WHERE CAREER SATISFACTION COMES FROM

Introduce Yourself
The quest to find your dream job needn't be a lonely one. Visit our Message Board to chat with your instructor and fellow
classmates.
Don't know what to say? tart off with why you're taking this course. !hat do you ho"e to achie#e once you'#e finished
it? $re you looking for a com"letely new career% or seeking to make your current "osition more fulfilling? &et us know.
&et's start with this question' (!hat is the ideal job% anyway?(
The right job enhances your life. )t is "ersonally fulfilling because it nourishes the most im"ortant as"ects of your
"ersonality. )t suits the way you like to do things and reflects who you are. )t lets you use your innate strengths in ways
that come naturally to you% and it doesn't force you to do things that you don't do well *at least not too often+.
,ow can this course hel"? By introducing you to yourself. -sing .ersonality Ty"es will hel" you become more self/aware.
0nowing who you are makes it easier to find out what you like to do. $s you work your way through the online materials%
you'll learn what your Ty"e is% as well as what makes you tick. By the end of this course% you'll ha#e a solid foundation
from which to continue the search for a s"ecific career suited to your Ty"e's needs. 1uestions? 2omments? Visit the
Message Board and e3"ress yourself.
,ow can you tell if you're in the right job? Below are some general guidelines. )f you're not currently em"loyed% kee"
them in mind as you search for your ideal job. )f you are em"loyed% see how your "resent job measures u".
)f you're in the right job% you should'
&ook forward to going to work *most of the time4+
5eel energi6ed by what you do
5eel that your contribution is res"ected and a""reciated
5eel "roud when describing your work to others
7njoy and res"ect the "eo"le you work with
5eel o"timistic about your future
$s general guidelines% these don't a""ly equally to e#ery "erson% because career satisfaction is strongly linked to "eo"les'
moti#ations and needs. 5or e3am"le% if a "erson is highly moti#ated to accumulate wealth and "ower% than he or she will
be ha""iest in a job that "ro#ides these things. imilarly% "eo"le whose "rimary moti#ation is to hel" others are ha""iest
in jobs that allow them to do just that. More than any other tool% Ty"e hel"s "eo"le tune into their own moti#ators //
the first ste" in finding a satisfying job.
That said% let's continue by actually e3amining the conce"t of Ty"e.
Personality Type is a remarkable system for understanding "eo"le and why they do what they do. $ few basics'
There are 89 distinctly different "ersonality Ty"es% and e#eryone has one (true( Ty"e that fits him or her best
7ach Ty"e has its own natural strengths% "otential weaknesses% innate "redis"ositions% and tendencies
$ll Ty"es are equally #aluable: there are no better or worse% healthier or sicker% smarter or dumber Ty"es
$lthough "eo"le of the same Ty"e are similar in many ways% all "eo"le are unique indi#iduals because they ha#e
different genes% "arents% u"bringings% etc.
!e're all born with a Ty"e that does not change throughout our life
.ersonality Ty"e is a de#elo"mental model: although our Ty"es remain the same% we all grow and de#elo" as a result
of life e3"eriences
Ty"e is not situational. .eo"le ha#e a wide range of beha#iors that allow us to act differently at% say% a ballgame or
a funeral% but our beha#iors // not our Ty"es // change based on the situation
rief History and !ses of Personality Type
The "o"ular use of Ty"e is the result of the work of wiss "sychologist 2arl ;usta# <ung and two $merican women%
0atherine Briggs and her daughter% )sabel Briggs Myers. <ung% a "sychoanalyst% belie#ed that seemingly un"redictable
and random beha#ior was actually quite "redictable once a "erson's underlying mental functions and attitudes were
understood.
0atherine Briggs% long interested in the ways "eo"le were similar and different% was working on her (Ty"ing( system
when she began studying <ung's work. 5ortunately% she interested her then/young daughter% )sabel% in Ty"e.
)sabel was an e3ce"tionally gifted young woman who was so distraught by the terrible suffering in !orld !ar )) that she
resol#ed to try and do something that might hel" "eo"le understand each other% and "erha"s a#oid wars in the future.
To make a remarkable story quite short% )sabel and her mother began what was to become )sabel's life work' making
<ung's insights into "ersonality understandable and useful to the a#erage "erson. =#er a "eriod of >? years% )sabel
clarified and e3"anded <ung's work and de#elo"ed a "sychological assessment instrument identifying the si3teen
different "ersonality ty"es that she named the Myers/Briggs Ty"e )ndicator *MBT)+ instrument.
Today% the MBT) has been translated into do6ens of languages and is used daily by a majority of the 5ortune @??
com"anies. The <ungAMyers model of .ersonality Ty"e is the most widely used "ersonality assessment in the world% used
in many settings% including business% education% and counseling.
!hy do so many "rofessionals rely on Ty"e? Bead on // that's what we'll co#er in the ne3t section.
"o W#at You $i%e
Ty"e doesn't "redict success. Cor does it determine intelligence. )t does hel" us find out what moti#ates and energi6es
an indi#idual. These elements are what you should look for in the work you choose to do. 7ssentially% the secret of
career satisfaction lies in doing what you enjoy most.
WHY TYPE IS MORE HE$PF!$ THAN OTHER APPROACHES
Ho& Personality Type Is !sed
Throughout the world% .ersonality Ty"e is used to hel"'
.eo"le find satisfying careers
Teams "erform more effecti#ely
Teachers reach their students
.eo"le better understand themsel#es% their s"ouses% and children
Managers moti#ate em"loyees
Besol#e un"roducti#e conflicts
Marketers target their markets
Traditionally% career counselors hel" "eo"le identify their interests% skills% and #alues% belie#ing that the more of these
that are "resent in a job% the more satisfied the "erson will be. $lthough this a""roach makes a certain amount of sense%
the truth is that all three of these change o#er time // es"ecially in young "eo"le.
Most of us make im"ortant "ersonal decisions early in life // usually in high school or college // before we'#e e#en had
the kind of life e3"eriences that allow us to know oursel#es well. Because of this% the #alues% interests% and abilities we
identify often change by the time we're out in the work force. 2onsequently% a career that might ha#e seemed like a
good fit at age D? is often not satisfying to the same "erson at age E@.
Think about yourself. ,ow did you end u" in your "resent career or job? Did you follow a careful% well/thought/out "lan
based on a really good sense of who you are and what you need to be ha""y in a job? )f so% you're definitely in the
minority4 5or most of us% the decision was made with considerably less insight and care. )f you think about it% most
"eo"le "ut more thought and time into researching the best car for them than they do the best career4
Today% as when ) was growing u"% "arents // and in some cases teachers // hold the most influence o#er their children's
future career directions. ;ranted% in those days% more children were encouraged to "ursue traditional routes' girls were
steered toward nursing and teaching% boys toward business and engineering. 5requently% children were e3"ected to
enter their family business% with little thought about whether or not they were suited to it.
0ids who liked to argue were often encouraged to be lawyers. Many graduated from law school without reali6ing that
only a #ery small "ercentage of lawyers e#er enter a courtroom *and therefore make a li#ing arguing4+. $ number of my
friends were told% from a #ery early age% that they would become doctors. $s a result of ha#ing this message "ositi#ely
reinforced // almost on a daily basis o#er se#eral years // a lot of them ended u" in medicine. $nd while some ha#e had
satisfying careers% many others ha#e not. !hy? They were ne#er really suited to medicine in the first "lace // they only
thought they were.
5ortunately for today's job seekers% much has changed. There has been a gradual and steady shift towards the belief that
it's im"ortant for "eo"le to enjoy their work. $nd when they do% they're not only ha""ier and healthier% but they also do
a better job for their em"loyers. Because identifying one's #alues% interests% and abilities does not "redict career
satisfaction or success% career "rofessionals ha#e disco#ered new tools to hel" them hel" their clients. $nd one of the
best is .ersonality Ty"e.
.ersonality Ty"e is such an im"ortant #ariable and useful career "redictor because it remains constant throughout a
"erson's life. )t hel"s "eo"le understand who they are // the innate way each of us naturally sees the world and likes to
make decisions. $lthough all indi#iduals are unique% "eo"le of the same ty"e often share enormous similarities in the
kinds of work acti#ities they find satisfying.
!hile .ersonality Ty"e is not the only "iece of the "u66le% in the last ten to fifteen years% career "rofessionals around
the world ha#e recogni6ed Ty"e as a #ery im"ortant "iece // one that can hel" "eo"le make the best and most satisfying
career decisions.
Assignments and Quizzes
Each lesson has its own assignment and quiz, designed to engage you in the material just covered. Check out this
lesson's assignment. It'll prompt you to think about ersonality !ype and how it applies in your li"e. #ork your way
through the questions$ then head over to the %essage &oard and compare your "indings with the other students. 'nd
don't overlook the quizzes( !hey help retain key points covered in the lesson.
O'er'ie& of t#e Personality Type Model
)n &esson 8% we talked about job satisfaction and its relationshi" to a "erson's moti#ations and needs. Ce3t you were
introduced you to the system of .ersonality Ty"e% which hel"s you tune into your own moti#ations and needs. Cow it's
time to assess yourself and disco#er which Ty"e you are. !e'll begin by looking at the four basic elements of the Ty"e
model.
THE FO!R "IMENSIONS OF PERSONA$ITY TYPE
The Ty"e model is based on four basic as"ects of human "ersonality' how we interact with the world and where we
direct our energy: the kind of information we naturally notice and remember: how we make decisions: and whether we
"refer to li#e in a more structured way *making decisions+ or in a more s"ontaneous way *taking in information+. These
as"ects are called dimensions because each one can be #iewed as a continuum between o""osite e3tremes% like this'
7#eryone has a natural% inborn "redis"osition to fa#or either one side of each scale or the other. The side you fa#or is
called your ("reference.( 5or e3am"le% consider the 73tro#ersionA)ntro#ersion scale% if you think you're more of an
73tro#ert% than your "reference is for 73tro#ersion. )f you fall on the )ntro#erted side% your "reference is for
)ntro#ersion.
=f course% all of us use both sides of all four scales in our daily life% but we ha#e an inborn "reference for one side o#er
the other. $ "erson who is a #ery strong )ntuiti#e uses her ensing continuously // to taste whether her coffee is too hot%
to see if the traffic light is green before walking across the street% to hear her children calling% etc. Four "referred way
of o"erating is much more comfortable% automatic% trustworthy% and com"etent.
0ee" in mind that each scale is a continuum: "eo"le may fall close to the mid"oint% indicating a less clear "reference% or
at the e3treme ends% indicating a #ery clear "reference. Cobody is e3clusi#ely one side or the other: rather% they are
"rimarily one side or the other.
Try thinking about Ty"e "references as natural "redis"ositions similar to being born right/ or left/handed. ,ere's a quick
and sim"le e3ercise that may con#ince you that this is a good meta"hor'
=n any "iece of "a"er% write your signature
Cow "ut the "en or "encil in your o""osite hand and do the same thing
!hen you'#e finished% ask yourself what it felt like to use your "referred hand
Most "eo"le described using their "referred hand as natural% easy% effortless% comfortable% or automatic. ,ow did it feel
to use your o""osite hand? Many "eo"le use words like (awkward%( (hard%( (time/consuming%( etc. -sing your Ty"e
"references is like using your "referred hand because it's natural and usually effortless% while using your o""osite hand
takes more concentration% effort% and is not as natural. !hen you're doing something that comes naturally to you // say%
making a decision quickly if you're a <udger // than it's usually not a strain% nor does it cause you much stress. But if your
"reference is for .ercei#ing% then making some decisions may be #ery stressful.
ince each continuum has o""osite "references at either end% there are a total of eight "ossible "references in all% and a
letter re"resents each. These letters are combined to designate the 89 .ersonality Ty"es. o a "erson can be an 7T<
*73tro#ert% ensor% Thinker% <udger+% an )C5. *)ntro#ert% )ntuiti#e% 5eeler% .ercei#er+% or any one of 8> other Ty"es. $nd
although each Ty"e "reference *letter+ is im"ortant% knowing your whole Ty"e is most useful.
!e'#e mentioned this before% but it bears re"eating' $ll Ty"es ha#e their own natural strengths and weaknesses% but all
are equally #aluable. <ust as no one Ty"e is smarter than another% there are no better or worse Ty"es to be. $ll "eo"le
are unique. Fou can ha#e one hundred "eo"le in the same room% and although they would ha#e a lot in common% they
would also be different as indi#iduals because they ha#e different genes% backgrounds% "arents% etc.
By now% you should ha#e some sense of how the dimensions work. Ce3t% we'll familiari6e oursel#es with the eight
"references and address the "otential career im"lications these may ha#e for each Ty"e.
"ESCRIPTION OF THE EI(HT PREFERENCES
&et's take a closer look at each of the four Ty"e dimensions% re#iewing each of the eight "references% and then see how
they can im"act your career satisfaction.
E)tro'ersion and Intro'ersion are "rimarily about the different ways "eo"le interact with the world // where they get
and direct their energy. $lthough 73tro#erts tend to like more interaction with "eo"le% while )ntro#erts are often
comfortable s"ending time alone% it is not true that all )ntro#erts are shy and all 73tro#erts are gregarious.
So*e career i*plications for E)tro'erts +E, and Intro'erts +I,-
7GTB=V7BT )CTB=V7BT
5ocus attention outward 5ocus attention inward
7njoy a #ariety of tasks !ork best on one "roject at a time
eek out and need other "eo"le $re often comfortable working alone
!ork at a ra"id "ace !ork at a careful% steady "ace
Ceed to talk about their ideas to think them through Ceed to think about things before res"onding
Sensin. and Intuition are "rimarily about what kind of information we naturally notice and remember. ensors tend to
be more (grounded( and realistic% while )ntuiti#es are more "ossibility/oriented and imaginati#e. 2areful4 This does not
mean that only ensors can be counted to get their facts straight or only )ntuiti#es are creati#e.
So*e career i*plications for Sensors +S, and Intuiti'es +N,-
7C=B )CT-)T)V7
5ocus on (what is( 5ocus on (what could be(
&ike working with real things 7njoy theory and s"eculation
$""ly "ast e3"erience to sol#ing "roblems &ike working with "ossibilities and im"lications
Ceed s"ecific and realistic directions Ceed to use their imaginations
&ike "ractical a""lications &ike new ideas for their own sake
T#in%in. and Feelin. are "rimarily about how we make decisions. Thinkers tend to be logical and objecti#e% but this
doesn't mean they are de#oid of feelings: any more than 5eelers% who are naturally sym"athetic% are inca"able of being
logical.
So*e career i*plications for T#in%ers +T, and Feelers +F,-
T,)C07B 577&7B
7njoy analy6ing "roblems logically Ceed work to be "ersonally meaningful
Make fair and objecti#e decisions &ike hel"ing others and being a""reciated
Ceed to weigh the "ros and cons to make decisions Ceed decisions to fit their #alue system
2an be tough negotiators Ceed to work in a friendly en#ironment
Make fair and objecti#e decisions $re dri#en to understand others and contribute.
ome "eo"le ha#e difficulty identifying whether they're a Thinker or 5eeler due to a #ery strong gender bias regarding
certain kinds of beha#ior within $merican culture. Men are sociali6ed and e3"ected to be Thinkers *hunters%
com"etitors% cool/headed% detached% and unemotional+: !omen are sociali6ed and e3"ected to be 5eelers *life/gi#ers%
nurturing mothers% e#er/sym"athetic and su""orti#e+. 2onsequently% a man who is naturally a 5eeler may mis/Ty"e
himself as a Thinker% and a woman who is really a Thinker may mis/Ty"e herself as a 5eeler.
)n reality% a""ro3imately @? "ercent of the $merican "o"ulation is Thinking and @? "ercent is 5eeling. But men make u"
about 9@ "ercent of the Thinkers% and women make u" about 9@ "ercent of the 5eelers.
/ud.in. and Percei'in. are "rimarily about how we like to organi6e our li#es. <udgers tend to be organi6ed and
"unctual: this doesn't mean that they're ne#er late or miss a deadline. .ercei#ers tend to be casual and laid/back% but
they are by no means doomed to a life of "rocrastination
So*e career i*plications for /ud.ers +/, and Percei'ers +P,-
<-D;7B .7B27)V7B
7njoy work that allows them to make decisions 7njoy fle3ible and changing work situations
.refer a "redictable work "attern and en#ironment &ike to be able to res"ond to "roblems as they arise
!ork towards com"leting their res"onsibilities before rela3ing $re more satisfied with fewer rules and "rocedures. &ikes
to maintain control of their "rojects Ceeds to ha#e fun in their work
Ho& Type Is More t#an t#e Su* of Its Indi'idual Parts
!e'#e just seen how each indi#idual Ty"e "reference tells us something im"ortant about the indi#idual. 5or instance% no
one is just an )ntro#ert. $ "erson is an )CT<% an )5.% or one of si3 other )ntro#erted Ty"es.
$ll )ntro#erts share certain characteristics: it is the other letters in their Ty"e // the combination of letters // that makes
Ty"e such a rich model and its insights so #aluable. The same is true for 73tro#erts.
$s you'll learn in &esson >% Ty"e hel"s us a""reciate our weaknesses as well as our strengths. )n my e3"erience% the most
successful "eo"le in all fields are those who not only ha#e clear Ty"e "references% but also ha#e the ability to (access(
their less/ de#elo"ed sides when necessary.
"ETERMININ( YO!R PERSONA$ITY TYPE
Cow that you understand the basic Ty"e model% let's mo#e on to figuring
out your .ersonality Ty"e. Fou may already ha#e a good idea about some%
or e#en all of your Ty"e "references from re#iewing the lists included in
this lesson. )f not% follow the instructions detailed in the lesson
assignment. This assignment directs you to a short online qui6 that% once
com"leted% can hel" you quickly determine your Ty"e. .lease kee" in mind
that the online results are only brief descri"tions designed to hel" you
determine your Ty"e.
Mo#ing 5orward
By now% you should ha#e a basic understanding of the .ersonality Ty"e
Model and a good sense of which Ty"e you might be. )n lesson three% we'll
(#erify( your Ty"e. Then% you'll learn how to use these newfound insights to
hel" you find your "erfect career.
W#ere "o You Fit In0
7stimated "ercentages of Ty"e "references in
$merican culture'
73tro#erts // 9? "ercent
)ntro#erts // >? "ercent
ensors // 9@ "ercent
)ntuiti#es // E@ "ercent
Thinkers // @? "ercent
5eelers // @? "ercent
<udgers // 9? "ercent
.ercei#ers // >? "ercent
T#e I*portance of 1erifyin. Your Type
!hat does (#erifying your Ty"e( mean% and why is it so im"ortant to do?
7#ery "erson has one true Ty"e that fits him or her better than any other. )n &esson D you learned about the four dimensions
of the .ersonality Ty"e model. Fou also worked with the eight "references. 0nowing two% or e#en three of your Ty"e
"references "ro#ides you with im"ortant insights. ,owe#er% correctly identifying your whole Ty"e // all four letters // is
essential because "eo"le whose Ty"es are different% e#en by one letter% may ha#e #ery different career needs.
That's why the "rocess of #erifying your Ty"e results from the qui6 is so im"ortant. The #erifying "rocess% set forth in this
lesson% is straightforward and easy. Most "eo"le will need to read only one or two "rofiles. ome "eo"le may need to read
three or four "rofiles before deciding which Ty"e suits them best.
Fou may wonder% ()f the qui6 is accurate% shouldn't it re#eal my one true Ty"e right off the bat?( This is a good question% to
which there is a good answer. .sychology is a #ery com"le3 science // it often in#ol#es as much art as science. -nlike% say% a
sim"le blood test you take to identify your blood ty"e% determining your .ersonality Ty"e is far more com"licated.
0ee" in mind that the qui6 wasn't designed to be a scientifically #alidated instrument. ,ad it been% it would be considerably
longer and more com"licated. 7#en the most e3tensi#e .ersonality Ty"e test assessments identify all four Ty"e "references
about 9? "ercent of the time% making the "rocess of #erifying one's Ty"e es"ecially im"ortant.
)n the ne3t section% we'll look at some of the challenges you may encounter as you work your way through the #erification
"rocess.
A Fe& C#allen.es to 1erifyin. Your Type
ome "eo"le can find and #erify their Ty"e right away. =thers take a little longer. $nd some *"artly because of their
Ty"e+ ha#e a hard time closing out other o"tions% unable to decide on just one Ty"e. )f you're able to #erify your Ty"e
quickly% that's great. But if you're not% don't worry4 )t may take a little time% but it'll ha""en *and it doesn't mean there's
anything wrong with you4+.
There are se#eral reasons why some "eo"le may ha#e trouble finding their true Ty"e. They include'
2onfusion between who you are and who you think you should be
-ncertainty about how you may ha#e to be in your work life% rather than how you are in your home life *the true
indicator of your Ty"e+
2ultural influences // men are sociali6ed to be Thinkers and women are sociali6ed to be 5eelers
Cormal Ty"e de#elo"ment // you may be e3"eriencing a de#elo"mental (growth s"urt( in #arious as"ects of your
"ersonality
tress // you may be e3"eriencing a major stress in your life that affects your res"onses and outlook.
Ho& to 1erify Your Type
8. ;o to the section at the end of this lesson% (The Verifying .rofiles%( and re#iew the "rofile that matches your qui6
results. 5or e3am"le' 7T<.
D. $s you read your "rofile% make sure it describes how you are in your home life% as o""osed to how you may ha#e to be
in your work life. Four home life better reflects the real you.
E. )f you'#e identified your Ty"e correctly% about H? "ercent of the "rofile should describe you well.
>. )f there are "arts of the "rofile that don't seem to fit% see if you can identify which Ty"e "references they describe.
5or instance% if you agree with the sentences that describe you as an 73tro#ert *outgoing+% ensor *"ractical and
realistic+% Thinker *logical and analytical+% but you're not sure if you are a <udger *organi6ed and decisi#e+ or a
.ercei#er *fle3ible and s"ontaneous+% then read both the 7T< and 7T. "rofiles to see which one feels more like you.
@. $nother e3am"le' )f you agree that you may be an )ntro#ert% 5eeling% <udging Ty"e *)I5<+% but aren't sure if you are a
ensor *+ or an )ntuiti#e *C+% then you'd want to read both the )C5< and )5< "rofiles to decide which fits you better.
)f you're one of the few "eo"le who com"lete the #erifying e3ercises described abo#e and are still not 8?? "ercent sure
of your Ty"e% don't worry4 5ind the one Ty"e you think is closest% and consider that your (working hy"othesis.( )f you
gather new insights later that "oint you towards a different Ty"e% you're always free to make that adjustment.
T#e 1erifyin. Profiles
7T< *73tro#ert% ensing% Thinking% <udging+ 23425 6
rief Personality "escription
Bes"onsible% "ractical% and efficient: realistic and matter/of/fact: outgoing: know what's ha""ening around them:
"ay attention and remember details: traditional% de"endable% and consistent: decisi#e% tend to base decisions on
"ast e3"erience: logical% objecti#e% and analytical with strong reasoning "ower: more interested in and comfortable
with real things rather than intangibles% such as abstract ideas and theories.
Interpersonal Style
ociable and friendly: natural organi6ers: like to run things and make them ha""en: thorough and no/nonsense:
comfortable judging others: faithful to their commitments and act forcefully in carrying them out: like structure:
easy to get to know: (what you see is what you get:( consistent in relationshi"s: cris" disci"linarians // can be tough
when called for: emotional and social life are not as im"ortant as other as"ects of life.
Possi7le Wea%nesses8lind Spots
Tend to be im"atient with those who don't follow "rocedures or "ay attention to im"ortant details: may be abru"t
with and unres"onsi#e to feelings and o"inions of others: may jum" to conclusions: may not listen "atiently to
o""osing #iew"oints: can become rigid and close/minded: may not be interested in seeing "ossibilities that don't
e3ist in the "resent: focus on organi6ation's goals% rather than indi#idual's needs: may (run o#er( "eo"le trying to
accom"lish their goals.
IST/ +Intro'ert9 Sensin.9 T#in%in.9 /ud.in.,
:42; 6 of the $merican "o"ulation
rief Personality "escription
,ardworking% serious% quiet% de"endable% sensible% and "ractical: "ainstakingly accurate: often ha#e unshakable%
well/thought/out ideas: difficult to distract% discourage% or sto" once embarked on a "roject: a""ly "ast e3"erience
to "resent decisions: #alue logic and objecti#e analysis: thorough and systematic: cautious and traditional: honor
their commitments% and work steadily and methodically to get tasks com"leted on time.
Interpersonal Style
=rgani6ed and res"onsible: determined leaders who "ro#ide a stabili6ing influence: listen well% ha#e great "ractical
judgment and memory for details // can cite e#idence to su""ort their #iews: their word is their bond: like
e#erything factual and clearly stated //(say what you mean and mean what you say(: follow necessary systems and
"rocedures% and are im"atient with others who do not.
Possi7le Wea%nesses8lind Spots
May ha#e trouble understanding needs different from their own: can be "ercei#ed as cold and unfeeling:
underestimate themsel#es and their contributions: may not be o"en to new ideas% es"ecially those for which they see
no "ractical utility: may lack fle3ibility and may ha#e trouble ada"ting to frequently changing systems. 2an a""ear
unenthusiastic and non/rece"ti#e to e3amining the long range im"lications% "referring to focus on more immediate
needs.
ESF/ +E)tro'ert9 Sensin.9 Feelin.9 /ud.in., 2242< 6
rief Personality "escription
ociable% warm% and friendly: talkati#e% "o"ular: need to be a""reciated for themsel#es and ser#ice: orderly%
organi6ed% duty/oriented% and traditional: "ractical% realistic% matter/of/fact: nurture established institutions:
decisi#e and like things to be decided: base "lanning on e3"erience of known facts: attend to and remember
im"ortant details.
Interpersonal Style
Born coo"erators: like to deal with and "lease "eo"le: "lace great #alue on harmonious relationshi"s: ideali6e what
or whome#er they admire: social ties are im"ortant and maintained well: often become restless when alone for
e3tended "eriods: outgoing% sym"athetic% and com"assionate: strong need to be a""reciated: sensiti#e to
indifference or criticism: often ha#e and e3"ress strong o"inions.
Possi7le Wea%nesses8lind Spots
,a#e little interest or "atience with analysis of com"le3 "rinci"les: may "lace too much #alue on those they admire:
can be "essimistic or gloomy: may ha#e difficulty being brief and businesslike: may be blind to facts of a situation
when discord or hurt is in#ol#ed: may make decisions too quickly: may not see o"tions and "ossibilities o"en to them.
ISF/ +Intro'ert9 Sensin.9 Feelin.9 /ud.in., :42; 6
rief Personality "escription
1uiet% conscientious% and res"onsible: ha#e strong work ethic with conser#ati#e and traditional #alues: friendly%
hel"ful% wish to be of ser#ice to "eo"le: "ractical and down/to/earth: systematic% thorough% and "ainstakingly
accurate: enjoy and easily absorb a large number of facts: lend stability through their common/sense "ers"ecti#e.
Interpersonal Style
ym"athetic and tactful: su""orti#e as friends% administrators% colleagues: wish to care for others% and use "ersonal
warmth to communicate with them: relate well to those in need: loyal and considerate: work de#otedly to meet
obligations and satisfy friends: "refer modest% quiet "eo"le: show great "ractical judgment and memory for detail.
Possi7le Wea%nesses8lind Spots
May become disinterested when no longer needed: frequently o#erworked because they tend to try to do e#erything
themsel#es: may be fascinated with irres"onsible "eo"le and end u" in rescuing role: may bottle u" feelings: may not
be asserti#e in getting their needs met: may a#oid necessary conflicts: may need time to master technical subjects:
may tend to underestimate their own #alue.
ESTP +E)tro'ert9 Sensin.9 T#in%in.9 Percei'in., =4> 6
rief Personality "escription
Bealistic% ada"table% and resourceful: li#e in and enjoy the "resent moment: keen obser#ers of "eo"le: see things as
they are: o"en/minded and easy/going: tolerant of self and others: "atient and friendly: enjoy dealing with situations
as they arise and with an economy of effort: "refer action to con#ersation: ha#e generally conser#ati#e #alues: enjoy
and care for material "ossessions: #ersatile and "ragmatic: "refer being s"ontaneous to "lanning ahead.
Interpersonal Style
5riendly% charming% easy/going% and "o"ular: fun/lo#ing% ad#enturous% socially at ease: tuned into signals of others //
a""ear to be more em"athetic than they are: often witty and cle#er with an unlimited su""ly of jokes and stories:
di"lomatic negotiators.
Possi7le Wea%nesses8lind Spots
Desire to (li#e on the edge( may make them reckless and may take unnecessary chances: can sell ideas but may not
follow through on details of a "roject: if energies are not constructi#ely directed% may use them in destructi#e or
antisocial acti#ities: do not tolerate an3iety or tension well: ha#e no "atience with tedious administrati#e details:
may not follow rules: may be blunt and insensiti#e: may lack inner #ision for future.
ISTP +Intro'ert9 Sensin.9 T#in%in.9 Percei'in., <4: 6
Ho& Type Is More t#an t#e Su* of Its Indi'idual Parts
!e'#e just seen how each indi#idual Ty"e "reference tells us something im"ortant about the indi#idual. 5or instance% no
one is just an )ntro#ert. $ "erson is an )CT<% an )5.% or one of si3 other )ntro#erted Ty"es. $ll )ntro#erts share certain
characteristics: it is the other letters in their Ty"e // the combination of letters // that makes Ty"e such a rich model
and its insights so #aluable. The same is true for 73tro#erts. $s you'll learn in &esson >% Ty"e hel"s us a""reciate our
weaknesses as well as our strengths. )n my e3"erience% the most successful "eo"le in all fields are those who not only
ha#e clear Ty"e "references% but also ha#e the ability to (access( their less/ de#elo"ed sides when necessary.
=nce you feel "retty confident that you'#e found your Ty"e% mo#e on to &esson >% (Four .ersonal 5ormula for 2areer
atisfaction.( !e'll discuss how to use Ty"e to understand e3actly what you need in a job in order to find it fulfilling
I"ENTIFYIN( AN" !N"ERSTAN"IN( YO!R TEMPERAMENT
T#e Four Te*pera*ents
The notion of four tem"eraments% or (natures%( has a long/standing history. )n >@? B2% ,i""ocrates wrote about four
dis"ositions. .aracelsus "ro"osed a theory of four s"irits during the Middle $ges. imilar to the tem"eraments% the
$merican )ndian Medicine !heel suggests four s"irit kee"ers. $nd ,indu wisdom discusses four central desires.
5ascinated by the consistency of this notion% "sychologist Da#id 0eirsey found that four combinations of Ty"e
"references corres"ond to these notions of four tem"eraments.
)n our last lesson% you #erified your .ersonality Ty"e. Fou should be con#inced% by now% that Ty"e is real. )t should also
be clear that knowing your Ty"e can hel" you make better career choices.
But how can Ty"e be e#en more useful?
By hel"ing you understand your core #alues
By identifying natural strengths that must be used in order for you to enjoy and succeed at your work
Before we "roceed% it's im"ortant to reali6e that there are four as"ects *(tem"eraments(+ of .ersonality Ty"e that are
critical to one's search for a genuinely satisfying career. These four tem"eraments are com"atible with four
combinations of Ty"e "references.
!e all know that "eo"le ha#e different natures // one "erson is res"onsible% serious% and cautious% while another is
"layful% fun/lo#ing% and a risk taker. ome "eo"le are "er"etual learners who lo#e being intellectually challenged.
=thers are searchers% "er"etually questing for the meaning of life.
5ortunately a 2alifornia "sychologist% Da#id 0eirsey% "ercei#ed that throughout history% "hiloso"hers% writers%
"sychologists% and other obser#ers of humanity noted four distinct (natures( into which all "eo"le fit *see sidebar+.
0eirsey reali6ed that these four tem"eraments essentially described the same characteristics. !hen he learned about
.ersonality Ty"e through the work of )sabel Briggs/Myers% he in#estigated the relationshi" between Ty"e and
tem"erament.
0eirsey determined that four combinations of Ty"e "references corres"ond to the four tem"eraments "eo"le ha#e
obser#ed throughout history. The four combinations are'
< *ensing% <udging+
. *ensing% .ercei#ing+
C5 *)ntuition% 5eeling+
CT *)ntuition% Thinking+
7ach of the 89 .ersonality Ty"es falls into one of these categories. =ne way to determine your tem"erament is to check
the letters of your "ersonality Ty"e. !ith <s and .s% they are the second and fourth letters. !ith C5s and CTs% they
are the middle letters.
!hy is it hel"ful to know your tem"erament? Because our tem"erament identifies the essence of our .ersonality Ty"es //
our core #alues% key dri#es% and moti#ations.
=nce you'#e identified your tem"erament% mo#e onto the ne3t lesson "age where we'll look at the core #alues and their
"otential work"lace a""lications.
TEMPERAMENTS IN THE WOR?P$ACE
,ere are some of the core #alues for each of the four tem"eraments% along with a brief discussion of work"lace
situations that suit them. &ook them o#er% "aying s"ecial attention to your own tem"erament.
S/ Core 1alues
res"onsibility conser#ati#e #alues
ser#ice hard work
duty res"ect of authority
tradition following the rules
Wor% t#at Ma%es (ood !se of T#ese 1alues
$ satisfying "osition for an < might include working in a stable and "redictable en#ironment% with a clear re"orting
hierarchy and a high le#el of res"onsibility. 5or most <s% the more structure and clarity% the better. They like being
e#aluated and rewarded for their hard work and their ability to get things done in an efficient and organi6ed way. They
don't like a lot of change% "referring co/workers who also take their res"onsibilities seriously and who follow the rules.
SP Core 1alues
freedom e3citement
fun #ariety
s"ontaneity autonomy
action skill
Wor% t#at Ma%es (ood !se of T#ese 1alues
atisfying work for an . might include a job with a great deal of #ariety and change% where each day is not e3actly like
the one before. They lo#e res"onding to s"ontaneous challenges% "referring to li#e in the moment. They enjoy fle3ible
and rela3ed en#ironments without a lot of bureaucracy and rules. They like being e#aluated on their skillfulness and
their ability to get work done without a lot of hel" from others. They like working with real things% often e3celling with
tools% crafts% or at artisanshi".
NT Core 1alues
intelligence creati#ity and ingenuity
com"etence e3cellence
mastery and constant new learning logic
inde"endence "ower
Wor% t#at Ma%es (ood !se of T#ese 1alues
atisfying work for an CT might include an en#ironment of high intellectual "ursuits and achie#ements. They enjoy
mastering new technologies. They also like using creati#ity to sol#e com"le3 and theoretical "roblems. They need to
work with other "eo"le they res"ect% es"ecially those to whom they re"ort. CTs need constant challenges and numerous
o""ortunities for working on new and original "rojects: they dislike re"etiti#e tasks or re"eating themsel#es. They are
best at "erfecting flawed systems and can be ingenious in sol#ing "roblems.
NF Core 1alues
harmonious relationshi"s originality and creati#ity
"ersonal growth "ersonal e3"ression
integrity meanings and "ossibilities
Wor% t#at Ma%es (ood !se of T#ese 1alues
atisfying work for C5s is "ersonally meaningful and rewarding. They need to belie#e in their work% and be able to see
the "ositi#e im"act it has on other "eo"le. C5s like their work en#ironment to be as tension/free as "ossible and enjoy
working among caring "eo"le% where they feel a""reciated and liked. ol#ing global "roblems in creati#e ways is
es"ecially enjoyable to C5s% as is work that allows them% and others% to de#elo" their greatest indi#idual "otential.
Personality Type Inconsistent &it# Your Te*pera*ent0
Don't fret4 $ "ossible e3"lanation may be sim"ly that you're growing. $s we age% we tend to naturally (round out( our
"ersonalities by working on our weaknesses. This "rocess is called (Ty"e De#elo"ment.(
=ne e3am"le' you're an 7C5.% but you're working on de#elo"ing your Thinking% which draws you more to the CT
tem"erament. 2ontinue to work your way through the lesson. =nce finished% you should be able to make a final decision.

T#e Essential You
,a#e you de#elo"ed an a""reciation for how you naturally use your dominant and au3iliary functions yet? Try noting how
you use these functions at work and in your e#eryday life. Fou should begin to see the dynamic between your dominant
and au3iliary. -se your newly heightened awareness in the work"lace: what situations will most likely be more satisfying
for you now that you know your own core #alues?
O'er'ie& of t#e Personality Type Model
)n &esson 8% we talked about job satisfaction and its relationshi" to a "erson's moti#ations and needs. Ce3t you were introduced
you to the system of .ersonality Ty"e% which hel"s you tune into your own moti#ations and needs. Cow it's time to assess
yourself and disco#er which Ty"e you are. !e'll begin by looking at the four basic elements of the Ty"e model.
T#e Four "i*ensions of Personality Type
The Ty"e model is based on four basic as"ects of human "ersonality' how we interact with the world and where we direct our
energy: the kind of information we naturally notice and remember: how we make decisions: and whether we "refer to li#e in a
more structured way *making decisions+ or in a more s"ontaneous way *taking in information+. These as"ects are called
dimensions because each one can be #iewed as a continuu* 7et&een opposite e)tre*es% like this'
7#eryone has a natural% inborn "redis"osition to fa#or either one side of each scale or the other. The side you fa#or is called
your ("reference.( 5or e3am"le% consider the 73tro#ersionA)ntro#ersion scale% if you think you're more of an 73tro#ert% than
your "reference is for 73tro#ersion. )f you fall on the )ntro#erted side% your "reference is for )ntro#ersion.
=f course% all of us use both sides of all four scales in our daily life% but we ha#e an inborn "reference for one side o#er the
other. $ "erson who is a #ery strong )ntuiti#e uses her ensing continuously // to taste whether her coffee is too hot% to see if
the traffic light is green before walking across the street% to hear her children calling% etc. Four "referred way of o"erating is
much more comfortable% automatic% trustworthy% and com"etent.
0ee" in mind that each scale is a continuum: "eo"le may fall close to the mid"oint% indicating a less clear "reference% or at the
e3treme ends% indicating a #ery clear "reference. Cobody is e3clusi#ely one side or the other: rather% they are "rimarily one
side or the other. Try thinking about Ty"e "references as natural "redis"ositions similar to being born right/ or left/handed.
,ere's a quick and sim"le e3ercise that may con#ince you that this is a good meta"hor'
=n any "iece of "a"er% write your signature
Cow "ut the "en or "encil in your o""osite hand and do the same thing
!hen you'#e finished% ask yourself what it felt like to use your "referred hand
Most "eo"le described using their "referred hand as natural% easy% effortless% comfortable% or automatic. ,ow did it feel to use
your o""osite hand? Many "eo"le use words like (awkward%( (hard%( (time/consuming%( etc. -sing your Ty"e "references is like
using your "referred hand because it's natural and usually effortless% while using your o""osite hand takes more concentration%
effort% and is not as natural. !hen you're doing something that comes naturally to you // say% making a decision quickly if you're
a <udger // than it's usually not a strain% nor does it cause you much stress. But if your "reference is for .ercei#ing% then making
some decisions may be #ery stressful. ince each continuum has o""osite "references at either end% there are a total of eight
"ossible "references in all% and a letter re"resents each. These letters are combined to designate the 89 .ersonality Ty"es. o
a "erson can be an 7T< *73tro#ert% ensor% Thinker% <udger+% an )C5. *)ntro#ert% )ntuiti#e% 5eeler% .ercei#er+% or any one of 8>
other Ty"es. $nd although each Ty"e "reference *letter+ is im"ortant% knowing your whole Ty"e is most useful.
!e'#e mentioned this before% but it bears re"eating' $ll Ty"es ha#e their own natural strengths and weaknesses% but all are
equally #aluable. <ust as no one Ty"e is smarter than another% there are no better or worse Ty"es to be. $ll "eo"le are unique.
Fou can ha#e one hundred "eo"le in the same room% and although they would ha#e a lot in common% they would also be
different as indi#iduals because they ha#e different genes% backgrounds% "arents% etc. By now% you should ha#e some sense of
how the dimensions work. Ce3t% we'll familiari6e oursel#es with the eight "references and address the "otential career
im"lications these may ha#e for each Ty"e.
"ESCRIPTION OF THE EI(HT PREFERENCES
&et's take a closer look at each of the four Ty"e dimensions% re#iewing each of the eight "references% and then see how
they can im"act your career satisfaction.
E)tro'ersion and Intro'ersion are "rimarily about the different ways "eo"le interact with the world // where they get
and direct their energy. $lthough 73tro#erts tend to like more interaction with "eo"le% while )ntro#erts are often
comfortable s"ending time alone% it is not true that all )ntro#erts are shy and all 73tro#erts are gregarious.
ome career im"lications for 73tro#erts *7+ and )ntro#erts *)+'
E@TRO1ERTS INTRO1ERTS
5ocus attention outward 5ocus attention inward
7njoy a #ariety of tasks !ork best on one "roject at a time
eek out and need other "eo"le $re often comfortable working alone
!ork at a ra"id "ace !ork at a careful% steady "ace
Ceed to talk about their ideas to think them through Ceed to think about things before res"onding
Sensin. and Intuition are "rimarily about what kind of information we naturally notice and remember. ensors tend to
be more (grounded( and realistic% while )ntuiti#es are more "ossibility/oriented and imaginati#e. 2areful4 This does not
mean that only ensors can be counted to get their facts straight or only )ntuiti#es are creati#e.
ome career im"lications for ensors *+ and )ntuiti#es *C+'
SENSORS INT!ITI1ES
5ocus on (what is( 5ocus on (what could be(
&ike working with real things 7njoy theory and s"eculation
$""ly "ast e3"erience to sol#ing "roblems &ike working with "ossibilities and im"lications
Ceed s"ecific and realistic directions Ceed to use their imaginations
&ike "ractical a""lications &ike new ideas for their own sake
T#in%in. and Feelin. are "rimarily about how we make decisions. Thinkers tend to be logical and objecti#e% but this
doesn't mean they are de#oid of feelings: any more than 5eelers% who are naturally sym"athetic% are inca"able of being
logical.
ome career im"lications for Thinkers *T+ and 5eelers *5+'
THIN?ERS FEE$ERS
7njoy analy6ing "roblems logically Ceed work to be "ersonally meaningful
Make fair and objecti#e decisions &ike hel"ing others and being a""reciated
Ceed to weigh the "ros and cons to make decisions Ceed decisions to fit their #alue system
2an be tough negotiators Ceed to work in a friendly en#ironment
Make fair and objecti#e decisions $re dri#en to understand others and contribute
ome "eo"le ha#e difficulty identifying whether they're a Thinker or 5eeler due to a #ery strong gender bias regarding
certain kinds of beha#ior within $merican culture. Men are sociali6ed and e3"ected to be Thinkers *hunters%
com"etitors% cool/headed% detached% and unemotional+: !omen are sociali6ed and e3"ected to be 5eelers *life/gi#ers%
nurturing mothers% e#er/sym"athetic and su""orti#e+. 2onsequently% a man who is naturally a 5eeler may mis/Ty"e
himself as a Thinker% and a woman who is really a Thinker may mis/Ty"e herself as a 5eeler.
)n reality% a""ro3imately @? "ercent of the $merican "o"ulation is Thinking and @? "ercent is 5eeling. But men make u"
about 9@ "ercent of the Thinkers% and women make u" about 9@ "ercent of the 5eelers.
/ud.in. and Percei'in. are "rimarily about how we like to organi6e our li#es. <udgers tend to be organi6ed and
"unctual: this doesn't mean that they're ne#er late or miss a deadline. .ercei#ers tend to be casual and laid/back% but
they are by no means doomed to a life of "rocrastination
ome career im"lications for <udgers *<+ and .ercei#ers *.+'
/!"(ERS PERCEI1ERS
7njoy work that allows them to make decisions 7njoy fle3ible and changing work situations
.refer a "redictable work "attern and en#ironment
&ike to be able to res"ond to "roblems as they
arise
!ork towards com"leting their res"onsibilities before
rela3ing
$re more satisfied with fewer rules and
"rocedures
&ike to maintain control of their "rojects Ceed to ha#e fun in their work
I"ENTIFYIN( AN" !N"ERSTAN"IN( THE MOST IMPORTANT PART OF YO!R TYPE
0nowing your tem"erament is im"ortant. &ikewise% so is understanding your greatest strengths. Fou may be sur"rised to
learn that while all indi#iduals are unique% "eo"le of the same Ty"e frequently share the same natural strengths and
weaknesses.
!hy is it es"ecially im"ortant to know your strengths? Because using them is both rewarding and energi6ing. )n contrast%
when we're forced to use the less/de#elo"ed "arts of our Ty"es% we don't "erform nearly as well% actually draining our
energy // think back to the handwriting e3ercise in &esson D.
7ach "ersonality Ty"e has what is called a (hierarchy of functions.( This hierarchy ranks your functions from strongest to
weakest. !hile we all grow and change during our li#es% our hierarchy of functions remains the same.
The hierarchy of functions ranks only the middle two letters% called 5-C2T)=C. ince e#eryone uses all four functions to
some e3tent% the hierarchy includes the functions you use most often *the "references that are reflected in the letters of
your Ty"e+% as well as the functions you use less often *the letters that don't show u" in your Ty"e+. 5or e3am"le% an )T<
uses ensing and Thinking *which a""ear in his or her Ty"e code+ more than )ntuition and 5eeling% which do not.
5or each Ty"e% one function is the most im"ortant characteristic of that Ty"e // called the dominant. )t's always one of the
four functions' ensing% )ntuition% Thinking% or 5eeling. There is only one dominant function for each Ty"e% and it ne#er
changes.
The ne3t function in the hierarchy is called the au3iliary. There is only one au3iliary function for each Ty"e% and it also
ne#er changes.
There are two other functions in your hierarchy that )'ll "resent below% the Third and 5ourth 5unctions. !e won't s"end
much time talking about these two functions here.
The third function% sometimes called the tertiary% in the hierarchy is always the o""osite of your au3iliary function. The
fourth function in your hierarchy% sometimes called the inferior% is always the o""osite of your dominant% and is therefore
usually your weakest.
J 8 Dominant 5unction J D $u3iliary 5unction J E Third 5unction *o""osite JD+ J > 5ourth 5unction *o""osite J8+
$lthough each of your functions "lays an im"ortant role in your "ersonality% it is the dominant and au3iliary which are most
influential as regards career satisfaction. Therefore% we'll s"end a little time describing their roles in our ne3t section.
!N"ERSTAN"IN( YO!R "OMINANT AN" A!@I$IARY PROCESSES
&et's look at the role of the dominant and its relationshi" to career satisfaction. $s the most de#elo"ed function% your
dominant must be utili6ed a great deal in your work for you to achie#e a sense of fulfillment or satisfaction. Bemember%
e#eryone uses all four functions to some e3tent% but the dominant is the one you naturally use most often // and usually
with the most success. .eo"le with the same dominant ha#e a lot in common% but because their au3iliary and other
"references may #ary% they can also be #ery different.
If Sensin. is your do*inant *)T<% )5<% 7T.% 75.+% you need to be able to collect and use the many facts and details
you naturally notice. !ork that lets you gather information% as well as use your keen "owers of obser#ation and realistic
"ers"ecti#e% will be the most satisfying.
If Intuition is your do*inant *)CT<% )C5<% 7CT.% 7C5.+% you are most interested in "ossibilities and the connections
between facts% rather than the facts themsel#es. !ork that allows you to brainstorm and de#elo" new ways of sol#ing
"roblems% use creati#ity and uncon#entional a""roaches% and not be limited by what has been done in the "ast offers
you the most "otential for satisfaction.
If T#in%in. is your do*inant *)CT.% )T.% 7CT<% 7T<+% logic is fundamental to all your decisions and conclusions. !ork
that in#ol#es objecti#e criteria% follows a fair set of standards and "rinci"les% and rewards logical reasoning and sensible
decisions will be the most satisfying.
If Feelin. is your do*inant *)5.% )C5.% 75<% 7C5<+% you base your decisions and o"inions on your "ersonal #alues. To
be satisfied% you must feel good about the work you do and the im"act it has on other "eo"le. ,ow humanely and kindly
you and other "eo"le are treated will influence your "erce"tion of the quality of the work "lace.
Cow it's time to e3amine the role of the au3iliary and how it influences career satisfaction. Four au3iliary function acts
to balance your dominant function. )f your dominant is a "ercei#ing function *ensing or )ntuition+% then your au3iliary is
a judging function *Thinking or 5eeling+. !hiche#er function is your dominant and au3iliary% the work that is most
satisfying is the work that allows you to use both your fa#orite and second fa#orite "rocesses a large amount of the time.
-sing your fa#orite "rocesses is energi6ing% comes naturally% and is both easier and fun. The ob#ious result is that you
are ty"ically more successful and ha#e a more "ositi#e work e3"erience.
The o""osite is true when you are forced to use your fourth% and sometimes e#en your third functions% a lot at work.
Ty"ically the e3"erience is more difficult% requires more concentration and effort% and is fraught with more an3iety and
stress because you know you aren't doing the tasks as quickly or com"etently as you might. The result is that you find
yourself drained. .eo"le who ha#e to use their fourth and third functions e3cessi#ely at work often suffer the common
and sometimes debilitating e3"erience of job burnout.
The following chart illustrates the hierarchy for each of the 89 Ty"es. 5ind your Ty"e% and then look across hori6ontally
to disco#er your dominant% au3iliary% third% and fourth functions.
T#e Hierarc#y of Functions for eac# Type Or.aniAed 7y Te*pera*ent (roups
Ty"e Dominant J8 $u3iliary JD Third JE 5ourth J>
<s 7T< Thinking ensing )ntuition 5eeling
)T< ensing Thinking 5eeling )ntuition
75< 5eeling ensing )ntuition Thinking
)5< ensing 5eeling Thinking )ntuition
.s 7T. ensing Thinking 5eeling )ntuition
)T. Thinking ensing )ntuition 5eeling
75. ensing 5eeling Thinking )ntuition
)5. 5eeling ensing )ntuition Thinking
C5s 7C5< 5eeling )ntuition ensing Thinking
)C5< )ntuition 5eeling Thinking ensing
7C5. )ntuition 5eeling Thinking ensing
)C5. 5eeling )ntuition ensing Thinking
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)f you look at your hierarchy and ha#e #erified your Ty"e correctly% you'll "robably agree that your dominant and
au3iliary functions re"resent your greatest strengths. )f you're honest with yourself% you may concede that using your
third and fourth functions often results in "ersonal frustration and stress. The good news' !e all ha#e weaknesses . . .
and it's the "eo"le who learn to recogni6e and com"ensate for their weaknesses that end u" the most successful4
Resources for Furt#er Study
) ho"e this course has hel"ed you disco#er a wealth of useful information about yourself and your career needs. By now
you should ha#e a good idea about which of the 89 "ersonality Ty"es fits you% what your basic tem"erament is% and how
different sorts of work might suit // or clash with // your tem"erament.
)f you'd like to learn more about using .ersonality Ty"e to find the "erfect job% including s"ecific job listings for your
Ty"e and other useful resources% read "o W#at You Are9 7y ar7ara arron4Tie.er and Paul Tie.er% a#ailable at
www..ersonalityTy"e.com. )n addition% www.Do!hatFou$re.com is full of links to to" !eb sites and online
resources to facilitate your search for a "erfect career // from researching com"anies and work"lace trends% to
"re"aring your resume and conducting successful inter#iews.
;oodbye% and good luck in your continuing search for the "erfect career4