiting for others, they like lectures, and somebody to advise and tell them what to do next.  Will generally look for what’s wrong with any situation and are annoyed when rushed.
  • Watcher: naturally calm, relaxed and quiet, cool and collected, easy-going attitude and speech may appear boring; they learn by being shown how to do something, to see examples of what works and what does not, then they imitate what they have seen.

 

Jung Personality Test

This model measures your preferences for dealing and relating to people, processing information, making decisions and organizing your life. Why take this test? Understanding the personality types of team members provides information about how individuals are likely to carry out their work and interact with each other.

Practical

Reference

Check out this link for famous people with your same personality type.

Disclaimer

I hope this was helpful!  Please pass along as you’d like to help further your personal development.

Note that the practicals identified above have no affiliation with Air Force Leader and are provided only as an example free resource.

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