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MYERS-BRIGGS TYPE INDICATOR® | STEP I™
PROFILE
Prepared for
JANE SAMPLE
September 21, 2018
+1 800 624 1765 | www.themyersbriggs.com
Myers-Briggs Type Indicator ® Step I ™ Profile Copyright 1998, 2004, 2015 by Peter B. Myers and Katharine D. Myers. All rights reserved.
Myers-Briggs Type Indicator, Myers-Briggs, MBTI, Step I, Introduction to Type, the MBTI logo, and The Myers-Briggs Company logo are
trademarks or registered trademarks of The Myers & Briggs Foundation in the United States and other countries.
PROFILE JANE SAMPLE
MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™ ENFP | 2
Your Myers-Briggs® Profile is designed to help you understand

your results on the Myers-Briggs Type Indicator ® (MBTI®)
assessment. This assessment identifies which of 16 different
personality types best describes you.
IMAGINATIVE
MOTIVATOR
Your answers to the questions on the MBTI assessment show which
preference in each of four pairs of opposites you favor. Your preferences are
choices between equally valuable and useful qualities. Each preference is
indicated by a letter.
Your Myers-Briggs personality type Your preferences

ENFP Extraversion | Intuition | Feeling | Perceiving
THE WAY YOU DIRECT AND RECEIVE ENERGY
Extraversion Introversion
People who prefer Extraversion tend to People who prefer Introversion tend to
direct their energy toward the outside direct their energy toward their inner world
world and get energized by interacting with and get energized by reflecting on their
people and taking action. ideas and experiences.
THE WAY YOU TAKE IN INFORMATION
Sensing Intuition
People who prefer Sensing tend to take in People who prefer Intuition tend to take
information that is real and tangible. in information by seeing the big picture.
They focus mainly on what they perceive They focus mainly on the patterns and
using the five senses. interrelationships they perceive.
THE WAY YOU DECIDE AND COME TO CONCLUSIONS
Thinking Feeling
People who prefer Thinking typically base People who prefer Feeling typically base
their decisions and conclusions on logic, their decisions and conclusions on personal
with accuracy and objective truth and social values, with understanding and
the primary goals. harmony the primary goals.
THE WAY YOU APPROACH THE OUTSIDE WORLD
Judging Perceiving
People who prefer Judging typically People who prefer Perceiving typically
come to conclusions quickly and want to look for more information before coming
move on, and take an organized, to conclusions and take a spontaneous,
planned approach to the world. flexible approach to the world.
PROFILE JANE SAMPLE
MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™ ENFP | 3
TYPE DESCRIPTION: ENFP
Curious, creative, imaginative
Energetic, enthusiastic, spontaneous
Very perceptive of the people and the world around them
Appreciate being affirmed by others and easily give appreciation and support
Value harmony and goodwill
Base decisions on their personal values and empathy
Seen as friendly, perceptive, persuasive, versatile
Some of these descriptors may not fit you because you are a unique person. Although most ENFPs have personality
attributes in common, there are still plenty of individual differences among people who share the same four-letter type.
Your MBTI responses also provide a picture of how clearly or consistently you chose your preference in each pair of
opposites. This preference clarity index (pci) is indicated in the graph below. A longer line suggests that you are quite sure
about a preference; a shorter line means that you are less sure about whether that preference truly describes you. Your
preference clarity does not indicate how well developed your preferences are or how well you use them.
CLARITY OF YOUR PREFERENCES: ENFP
VERY VERY
CLEAR CLEAR MODERATE SLIGHT MODERATE CLEAR CLEAR
EXTRAVERSION e • I INTROVERSION
SENSING s • INTUITION
THINKING t • FEELING
JUDGING j • PERCEIVING
30 25 20 15 10 5 0 5 10 15 20 25 30
PCI RESULTS: EXTRAVERSION | 26 INTUITION | 26 FEELING | 3 PERCEIVING | 25
Each of the Myers-Briggs types is characterized by its own interests, values, and unique gifts. Although each individual
tends to use his or her preferences most naturally and most often, keep in mind that everyone can and does use all of the
preferences from time to time, depending on what the situation calls for. For a more complete understanding of the 16
different personality types, refer to the Introduction to Myers-Briggs® Type booklet by Isabel Briggs Myers or to the many
other MBTI resources that are available.
+1 800 624 1765 | www.themyersbriggs.com | © Full copyright information appears on page 1.

MYERS-BRIGGS TYPE INDICATOR®
TYPE DESCRIPTION
Jane Sample
CURIOUS
IMAGINATIVE
CREATIVE
INNOVATIVE
INSIGHTFUL
PERCEPTIVE
SOCIABLE
Extraversion | Intuition | Feeling | Perceiving
GREGARIOUS
COOPERATIVE ENFPs are enthusiastic innovators, always seeing new possibilities
SUPPORTIVE in the world around them. Their world is full of possible projects
WARM or interests they want to pursue. Imaginative, high-spirited, and
CARING ingenious, they are often able to do almost anything that interests
FRIENDLY them. They are confident, spontaneous, and flexible, and often rely
PERSONABLE on their ability to improvise.
ENTHUSIASTIC
They value home, family, friendships, creativity, and learning.
ENERGETIC
SPONTANEOUS
LIVELY
ADAPTABLE
VERSATILE

Myers-Briggs Type Indicator ® Type Description Copyright 2007, 2014 by Peter B. Myers and Katharine D. Myers. Report developed by
Allen L. Hammer. Myers-Briggs Type Indicator, MBTI, the MBTI logo, and The Myers-Briggs Company logo are trademarks or registered
trademarks of The Myers & Briggs Foundation in the United States and other countries.
Jane Sample 2
Characteristics of ENFPs
• ENFPs love variety—of ideas, people, and environments.
• They bring a lot of energy and enthusiasm to whatever they turn their attention
to.
• They are stimulated by new people, ideas, and experiences.
• ENFPs see connections or relationships between ideas or events.
• They make their decisions based on their personal values.
ENFPs with Others

• ENFPs are skillful in dealing with people and often have remarkable insight into
the possibilities open to others.
• They look for the potential in others and then help them develop that potential.
• They are good at expressing appreciation and giving support.
• ENFPs enjoy meeting people from different cultures.
• They value harmony and goodwill; they like to please others and will adapt to
others’ needs and wishes when possible.
• They usually have a large circle of friends or acquaintances and sometimes don’t
distinguish between the two.
• ENFPs are extremely perceptive about the attitudes of others, aiming to

understand rather than judge people.
Jane Sample 3
ENFPs at Work
• ENFPs are always initiating new projects.
• They bring energy and enthusiasm to the group, team, or organization.
• They can become passionate champions of an idea or a vision.
• With talent, ENFPs can succeed in almost any field that captures their interest.
• They are drawn to counseling and other helping professions, as well as to art,
journalism, science, advertising, sales, the ministry, or writing.
• They can be inspired and inspiring teachers or trainers, particularly when they
have freedom to innovate.
• They are happiest and most effective in jobs that permit starting one project
after another, with someone else taking over as soon as the situation is well in
hand.
• They are least satisfied in jobs that require routine or in any environment that
limits their natural desire to innovate.
Potential Blind Spots for ENFPs

• If ENFPs have not developed their Intuition, they may rely too much on personal
value judgments and fail to take in enough information. They then will not
trust their own insights, will be uncertain, and may accept others’ opinions too
readily.
• If they have not developed their Feeling preference, they may go from one
enthusiasm to another without finishing anything.
• Also, they may have difficulty prioritizing their many possible projects, which can
lead to burnout as they try to do it all.
• They may also commit themselves to ill-chosen projects, fail to finish anything,
and squander their inspirations by not completing their tasks.
• They tend to hate uninspired routine and find it remarkably hard to apply
themselves to the sometimes necessary detail connected with any major
interest.
• They may get bored with their projects as soon as the main problems have been
solved or the initial challenge has been met and then not follow through.

© Full copyright information appears on page 1.
MYERS-BRIGGS TYPE INDICATOR® | STEP I™
PERSONAL IMPACT REPORT

Prepared for
ANNE SAMPLE
September 7, 2017
Interpreted by
Kevin Consultant
ABC Consulting
CPP, Inc. | 800.624.1765 | www.cpp.com

Myers-Briggs Type Indicator ® Step I™ Personal Impact Report Copyright 2013, 2016 by Peter B. Myers and Katharine D. Myers. All rights
reserved. Myers-Briggs Type Indicator, Myers-Briggs, MBTI, Step I, and the MBTI logo are trademarks or registered trademarks of The
Myers & Briggs Foundation in the United States and other countries. The CPP logo is a trademark or registered trademark of CPP, Inc., in
the United States and other countries.
PERSONAL IMPACT REPORT ANNE SAMPLE
MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™ | 2
About Your Report

HOW YOUR REPORT
IS ORGANIZED Your MBTI® Personal Impact Report is designed to help you
make use of your MBTI results so that you can better
What Are Preferences? 3
understand yourself and others and improve the interactions
The MBTI® Preferences 4 in your daily life and work.
The MBTI assessment is based on the work of Carl Jung and was developed
What Is Your Type? 6
by Isabel Briggs Myers and Katharine Briggs to identify 16 different personality
Your Myers-Briggs ® types that help explain differences in how people take in information and
7
Personality Type make decisions about it. Your report will show you how your personality
type is distinct from other types and how it influences the way you perceive,
Verifying Your Type 9
communicate, and interact.
Applying Your Myers-Briggs®

Results to Enhance Your 9 This Report Can Help You
Personal Impact • Improve communication and teamwork as you gain awareness of the
personality differences you see in others
Your Work Style 11
• Work more effectively with those who may approach problems and
Your Communication Style 13 decisions very differently than you do
• Navigate your work and personal relationships with more insight and
Your Team Style 15
effectiveness
Your Decision-Making Style 17 • Understand your preferences for learning and work environments and the
activities and work you most enjoy doing
Your Leadership Style 20
• More successfully manage the everyday conflicts and stresses that work
Your Conflict Style 22 and life may bring
As you read your report, bear in mind that personality type is a nonjudgmental
How Stress Impacts You 24
system that looks at the strengths and gifts of individuals. All preferences
Your Approach to Change 25 and personality types are equally valuable and useful. Based on decades of
research and development, the MBTI assessment is the world’s most widely
and universally used tool for understanding normal, healthy personality
differences among people everywhere, opening up opportunities for growth
and development.
What Are Preferences?

The MBTI assessment reports your preferences on four aspects of personality expressed as pairs of opposites.
Try this exercise to get a sense of what Jung and Myers meant by preferences.
First, sign your name below as you usually do. Now, sign your name again, but this time use
First, sign your name below as you usually do. your other hand.
What was it like writing your name the first time with your preferred hand? How does this compare to the second time?
Most people who try this immediately notice some major differences.
Preferred Hand Nonpreferred Hand
Feels natural Feels unnatural

Don’t have to think about it Have to concentrate
Seems effortless, easy Seems awkward, clumsy
Looks neat, legible, adult Looks childlike
This exercise demonstrates the idea of preferences in the MBTI assessment. You can use either one of your hands when
you have to, and you use both of them regularly. But when writing, you favor one of your hands over the other, and it
feels natural and competent. You can develop skill in writing with your opposite, nonpreferred hand, but imagine how
hard it would be if you had to write with it all day.
Similarly, you’re naturally inclined to favor one of the two opposites in each of the four preference pairs. You use both
opposites at different times, but not both at once and not with the same confidence. When you use your preferences,
you are generally at your best and feel most competent, natural, and energetic.
THE FOUR MYERS-BRIGGS ® PREFERENCE PAIRS
EXTRAVERSION or INTROVERSION Opposite ways to direct and receive energy
SENSING or INTUITION Opposite ways to take in information
THINKING or FEELING Opposite ways to decide and come to conclusions
JUDGING or PERCEIVING Opposite ways to approach the outside world
Your Myers-Briggs personality type represents your natural preferences in the four aspects of personality described,
which account for the natural differences between people. People tend to develop behaviors, skills, and attitudes
associated with their type, and individuals with types different from yours will likely be opposite to you in many ways.
There is no right or wrong to these preferences. Each identifies normal and valuable human behaviors, and each type
has its own potential strengths, as well as its likely blind spots.
The MBTI® Preferences

In the following tables, highlight the element in each preference pair that best describes your natural way of doing
things—the way you are outside of any roles you might play in life, when you are just being yourself.
THE E–I PREFERENCE PAIR | How do you direct and receive energy?
EXTRAVERSION INTROVERSION
People who prefer Extraversion like to focus on the People who prefer Introversion like to focus on
outside world. They direct their energy and attention their own inner world. They direct their energy and
outward and get energized by interacting with attention inward and are energized by reflecting
people and taking action. on their own and others’ ideas, memories, and
Characteristics associated with people experiences.
who prefer Extraversion: Characteristics associated with people
Drawn to the outside world who prefer Introversion:
Prefer to communicate by talking Drawn to their inner world
Work out ideas by talking them through Prefer to communicate in writing
Learn best through doing or discussing Work out ideas by reflecting on them
Have broad interests Learn best by reflection, mental “practice”
Tend to be sociable and expressive Focus in depth on a few interests
Readily take initiative in work and relationships Tend to be private and contained
Take initiative selectively—when the situation or issue
is very important to them
THE S–N PREFERENCE PAIR | How do you take in information?
SENSING INTUITION
People who prefer Sensing like to take in information People who prefer Intuition like to take in information
that is real and tangible—what they perceive using by seeing the big picture, focusing on the relationships
the five senses. They pay close attention to what is and connections between facts. They look for patterns
going on around them and are especially attuned to and are especially attuned to seeing new possibilities.
practical realities. Characteristics associated with people
Characteristics associated with people who prefer Intuition:
who prefer Sensing: Oriented to future possibilities
Oriented to present realities Imaginative and verbally creative
Factual and concrete Focus on the patterns and meanings in data
Focus on what is real and actual Remember specifics when they relate to a pattern
Observe and remember specifics Move quickly to conclusions, follow hunches
Build carefully and thoroughly toward conclusions Want to clarify ideas and theories before putting them
Understand ideas and theories through practical into practice
applications Trust inspiration
Trust experience
THE T–F PREFERENCE PAIR | How do you decide and come to conclusions?
THINKING FEELING
People who prefer Thinking like to decide things by People who prefer Feeling like to decide things by
looking at the logical consequences of their choice considering what’s important to them and to others
or action. They want to mentally remove themselves involved. They mentally insert themselves into the
from the situation so they can examine the pros and situation to identify with everyone so they can make
cons objectively. They enjoy analyzing what’s wrong decisions that honor people. They enjoy appreciating
with something so they can solve the problem. Their and supporting others and look for qualities to praise.
goal is to find a standard or principle that will apply in Their goal is to create harmony and treat each person
all similar situations. as a unique individual.
Characteristics associated with people Characteristics associated with people
who prefer Thinking: who prefer Feeling:
Analytical Guided by personal and social values
Use cause-and-effect reasoning Assess impacts of decisions on people
Solve problems with logic Strive for understanding, harmony, and positive
interactions
Strive for an objective standard of truth
Compassionate
Reasonable
May appear “tenderhearted”
Can be “tough-minded”
Fair—want everyone treated as an individual
Fair—want everyone treated equally
THE J–P PREFERENCE PAIR | How do you approach the outside world?
JUDGING PERCEIVING
People who prefer Judging like to live in a planned, People who prefer Perceiving like to live in a flexible,
orderly way. They want to make decisions, come to spontaneous way, and want to experience and
closure, and move on. Their lives tend to be structured understand life rather than control it. Detailed plans
and organized, and they like to have things settled. and final decisions feel confining to them; they prefer
Sticking to a plan and schedule is very important to to stay open to new information and last-minute
them, and they enjoy getting things done. options. They enjoy being resourceful in adapting to
Characteristics associated with people the opportunities and demands of the moment.
who prefer Judging: Characteristics associated with people
Scheduled who prefer Perceiving:
Organize their lives Spontaneous
Systematic Flexible
Methodical Casual
Make short- and long-term plans Open-ended
Like to have things decided Adapt, change course
Try to avoid last-minute stress Like things loose and open to change
Find last-minute pressures energizing
What Is Your Type?

The first step in figuring out which Myers-Briggs type fits you best is to put together the preferences you chose as you
were listening to an explanation or reading about the preferences in this report.
The MBTI assessment uses letters to represent the preferences, so you can estimate your type by combining the letters
next to the preferences you highlighted. For example, suppose you highlighted the letters I, S, T, and J.
ISTJ = People who tend to…
Pay attention to and get energized by their inner world
Like information that is real and tangible
Use logical analysis in decision making
Like a structured and planned life
A person with opposite preferences on all four preference pairs would have highlighted the letters E, N, F, and P.
ENFP = People who tend to…
Pay attention to and get energized by the outside world of people and activity
Like to see patterns and connections, the big picture
Use personal and social values in decision making
Like a flexible, adaptable life
There are 16 possible combinations of the MBTI preferences, leading to 16 different personality types.
First hypothesis: Your self-estimate of type Second hypothesis: Your MBTI results report the
based on listening or reading: preferences you chose when you completed the
assessment. This is called your reported type.
Your reported type on the MBTI assessment:

MYERS-BRIGGS T YPE INDICATOR ® | STEP I ™ ESFP | 7
Your Myers-Briggs® Personality Type

Your answers to the questions on the MBTI assessment show
which preference in each of the four pairs of opposites you
prefer.
Your reported Myers-Briggs personality type

ESFP
Your preferences
Extraversion | Sensing | Feeling | Perceiving
THE WAY YOU DIRECT AND RECEIVE ENERGY
Extraversion Introversion
People who prefer Extraversion tend to People who prefer Introversion tend to
direct their energy toward the outside direct their energy toward their inner world
world and get energized by interacting with and get energized by reflecting on their
people and taking action. ideas and experiences.
THE WAY YOU TAKE IN INFORMATION
Sensing Intuition
People who prefer Sensing tend to take in People who prefer Intuition tend to take
information that is real and tangible. in information by seeing the big picture.
They focus mainly on what they perceive They focus mainly on the patterns and
using the five senses. interrelationships they perceive.
THE WAY YOU DECIDE AND COME TO CONCLUSIONS
Thinking Feeling
People who prefer Thinking typically base People who prefer Feeling typically base
their decisions and conclusions on logic, their decisions and conclusions on personal
with accuracy and objective truth and social values, with understanding and
the primary goals. harmony the primary goals.
THE WAY YOU APPROACH THE OUTSIDE WORLD
Judging Perceiving
People who prefer Judging typically People who prefer Perceiving typically
come to conclusions quickly and want to look for more information before coming
move on, and take an organized, to conclusions and take a spontaneous,
planned approach to the world. flexible approach to the world.
Your MBTI responses also provide a picture of how clearly or consistently you chose your preference in each pair of
opposites. This preference clarity index (pci) is indicated in the graph below. A longer line suggests that you are quite sure
about a preference; a shorter line means that you are less sure about whether that preference truly describes you. Your
preference clarity does not indicate how well developed your preferences are or how well you use them.
CLARITY OF YOUR PREFERENCES: ESFP
VERY VERY
CLEAR CLEAR MODERATE SLIGHT MODERATE CLEAR CLEAR
EXTRAVERSION e • I INTROVERSION
SENSING s • INTUITION
THINKING t • FEELING
JUDGING j • PERCEIVING
30 25 20 15 10 5 0 5 10 15 20 25 30
PCI RESULTS: EXTRAVERSION | 14 SENSING | 11 FEELING | 4 PERCEIVING | 26
Because a variety of influences, such as work responsibilities, family demands, and any number of other pressures, may
have affected the way you answered the MBTI questions, the results you received may not entirely fit you. If that is the
case, work with your Myers-Briggs practitioner, who can assist you in finding the type that fits you best.
Verifying Your Type

The MBTI assessment is one of the most reliable and valid personality tools available, but no assessment is perfect.
Because of this, it is important that you verify your “best-fit” type—the four-letter combination that best describes your
natural way of doing things. Your self-estimate and your reported type are considered hypotheses at this point—best
guesses about your personality type—and they may not agree. Although most people agree with their MBTI results, it is
not unusual for people’s self-estimated and reported types to differ on one or more of the preferences.
Your task now is to verify your “best-fit” type: the four-letter combination that best describes you. Read the Characteristics
Frequently Associated with Each Type on the next page to confirm your choice, then write the corresponding type code
in the space below.
Your Best-Fit Type
Applying Your Myers-Briggs® Results to Enhance Your Personal Impact

The rest of this report presents information to help you understand the impact of your personality type in key areas of
your life. It highlights the influence your type has on how you work, communicate, and interact; make decisions and lead
others; and handle conflict, stress, and change. Throughout, the report suggests ways for you to develop and strengthen
your awareness and effectiveness.
CHARACTERISTICS FREQUENTLY ASSOCIATED WITH EACH TYPE
ISTJ ISFJ INFJ INTJ
Quiet, serious, succeed by Quiet, friendly, responsible, Seek meaning and connection Have original minds and great
being thorough and depend- and conscientious. Commit- in ideas, relationships, and drive for implementing their
able. Practical, matter-of-fact, ted and steady in meeting material possessions. Want to ideas and achieving their
realistic, and responsible. their obligations. Thorough, understand what motivates goals. Quickly see patterns
Decide logically what should painstaking, and accurate. people and are insightful in external events and
be done and work toward Loyal, considerate, notice and about others. Conscientious develop long-range explan-
it steadily, regardless of remember specifics about and committed to their firm atory perspectives. When
distractions. Take pleasure people who are important to values. Develop a clear vision committed, organize a job
in making everything orderly them, concerned with how about how best to serve the and carry it through. Skeptical
and organized—their work, others feel. Strive to create common good. Organized and and independent, have high
their home, their life. Value an orderly and harmonious decisive in implementing their standards of competence and
traditions and loyalty. environment at work and at vision. performance—for themselves
home. and others.
ISTP ISFP INFP INTP
Tolerant and flexible, quiet Quiet, friendly, sensitive, Idealistic, loyal to their values Seek to develop logical expla-
observers until a problem and kind. Enjoy the present and to people who are impor- nations for everything that
appears, then act quickly moment, what’s going on tant to them. Want to live a life interests them. Theoretical
to find workable solutions. around them. Like to have that is congruent with their and abstract, interested more
Analyze what makes things their own space and to work values. Curious, quick to see in ideas than in social interac-
work and readily get through within their own time frame. possibilities, can be catalysts tion. Quiet, contained, flexible,
large amounts of data to Loyal and committed to their for implementing ideas. and adaptable. Have unusual
isolate the core of practical values and to people who are Seek to understand people ability to focus in depth to
problems. Interested in cause important to them. Dislike and to help them fulfill their solve problems in their area of
and effect, organize facts disagreements and conflicts, potential. Adaptable, flexible, interest. Skeptical, sometimes
using logical principles, value don’t force their opinions or and accepting unless a value is critical, always analytical.
efficiency. values on others. threatened.
ESTP ESFP ENFP ENTP
Flexible and tolerant, they take Outgoing, friendly, and Warmly enthusiastic and Quick, ingenious, stimulat-
a pragmatic approach focused accepting. Exuberant lovers imaginative. See life as full of ing, alert, and outspoken.
on immediate results. Bored of life, people, and material possibilities. Make connec- Resourceful in solving new
by theories and conceptual comforts. Enjoy working with tions between events and and challenging problems.
explanations; want to act others to make things happen. information very quickly, and Adept at generating concep-
energetically to solve the Bring common sense and confidently proceed based on tual possibilities and then
problem. Focus on the here a realistic approach to their the patterns they see. Want a analyzing them strategically.
and now, spontaneous, enjoy work, and make work fun. lot of affirmation from others, Good at reading other people.
each moment that they can Flexible and spontaneous, and readily give appreciation Bored by routine, will seldom
be active with others. Enjoy adapt readily to new people and support. Spontaneous do the same thing the same
material comforts and style. and environments. Learn best and flexible, often rely on their way, apt to turn to one new
Learn best through doing. by trying a new skill with other ability to improvise and their interest after another.
people. verbal fluency.
ESTJ ESFJ ENFJ ENTJ
Practical, realistic, matter-of- Warmhearted, conscien- Warm, empathetic, respon- Frank, decisive, assume
fact. Decisive, quickly move tious, and cooperative. Want sive, and responsible. Highly leadership readily. Quickly see
to implement decisions. harmony in their environment, attuned to the emotions, illogical and inefficient proce-
Organize projects and people work with determination to needs, and motivations of dures and policies, develop
to get things done, focus on establish it. Like to work with others. Find potential in and implement compre-
getting results in the most others to complete tasks everyone, want to help others hensive systems to solve
efficient way possible. Take accurately and on time. Loyal, fulfill their potential. May act organizational problems. Enjoy
care of routine details. Have a follow through even in small as catalysts for individual and long-term planning and goal
clear set of logical standards, matters. Notice what others group growth. Loyal, respon- setting. Usually well informed,
systematically follow them and need in their day-to-day lives sive to praise and criticism. well read, enjoy expanding
want others to also. Forceful in and try to provide it. Want to Sociable, facilitate others in a their knowledge and passing
implementing their plans. be appreciated for who they group, and provide inspiring it on to others. Forceful in
are and what they contribute. leadership. presenting their ideas.
Your Work Style

The descriptions presented below for your type relate to your
work preferences and behaviors.
When reviewing this information, keep in mind that the MBTI assessment
identifies preferences, not abilities or skills. There are no “good” or “bad” types
for any role in an organization. Each person has something to offer and learn
that enhances his or her contribution.
ESFP WORK STYLE HIGHLIGHTS
ESFPs are friendly, outgoing, fun-loving, and likable individuals who are naturally
drawn toward others. They like working in groups with other lively, fast-paced
people, and they enjoy offering alternatives based on common sense.
Adaptable Enthusiastic Practical
Casual Friendly Sociable
Cooperative Outgoing Talkative
Easygoing Playful Tolerant
Contributions to the Organization

• Bring energy, enthusiasm, and a spirit of cooperation
• Present a positive image of the organization
• Offer action, excitement, and fun
• Link people, information, and resources
• Accept and deal with others as they are, even treating them generously
Problem-Solving Approach
• Want to make a realistic and concrete assessment of the situation, especially about people
• May need to add objectivity and a long-range vision of what else might be for optimal results
Preferred Work Environments

• Contain energetic and easygoing people focused on present realities
• Are lively and action oriented
• Foster a fast pace
• Include people who are adaptable and spontaneous
• Emphasize being harmonious, friendly, and appreciative
• Are upbeat and social
• Look attractive and colorful
Preferred Learning Style

• Interactive, with ample time to talk through new information
• Practical, with content you can experiment with and use
Potential Pitfalls
• Overemphasizing subjective data in an effort to maintain harmony
• Jumping into things without first reflecting on what is at hand
• Spending too much time socializing and neglect tasks
• Not always finishing what you start
Suggestions for Developing Your Work Style

• May need to include logical implications in your decision making in order to depersonalize conflict
• May need to plan ahead when managing work
• May need to balance task and socializing time
• May need to work on project and time management skills

Your Communication Style

The information presented below for your type relates to how
you generally tend to communicate.
It is designed to help raise your awareness of your natural communication
style and its impact on others so that you can develop strategies for
communicating more effectively in your business and personal interactions.
Communication Highlights
• Are friendly, outgoing, tactful, positive, energetic, collaborative, and dynamic
• Are kind, considerate, and quick to offer assistance to others
• Observe and tune in to people’s needs and feelings; are able to develop rapport
• Are a thoughtful, realistic troubleshooter who takes action to help people
• Live in and experience the moment with a lighthearted, optimistic attitude
At First Glance
• Adopt an easygoing, tolerant, pleasure-loving, casual approach
• Are observant of, interested in, and in tune with people and their immediate needs
• Consider practical options to solve immediate problems; use common sense
• Are highly sociable and active; enjoy meeting and developing rapport with people
• Flexibly meet others’ needs without getting caught up in rules and procedures
What You Want to Hear

• Support and encouragement that shows an interest in what you are doing
• Minimal direction; rules and structure limit your ability to resourcefully improvise
• Practical information enabling you to take immediate action with a minimum of discussion and planning
• Relevant and interesting personal stories and experiences
• Options for doing things together collaboratively
When Expressing Yourself

• Want to laugh and have fun; love distractions and diversions
• Help others come to consensus through cooperation, negotiation, and compromise
• Will get people up and moving; would rather act than talk
• Enjoy shared activities and experiences that build strong connections
• Engage in conversations easily; may spend too much time socializing

Giving and Receiving Feedback

• Generously offer positive feedback and compliment others
• Express appreciation with tangible rewards such as gifts or offers of help
• Can take criticism personally
• Will disengage from a conversation if it becomes too logical or critical
• Give more positive than corrective feedback; may avoid giving corrective feedback
Potential Blind Spots Suggested Remedies
Others may misunderstand your desire to be in a fun and Accommodate others by making concrete goals and plans and
adaptable work environment. then sticking to them. By attending to project completion, you
will be able to enhance your contribution and gain supporters.
Although you may enjoy many and varied interactions, others Respect people’s need for quiet time alone to reflect and
may not. regroup.
When you act quickly without a lot of explaining it may come Help others understand the practical and flexible side of
across as disrespectful and a challenge to rules and authority. problem solving. Curb any tendency to take a maverick
approach.
You seek interaction and may interrupt others’ work. Some people can be disconcerted when their concentration
is disrupted. Make an appointment or ask if it’s a good time to
discuss something.
Your casual, fun approach may be frustrating to others when Try not to deflect or avoid interactions that involve serious
they are seeking a serious discussion. matters. Focus on the long term instead of on immediate
gratification.
Your desire for harmony may leave you feeling that it’s best to Collaborate with others to address concerns. Be willing to deal
avoid dealing with unpleasant ongoing interpersonal conflicts. with causes of problems to resolve more complex issues.
You may feel hurt when others give you feedback that is meant Develop objectivity and take time to hear and understand the
to be constructive. feedback. Be careful not to interpret feedback as personal
criticism.
Suggestions for Developing Your Communication Style

• Determine which of the blind spots above describe your behavior when communicating or interacting at work.
• Ask yourself whether any of these behaviors are hindering your performance. If yes, try the suggested remedies
and ask someone you trust for feedback to chart your progress.
Your Team Style

Your MBTI results can help you better understand how you
tend to work on a team and improve the quality of your team
interactions.
Use this information to gain insight into your strengths as a team member,
your potential challenges, and how you might enhance your contributions to
teams in various areas of your work and life.
Your Team Member Strengths

• Considering the impact of team decisions on team members and others
• Finding ways to agree with others
• Making sure all relevant facts have been identified and presented
• Making decisions based on personal values
• Reminding team members of common values
• Being sensitive to others’ needs
• Adding a sense of humor to team meetings
• Demonstrating that work can be fun
• Negotiating win-win solutions
• Seeing other people’s viewpoints
• Being flexible and spontaneous in responding to problems
• Bringing common sense and a realistic, practical approach to problem solving
Suggestions for Developing Your Team Contributions

• Determine which of these behaviors describe you and consider how they are working for you. How might you
use those behaviors to help in a team context?
• Highlight in the list above those behaviors you use when on a team. Are any of your natural strengths not being
brought to the team?
• Consider how your strengths can help the teams you serve on achieve their objective.
Potential Blind Spots Suggested Remedies
May engage in crisis management that treats symptoms but Analyze the problem to identify its cause so that you don’t just
neglects the causes of problems treat the symptoms
May get distracted from the task by socializing excessively Set aside a regular time for socializing or informal networking
so that you can look forward to it
May focus only on the immediate problem and neglect long- Think about how current problems and decisions might affect
range issues what the team does one to three years in the future
May jump into action prematurely Ask team members if there is anything more that needs to be
considered before taking action
May not develop a plan for how goals are to be accomplished Realize that some members of your team may need a plan first;
give them at least a rough outline of what steps you will take
May not think through the logical consequences of decisions Make a list of the pros and cons of all the alternatives and
develop best- and worst-case scenarios
Additional Suggestions for Developing Your Team Contributions

• Determine which of the blind spots in the chart describe your behavior when working as part of a team.
• Ask yourself whether any of these behaviors are hindering team performance. If yes, try the suggested
remedies and ask a team member you trust for feedback to chart your progress.
Your Decision-Making Style

The information below is intended to help you see the impact
of your personality preferences on your decision-making style.
It is important to remember that all personality types and decision-making
styles are equally valuable and that no one type can be characterized as the
best decision maker. Use this information to learn about and appreciate your
natural style and acquire strategies to make both your individual and group
decision making more successful and comprehensive.
ESFP DECISION-MAKING STYLE HIGHLIGHTS
Friendly, outgoing, and enthusiastic, ESFPs work well when they can use
their vitality and humor to make things happen. They make collaborative
efforts enjoyable by applying common sense and a flexible and spontaneous
approach to meeting challenges. They like to use their warmth and generosity
to help people. During decision making ESFPs typically want to know, “What is
the most enjoyable choice?”*
Your Decision-Making Strengths

• Examining what is already working in order to change only those things that need changing
• Seeking input from people who have provided good advice in the past
• Considering a variety of data sources in an open-minded and flexible manner
• Proposing options that would directly and immediately benefit people
• Crafting decisions that are grounded in common sense
• Assessing quickly and accurately what is enjoyable, easy, and fun
• Getting going with implementation in an upbeat, no-nonsense manner
• Attending to the practical needs of others with care and warmth
• Appreciating everyone’s contribution and celebrating what went well
• Zeroing in on what happened and how it can be applied in similar situations
* Used by permission from Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, Introduction to Myers-Briggs® Type and Teams, 3rd ed. (Sunnyvale, CA: CPP, Inc., 2003, 2016), p. 11.
Potential Challenges During Decision Making

• Focusing too much on what is simple or expedient, overlooking long-range implications
• Failing to consider your own thoughts and feelings before adopting others’ opinions
• Getting off track, becoming distracted by each new piece of information
• Focusing on options that protect harmony at the expense of the truth
• Shying away from decision options that seem complicated or challenging
• Rushing to select decision options in order to move to action
• Overlooking quiet, subtle, or nuanced resistance
• Failing to see the logical consequences of actions
• Avoiding reflecting on sad, confusing, or difficult circumstances
• Failing to use or trust your insights about what occurred
Suggestions for Developing Your Decision-Making Style

• Recognize that careful preparation may save time and result in superior outcomes
• Remember to look inside for answers as well as seek the counsel of others
• Revisit the core issue to ensure that brainstorming is focused
• Recognize that a candid appraisal of difficulties may make things better for people in the long term
• Realize that what seems difficult to evaluate may yield valuable information
• Understand that careful effort now may allow more time later for pleasurable pursuits
• Take time to listen carefully to ensure everyone’s satisfaction and cooperation
• Keep in mind that any plan of action should take into account the costs as well as the benefits
• Remember that reviewing what is hurtful may provide insights on how to avoid further pain
• Realize that following inspiration can lead to exciting and worthwhile experiences
Enhancing Your Decision-Making Capability
Understanding and applying personality type concepts can help you make better decisions. Sound decisions use both
kinds of perception—Sensing and Intuition—in order to gather all useful information and both kinds of judgment—
Thinking and Feeling—to ensure that all factors have been weighed. Because we naturally prefer one particular kind of
perception and one kind of judgment, we are likely to focus on our preferred ways and overlook the positive contributions
of our nonpreferred ways.
Isabel Briggs Myers believed that the best way to make a decision is to use all four of these preferences deliberately and in
a specific order. This decision-making sequence is shown below.
#
1 Use Sensing to define the problem
#
2 Use Intuition to consider all the possibilities
3 Use Thinking to weigh the consequences of each course of action

#
#
4 Use Feeling to weigh the alternatives
Your preferences are highlighted in the graphic. Follow the steps, noting the important questions to ask at each stage.
After completing the process, you should be able to make and act on a final decision. At an appropriate point after
implementation, be sure to evaluate the results by reviewing your consideration of the facts, possibilities, impacts, and
consequences.
SENSING to define the problem INTUITION to consider the possibilities
What are the facts? What other ways are there to look at this?
What have you or others done to resolve this or What do the data imply?
similar problems? What are the connections to larger issues or
What has worked or not worked? other people?
What resources do you have available? What theories address this kind of problem?
THINKING to weigh the consequences FEELING to weigh the alternatives
What are the pros and cons of each option? How does each alternative fit with my values?
What are the logical consequences of each? How will the people involved be affected?
What are the consequences of not deciding and How will each option contribute to harmony and
acting? positive interactions?
What impact would deciding on each option have How can I support people with this decision?
on other priorities?
Would this option apply equally and fairly to
everyone?
Your Leadership Style

The type information below is designed to help you see
the impact of your personality preferences on your
leadership style.
Assets and challenges characteristic of your MBTI type are presented,
as well as suggestions you can use to stretch your development.
SETTING DIRECTION
Assets Challenges
Generating options that will benefit individuals; favoring Avoiding visioning and strategic planning, finding these
choices that resonate with your values activities to be draining
Being quick to see “what is” and what’s needed next Focusing on quick, practical solutions, sometimes overlooking
root causes
Being comfortable operating spontaneously in fast-paced,
energetic environments Getting easily distracted by new data, slowing the decision-
making process
Seeking straightforward, practical solutions
Feeling discomfort with conflicting views, making it hard to
pick a direction that displeases others
INSPIRING OTHERS TO FOLLOW
Assets Challenges
Having a friendly, outgoing style and an optimistic outlook, Having a fun-loving style that is not effective with everyone;
creating rapport and inspiring followers must cultivate a way to engage the more serious people, too
Seeking and valuing input from others and using input to reach Being drawn to people who are outgoing, thereby risking
consensus undervaluing or overlooking quieter people
Easily understanding others’ needs Losing interest in and trying to avoid the mundane or repetitive
activities of an organization
Cultivating long-term relationships that contribute to your
advancement Being critical of those who rely on their intuition
MOBILIZING ACCOMPLISHMENT OF GOALS
Assets Challenges
Knowing how to replicate success by recognizing and Having underdeveloped organizational skills, meaning
repeating a good process resources are not marshaled and execution suffers
Stimulating others to take action Missing important deadlines because you are too flexible and
lose focus on the critical path
Being hands-on and spontaneous and enjoying coaching
others to success Being seen sometimes as playing favorites when evaluating
performance and providing opportunities to others
Rewarding and celebrating the completion of milestone tasks
to keep the team motivated Being not very self-reflective, which may make you
unreceptive to feedback from others
Suggestions for Developing Your Leadership Style

• Strategic decision making. Discover how to focus less on the present in your decision making and instead look
more overtly at the long-term, logical consequences of the options.
• Clarification of values. Take time to reflect deeply on your values and goals. Knowing what matters most to
you and slowing down momentarily to ask yourself about the pros and cons of a choice will help improve the
decisions you make under stress.
Your Conflict Style

Your MBTI results shed light on how you typically approach
and deal with conflict.
Incorporating type awareness and an understanding of your natural style
can help you be better prepared to more effectively and sensitively
approach, communicate during, and resolve conflict situations.
ESFP CONFLICT STYLE HIGHLIGHTS
ESFPs typically view conflict as a natural, albeit at times unwelcome, part of

life. It is important to them that everyone be listened to and included in the
exploration of conflict. While they naturally tend to find enjoyment wherever
they go, they can be drawn into conflict if a core value has been transgressed
or if it involves someone they care about.
Your Strengths in Managing Conflict

• Maintaining your joie de vivre in most situations
• Comfortably taking on the role of peacemaker, being lighthearted when appropriate and encouraging others to
overcome their differences
• Living in the present, which ensures that you pay attention to how people are doing at all times and allows you to
accept others, flaws and all
What You Need from Others

• Freedom to live life to the fullest; acceptance of your positive demeanor even when things look gloomy
• A safe environment in which people are not judged for what they might say and no one is overly aggressive
• Permission to bend (or, more likely, forgiveness for bending) the rules a little
How Others Tend to See You

• Generally exuberant in how you lead your life and caring and understanding in your dealings with others
• At times impulsive and impatient, not planning ahead; this can lead to the perception that you shun difficult situations
for more exciting options
• When you are under stress: hyperactive, talking too much, and jumping from one thing to the next; blunt and
uncharacteristically allowing all options to be seen as negative
Suggestions for Developing Your Conflict Style

• Be careful when using humor, which others may regard as flippant and disrespectful
• Be wary of unintentionally aggravating the situation by jumping in hastily and then saying something
inappropriate
• Be prepared to sometimes take a stern stance to move things along
• Understand that your trial-and-error approach may be seen by some as a lack of preparation and by others as
an indication that they can easily outmaneuver you
How Stress Impacts You

Use the information below to learn about how your MBTI
preferences impact how you tend to experience and react
to stress.
This understanding can support your ability to manage productively and
effectively the stresses that come with everyday work and life.
Stressors
• Being forced to make commitments that close off options
• Being asked about future plans
• Getting confusing instructions, not knowing what is expected
• Dealing with overwhelming demands, deadlines
• Being in rigid, rule-bound environments that allow no freedom of choice
• Coping with conflicts, threats to important relationships
• Dealing with concerns about other people’s welfare
Signs of Stress
• Reading between the lines, seeing connections among random, trivial events
• Being overwhelmed by confusing, unfamiliar thoughts and ideas
• Feeling trapped, imagining never-ending doom and gloom
• Feeling nervous and anxious, expecting the worst
• Behaving in a snappy, angry, intolerant, abrupt manner

• Becoming hypersensitive, getting your feelings hurt easily
• Becoming quiet, introspective; withdrawing, wanting to be left alone
MANAGING STRESS
Best ways to manage your stress Worst ways for you to respond to stress
Get away from the stressful situation Cut yourself off from people, withdraw even further
Do something enjoyable and distracting, focus on something Resolve to become more like other people, such as by making
pleasant long-range plans, not living in the moment, and doing routine
activities
Ask for help and support from many people
Avoid asking for help for fear you’ll be judged inadequate
Use positive self-talk
Engage in negative self-talk, stay stuck in your mood,
Talk to a rational friend about it to get grounded
convinced that all is hopeless
Ask someone to help you make contingency plans in case your
Judge yourself harshly for not coping the way you think others
worst fears are realized
would cope
Let enough time pass for the stress to go away on its own
Your Approach to Change

The charts below help you more fully understand the impact
of your MBTI type on how you tend to react and respond
during times of change and transition.
Awareness of needs, typical reactions, and contributions can help you
develop the resiliency and flexibility needed to feel and be more effective
as you both experience and manage change.
IN TIMES OF CHANGE
Needs during change Reactions when needs are not met
To get moving Get caught up in the present, can lose perspective

To be involved and get others involved Avoid responsibility and rules
An opportunity to enjoy the process and add your enthusiasm Involve others in unproductive activities, may create turmoil
Chances to talk, to tell others about your experience and ideas Talk a lot
Appreciation for bringing humor and fun
WHEN DEALING WITH LOSSES
Contribute by Have difficulty with
Accepting changes willingly Dealing with consequences, especially negative ones

Taking care of others Loss of relationships
Accepting and including new people Seeing the big picture that may explain the losses
Talking about and processing what is happening The negative impacts on people
Initiating celebrations
DURING THE TRANSITION PERIOD
Typical reactions Tend to focus on
Lack direction, uncertain about where things are going Gathering information
Impatient, want to move on Getting people together, moving everyone along
Want to know, “what is the end product, speciﬁcally?” Tending to immediate projects you can do step-by-step
Frustrated by inaction, spinning wheels Talking, processing information and decisions
DURING THE START-UP PHASE
Obstacles to starting Contribute by
Not having enough experience and information Including everyone

Being expected to have everything carefully planned out Energizing others
Dealing with people’s negative feelings, people who are feeling Making work fun
stuck Adapting to midcourse changes in the plans
Learning new technical requirements Celebrating
Having to go at a slow pace—you want to speed it up! Verbalizing and processing what’s happening
This MBTI report was selected for you by your experienced MBTI practitioner to help guide your continued development and
promote your personal and professional success.
The report was derived from the following sources:
Introduction to Myers-Briggs Type® (7th ed.) by Isabel Briggs Myers.

Copyright 1998, 2015 Peter B. Myers and Katharine D. Myers. All rights reserved.
Introduction to Myers-Briggs® Type and Leadership (2nd ed.) by Sharon Lebovitz Richmond.
Copyright 2008, 2016 CPP, Inc. All rights reserved.
Introduction to Myers-Briggs Type® in Organizations (4th ed.) by Sandra Krebs Hirsh and Jean M. Kummerow.
Copyright 1998, 2016 CPP, Inc. All rights reserved.
Introduction to Type® and Change by Nancy J. Barger and Linda K. Kirby.

Copyright 2004 CPP, Inc. All rights reserved.
MBTI® Conflict Style Report developed by Damian Killen and Danica Murphy.
MBTI® Decision-Making Style Report developed by Katherine W. Hirsh and Elizabeth Hirsh.
MBTI® Step I™ Communication Style Report developed by Donna Dunning.

Copyright 2003, 2009, 2016 CPP, Inc. All rights reserved.
MBTI® Step I™ Interpretive Report.

Copyright 1988, 1998, 2005, 2015 Peter B. Myers and Katharine D. Myers. All rights reserved.
MBTI® Step I™ Interpretive Report for Organizations developed by Sandra Krebs Hirsh and Jean M. Kummerow.
MBTI® Stress Management Report developed by Naomi L. Quenk.

Copyright 2011 Peter B. Myers and Katharine D. Myers. All rights reserved.
MBTI® Team Report developed by Allen L. Hammer.

These in-depth reports and resources are available through your practitioner.
For more information about the Myers-Briggs® assessment and available reports, please visit www.cpp.com.
CPP, Inc. | 800.624.1765 | www.cpp.com | © Full copyright information appears on page 1.

Myers-Briggs Type Indicator ®
Career Report
Developed by Allen L. Hammer
Report prepared for

JANE SAMPLE
September 14, 2004
CPP, Inc. | 800-624-1765 | www.cpp.com

Myers-Briggs Type Indicator® JANE SAMPLE / ENFP
Career Report Page 1
Introduction
This report applies your results from the Myers-Briggs Type Indicator ® (MBTI®) assessment to help you
identify job families and occupations that are a good fit for your reported MBTI type. The MBTI tool
was developed by Isabel Briggs Myers and Katharine Briggs and is based on Carl Jung's theory of
psychological types. It has been used for more than 60 years to help people become more satisfied and
successful in their careers.
This Report Can Help You

· Identify job families, or broad occupational categories, to help get you started in your career search
· Choose a specific job or career
· Select a college major or course of study
· Identify strengths and potential weaknesses of your type for the career search process
· Increase your job satisfaction
· Make a career transition or shift
· Plan your career development strategy and action steps
The job families and specific occupations used in this report are adapted from the O*NET™ system of
occupational classification developed by the U.S. Department of Labor, which is the standard method
for classifying occupations. The relationship between the O*NET occupations and MBTI types has
been established using information from a database of more than 92,000 working adults who recently
took the MBTI assessment and reported that they were satisfied with their jobs.
This report is only one source of information. When choosing a career or contemplating a career
change, you must also consider your abilities and skills, your occupational and leisure interests, and your
values and goals. You will also need information about specific tasks involved in different occupations, as
well as current career opportunities. Additional career information can be found online at
http://online.onetcenter.org.
How Your MBTI® Career Report Is Organized

· Summary of Your MBTI® Results
· How Your Type Affects Your Career Choice
· How Your Type Affects Your Career Exploration
· How Your Type Affects Your Career Development
· Job Families and Occupations for Your Type
Ranking of Job Families
Most Popular Occupations
Least Popular Occupations
Myers-Briggs Type Indicator ® Career Report © 1992, 1998, 2004 by Peter B. Myers and Katharine D. Myers. All rights reserved. Myers-Briggs Type Indicator, MBTI,
Introduction to Type, and the MBTI logo are trademarks or registered trademarks of the Myers-Briggs Type Indicator Trust in the United States and other countries.
The CPP logo is a trademark of CPP, Inc. O*NET™ is a trademark of the U.S. Department of Labor, Employment and Training Administration.
Summary of Your MBTI® Results

Your responses on the MBTI instrument indicate that your reported type is: ENFP
Reported Type: ENFP

Where you Extraversion Introversion
focus your
attention
E People who prefer Extraversion tend to focus their
attention on the outer world of people and things.
I People who prefer Introversion tend to focus their
attention on the inner world of ideas and impressions.
The way
Sensing Intuition
you take in
information
S People who prefer Sensing tend to take in
information through the five senses and focus on
the here and now.
N People who prefer Intuition tend to take in
information from patterns and the big picture and
focus on future possibilities.
The way Thinking Feeling

you make
decisions
T People who prefer Thinking tend to make decisions
based primarily on logic and on objective analysis
of cause and effect.
F People who prefer Feeling tend to make decisions
based primarily on values and on subjective
evaluation of person-centered concerns.
How you deal

Judging Perceiving
with the
outer world
J People who prefer Judging tend to like a planned
and organized approach to life and prefer to have
things settled.
P People who prefer Perceiving tend to like a flexible
and spontaneous approach to life and prefer to keep
their options open.
Your responses on the MBTI assessment not only indicate your preferences; they also indicate the
relative clarity of your preferences—that is, how clear you were in expressing your preference for a par-
ticular pole over its opposite. This is known as the preference clarity index, or pci. The bar graph below
charts your pci results. Note that a longer bar suggests you are quite sure about your preference, while a
shorter bar suggests you are less sure about that preference.
Clarity of Reported Preferences: ENFP
Very Clear Clear Moderate Slight Slight Moderate Clear Very Clear
Extraversion E 26 I Introversion
Sensing S 26 N Intuition
Thinking T 15 F Feeling
Judging J 25 P Perceiving
30 25 20 15 10 5 0 5 10 15 20 25 30
PCI Results Extraversion 26 Intuition 26 Feeling 15 Perceiving 25

How Your Type Affects Your Career Choice

The kinds of tasks and work environment that tend to be preferred by ENFPs are shown in the charts
below. Working at these kinds of tasks and in this kind of environment will help you feel more
comfortable and satisfied in your day-to-day work because you will have opportunities to express your
natural preferences.
Preferred Work Tasks

· Helping others develop or learn
· Developing multiple solutions to problems
· Seeing the possibilities in any situation or person
· Creating new products or services
· Motivating others by conveying enthusiasm and energy
· Moving quickly from one project to another
Preferred Work Environment

· Offers opportunities to work with a variety of people
· Provides opportunities to travel or to work with people in other countries
· Encourages and rewards creativity
· Has people who get excited by new possibilities
· Has people with a high level of energy
· Fosters teamwork
Action Steps
A Identify a specific job you are considering.
A Using an occupational library or online source such as the O*NET database (http://online.onetcenter.org),
investigate the kinds of tasks you would be doing and the kind of environment you would be working in for this job.
A Compare these tasks and work environment to those identified for your type in the charts above.
A If there is considerable overlap, you may want to pursue this opportunity.
A If there is little overlap, you may want to rethink your plan. However, before you exclude any potential job, see the tips
found on page 9 of this report.
How Your Type Affects Your Career Exploration

How you go about exploring career options will be influenced by your ENFP preferences. Your type will
help you in your career exploration activities in distinct ways, just as it may present some distinct
challenges for you.
Your type will help you:

· Think of all the things you have ever wanted to do
· Be willing to consider almost any possibility
· Take advantage of unexpected opportunities
· Establish an extensive network of people you can contact
· Convey enthusiasm and energy to interviewers
Challenges Suggested Strategies

· You may have a hard time focusing amid all the · First group all your possibilities into three categories
possibilities (e.g., high, medium, low), and then work to prioritize
those in the top group
· You may have no concrete action plan to help you · Start with your goal and work backward step-by-step
meet your goals to the present, listing each action necessary to
achieve the next step
· You may spend too much time socializing rather than · Set a goal for how many people you will contact in a
networking given period or place a limit on how much time you
will spend meeting with them
· You may focus too much on your potential rather than · List actual accomplishments on your resume and be
on your actual accomplishments sure to convey how you can help the company now
· You may make decisions based on what is exciting at · Don't make an important decision when you are too
the moment and neglect long-term issues stimulated; calm down first and reflect on what is
important
Action Steps
A Review the list of strengths (in the top chart on this page) that are a natural part of your type. Make sure to rely on
them as much as possible throughout your career exploration process, especially when you are feeling anxious.
A Review the challenges (in the second chart on this page) related to your type. The strategies suggested for dealing
with these challenges require you to move beyond your natural comfort zone. So don't try to overcome all these
challenges at once. Pick one or two to start with and work at them until you feel more comfortable.
How Your Type Affects Your Career Development

Your career development process will be influenced by your ENFP preferences. Career development
almost always involves coping with new demands that do not come naturally to you and often requires
working and communicating with people with different preferences. At times, career change can be a
beneficial stimulus to further development of your type. Type development means knowing and
accepting your natural preferences and then consciously choosing to use nonpreferred preferences in
certain situations when appropriate. Listed below are some typical strengths of and challenges faced
by ENFPs, as well as some suggestions for development.
Your style has probably helped you develop strengths in:

· Identifying and pursuing multiple possibilities
· Brainstorming and creatively solving problems; developing new products or services
· Motivating others by bringing energy and enthusiasm to any task
· Communicating or selling ideas and possibilities to others
· Working closely with teams
Challenges Suggested Strategies

· You may have trouble determining priorities amid the · Reflect quietly on what is most important to you
many possibilities you can see · Figure out what needs to be done first. What will have
the most impact?
· You may burn out from following every possibility and · Enroll in stress reduction or yoga classes with some
overcommitting friends
· Every time you take on a new project, ask yourself
what you will have to give up
· You may not follow though on decisions or projects · Ask yourself how you or others will feel if you don't
complete this task. Who might you be letting down?
· How will you feel if you develop a reputation as
someone who doesn't honor his or her commitments?
Action Steps
A Identify a career or job you are considering.
A Review the list of strengths and challenges above.
A Evaluate how much the job you have in mind will allow you to use your natural strengths and challenge you to use
other preferences. You will probably be most satisfied with a job that allows you to use your strengths most of the
time but also provides a manageable degree of challenge.
Job Families and Occupations for ENFPs

The next three pages of your Career Report present 22 broad occupational categories, or "job families,"
and a number of specific occupations and show how they rank in popularity among ENFPs. This
ranking is based on information from a sample of more than 92,000 people in 282 jobs who said they
were satisfied with their jobs. There were 8,305 ENFPs in this sample.
The chart on the next page shows the popularity of 22 job families among ENFPs divided into three
groups: those most attractive to ENFPs, those moderately attractive, and those least attractive. The
longer the bar on the chart, the more attractive the job family. Those job families listed as most
attractive to ENFPs offer the best opportunity for you to find an occupation in which you can use your
natural preferences and be satisfied. Those listed as moderately attractive are dependent on how well the
tasks and work environment for specific occupations fit with your preferences. Those least attractive are
associated with occupations in which you are least likely to express your preferences. These may require
you to work "against the grain" of your preferences.
When reviewing the chart, it is important not to overemphasize the differences between any two
adjacent categories. In your career exploration process, consider all the job families in the "most
attractive" section, especially if the bars in the graph are about the same length. You should also explore
job families in the "moderately" and "least" attractive sections if they appeal to you or you would like to
learn more about them.
Pages 8 and 9 list specific occupations ranked by their popularity among ENFPs. Page 8 presents the
most popular occupations, page 9 the least popular.
Working with Your Job Families and Occupational Lists

· When comparing job families and the two occupational lists, it may not be entirely clear which occupations fit
within which job families. For example, does a particular health care occupation belong in Health Care Support or
in Health Care Practitioner and Technical? To help you see the relationship, a "Career Trends" summary is
provided with your most popular occupations list.
· If you would like more information about how job families and specific occupations are related, you can go online
to http://online.onetcenter.org and click on "Find Occupations." On the Find Occupations page, go to the pull-down
menu "By Job Family or All Occupations." When you select one of these categories, you will be provided with a list
of all specific occupations within that category, each of which is further explained.
· You may notice what appear to be differences between your general and specific lists. You may find a specific
occupation ranked higher or lower than you might predict based on the ranking of the corresponding job family.
This can occur because the number of specific occupations in an O*NET category ranges from 14 to 237! And not
all the specific occupations found on the O*NET database are used in your Career Report. Only those that had a
large enough sample of satisfied workers could be used. Think of the job families as an average. There will likely
be specific jobs that are a good fit for your particular preferences, even though the job family may not be all that
appealing to most ENFPs.
ENFP
· The use of job family and occupation lists should be only a first step in your career exploration process.
Ranking of Job Families for ENFPs
Most Attractive Job Families (scores of 61–100) 0 10 20 30 40 50 60 70 80 90 100
Personal Care and Service

100
Lodging manager, personal trainer, hairdresser, child care provider
Arts, Design, Entertainment, Sports, and Media
91
Artist, coach, musician, reporter
Community and Social Services
88
Community service manager, career counselor, clergy, social worker
Food Preparation and Service
87
Chef, food service manager, bartender, host/hostess
Education, Library Sciences, and Training
87
Schoolteacher, librarian, school administrator, university faculty
Sales and Advertising
76
Sales manager, real estate agent, insurance agent, salesperson
Health Care Practitioner and Technical Occupations
67
Pediatrician, dentist, physical therapist, lab technician
Health Care Support
63
Nurse's aide, veterinary assistant, pharmacy aide, physical therapy aide
Farming, Fishing, and Forestry
62
Rancher, farmer, agricultural inspector, fisher
Moderately Attractive Job Families (scores of 41–60) 0 10 20 30 40 50 60 70 80 90 100
Office and Administrative Support

57
Bank teller, receptionist, clerical services, legal secretary
Life, Physical, and Social Sciences
53
Biologist, chemist, economist, psychologist
Legal
51
Lawyer, arbitrator, paralegal, court reporter
Construction and Extraction
49
Carpenter, plumber, electrician, stonemason
Building and Grounds Maintenance
45
Gardener, tree trimmer, housekeeping, lawn service supervisor
Business and Finance
43
Operations, finance, marketing, human resources
Least Attractive Job Families (scores of 0–40) 0 10 20 30 40 50 60 70 80 90 100
Protective Services
37
Firefighter, correctional officer, security guard, police officer
Transportation and Materials Moving
36
Pilot, air traffic controller, driver, freight handler
Installation, Maintenance, and Repair
35
Office machine repair, mechanic, line installer, electronics repair
Computers and Mathematics
32
Programmer, systems analyst, database administrator, mathematician
Military Specific
28
Air crew officer, command & control, radar operator, infantry member
Production and Manufacturing
26
Machinist, cabinetmaker, inspector, power plant operator
Architecture and Engineering
25
Architect, surveyor, mechanical engineer, chemical engineer
Most Popular Occupations for ENFPs
The occupations listed below in rank order are a sampling of those that are most attractive to ENFPs.
Individuals of this type are found in these occupations in much greater proportion than would be
expected based on the frequency of this type in the general U.S. population. You are likely to find these
occupations most satisfying because you will:
· Have opportunities to express your preferences
· Be recognized and rewarded for using your natural gifts and strengths
· Face tasks and problems you find interesting and challenging
Career Trends for ENFPs

There are two major trends in the occupations that appeal to ENFPs. Most of the popular occupations involve working
with people by providing counseling, personal or spiritual services, or teaching, or by helping them feel or look better.
The other group of popular occupations is in the arts; ENFPs are attracted to a variety of roles in this area. There are
also two occupations that involve taking care of the environment.
Most Popular Occupations for ENFPs

1 Craft artist 13 Clergy
2 Actor/performing artist/dancer 14 Travel agent/services
3 Photographer 15 Career counselor
4 Forester 16 Vocational rehabilitation counselor
5 Musician, singer, music director, composer 17 Preschool/kindergarten teacher
6 Clinical/counseling/educational psychologist 18 School counselor
7 Mental health counselor 19 Landscape architect
8 Fitness trainer 20 Producer, director
9 Bartender 21 Psychiatric/substance abuse social worker
10 Artist/visual artist 22 Adult education teacher
11 Hairdresser, cosmetologist, manicurist, skin care 23 Receptionist
specialist 24 Child care worker
12 Restaurant host/hostess
Action Steps
A Visit a career library and search for careers in the fields highlighted in the Career Trends box above. Write down
job titles that seem to match these trends. Then proceed to the next step to look up detailed information about
these careers.
A Go to http://online.onetcenter.org and click on "Find Occupations". Enter the name of any of the specific
occupations listed above, or any other occupation that interests you, in the "By Keyword" box. This will lead you to
comprehensive and detailed information about that occupation, including the knowledge, skills, and abilities
needed to perform the job, the educational and training requirements, and the employment outlook for that
occupation by state.
Least Popular Occupations for ENFPs
Listed below are 10 occupations in which ENFPs are not likely to be found. If you enter one of these
occupations:
· You may experience difficulty communicating or agreeing with your co-workers
· The particular gifts associated with your preferences may not be recognized or rewarded
· You may eventually experience stress or dissatisfaction if you are required to work against
the grain of your natural preferences for too long
Least Popular Occupations for ENFPs

Air crew member Emergency management specialist
Bank teller Inspector/tester/grader
Civil engineer Nuclear engineer
Civil engineering technician Plant scientist
Computer hardware engineer Top executive, Legal
Tips for Succeeding in an "Atypical" Occupation

You should not automatically discount any occupation just because it is not popular among those of your type. In an
occupation that is atypical for people of your type, you may find that your different approach is valued and rewarded
and you are seen as an innovator or leader. You may very well succeed and be satisfied in such an occupation if you:
· Can use your preferences productively by creating a special role in which you do a certain set of tasks or by
finding a niche for yourself in a particular environment or with a select group of co-workers you enjoy working
with
· Work at understanding or communicating with others whose preferences are different from yours
· Find other opportunities, such as in your leisure activities, to express your preferences
CPP, Inc. | 800-624-1765 | www.cpp.com

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MYERS-BRIGGS TYPE INDICATOR® | STEP I™

September 21, 2018

+1 800 624 1765 | www.themyersbriggs.com

Your Myers-Briggs® Profile is designed to help you understand

Your Myers-Briggs personality type Your preferences

THE WAY YOU DIRECT AND RECEIVE ENERGY

THE WAY YOU TAKE IN INFORMATION

THE WAY YOU DECIDE AND COME TO CONCLUSIONS

THE WAY YOU APPROACH THE OUTSIDE WORLD

TYPE DESCRIPTION: ENFP

Curious, creative, imaginative

Energetic, enthusiastic, spontaneous

Very perceptive of the people and the world around them

Value harmony and goodwill

Base decisions on their personal values and empathy

Seen as friendly, perceptive, persuasive, versatile

CLARITY OF YOUR PREFERENCES: ENFP

PCI RESULTS: EXTRAVERSION | 26 INTUITION | 26 FEELING | 3 PERCEIVING | 25

+1 800 624 1765 | www.themyersbriggs.com | © Full copyright information appears on page 1.

+1 800 624 1765 | www.themyersbriggs.com

• They are stimulated by new people, ideas, and experiences.

• ENFPs see connections or relationships between ideas or events.

• They make their decisions based on their personal values.

ENFPs with Others

• They are good at expressing appreciation and giving support.

• ENFPs enjoy meeting people from different cultures.

• ENFPs are extremely perceptive about the attitudes of others, aiming to

• They bring energy and enthusiasm to the group, team, or organization.

• They can become passionate champions of an idea or a vision.

Potential Blind Spots for ENFPs

+1 800 624 1765 | www.themyersbriggs.com

PERSONAL IMPACT REPORT

CPP, Inc. | 800.624.1765 | www.cpp.com

About Your Report

Applying Your Myers-Briggs®

Your Conflict Style 22 and life may bring

What Are Preferences?

Preferred Hand Nonpreferred Hand

Feels natural Feels unnatural

THE FOUR MYERS-BRIGGS ® PREFERENCE PAIRS

EXTRAVERSION or INTROVERSION Opposite ways to direct and receive energy

SENSING or INTUITION Opposite ways to take in information

THINKING or FEELING Opposite ways to decide and come to conclusions

JUDGING or PERCEIVING Opposite ways to approach the outside world

The MBTI® Preferences

Prefer to communicate by talking Drawn to their inner world

Work out ideas by talking them through Prefer to communicate in writing

Have broad interests Learn best by reflection, mental “practice”

Tend to be sociable and expressive Focus in depth on a few interests

THE S–N PREFERENCE PAIR | How do you take in information?

Organize their lives Spontaneous

Make short- and long-term plans Open-ended

Like to have things decided Adapt, change course

What Is Your Type?

ISTJ = People who tend to…

Pay attention to and get energized by their inner world

Like information that is real and tangible

Use logical analysis in decision making

Like a structured and planned life

ENFP = People who tend to…