13 INT]Introverted, Intuitive,Thinking, Judging"Competence +Independence = Perfection"

Profile 1: Kathleen

"Planning strategies excites the dickens outof me!"

Kathleen is a self-professed perfectionist. Inher work, she "creates masterpieces" no mat-ter what she's doing. She serves as coordina-tor and staff assistant to a city commission onwomen's issues and affairs. And she alsoruns her own business providing training,education, and consulting in managementplanning and development. It's a full plateand Kathleen works constantly. "I get turnedon by my work. Career satisfaction for memeans I can do my work any day of theweek and never say, 'Hey! Isn't this myday off?!'"

Kathleen coordinates and manages theplanning activities of a city human serviceand political commission. Her work involvesresearch and analysis of proposals for poten-tial programs, the writing of policy reports,and preparation and grooming of public offi-

cials to help identify and overcome potentobstacles to new policies. She facilitatesinternal task forces and handles negotiationsamong commissioners. "Lately I've beendoing more and more politicking; I'm findingthat I'm good at it and I like it," And Kath-leen supervises one staff member, somethingshe enjoys because that individual is "a lotlike me and we each have a lot of freedom,"

In her own business, which she runs aiieitraditional work hours, Kathleen createsmanagement planning and developmentprograms for companies. Her consultingwork is designed around helping teamswork more effectively together. She workslong hours keeping track of "the detailsnobody else thinks of. I'm the consummairplanner, and I'm known for my prototypes.which pleases me."

"I enjoy almost everything I do: p lanningstrategies excites the dickens out of me, i ieating proposals and getting other people tnaccept them, especially when there i-> i m M . i lresistance, is challenging; and anything h.iv

INT}Introverted, Intuitive, Thinking, Judging ||

invi to do with theories and the future impli-i -iiions at anything is exciting." Kathleen isi l - . r > energized by making presentations, and

-.lie often receives standing ovations for her'performances." But she's exhausted whenthey're over and finds the preparationpioress "painful, because I'm so demandingt i n t perfectionistic about them."

It's the routine tasks of her job that shehmls boring and ultimately draining. "Writingmi mthly reports, documenting time, rethink-nIK what I've already thought about, that'silie worst for me." And major decisions areiltllicult for Kathleen to make. She once tooki w < ) years to decide what kind of new car toI m y because she needed so much informa-iii ni in order to make a perfect decision.

(>ne of the things Kathleen values mosti|» nit herself is her competency. ThroughoutItn work history it seems that she has alwayswi 'i ked toward that end. Her first job after' • illi'^e was as administrative account spe-i i.illM at an international business corpora-tion She was naive about the norms ofxmking in a large organization but was!• . l i n i n g so much she didn't mind all the< 1.1.iil work of administering the salesn i i H in t s . Soon she realized she wanted to

i " in :i smaller work environment andt. • '-pied a job at a very small consulting firm

l n - i e she developed the training programst l i cy marketed. While she loved being" •ipuiisible for everything," the company

miil i l i i ' i offer her the salary she needed. She(« 11 wem to work for the U.S. government' • " i n - , .system as arbitration and deputyt Ink I t was a highly technical position, and* l i i l e it paid her a good salary, she wasImifd and hated every minute. She heard•liuiit a scholarship opportunity at a smalln i L i M - i ' , j t y and entered the graduate program,Wliric- she obtained her MBA. "I loved beingI Mdilrni.Tlu1 program let me explore and

i impnl . i te all kinds ot information," It was

in school that she decided to start her ownbusiness, which she has continued to run ona part-time and full-time basis for the pastnine years. After completing the degree, sheoperated her business out of her home andalso taught marketing management andhuman resources management at a commu-nity college. Typically taking on several chal-lenges at once, she became director ofcommunication for a local chapter of theUnited Way while still running her own busi-ness. After only a year at the United WayKathleen was offered the job she has now.

Her career evolution has been a surpriseto Kathleen. She had never expected toattend college and would not have, were itnot for a bet made with her boyfriend thatshe could out-score him on the college apti-tude tests. While she didn't win the bet, thechallenge encouraged her to try college. Shefound out that she was bright and that wheninformation was presented systematically,she understood it.

Even today, she dislikes working in largegroups because they are rarely systematicand without that logical organization, shesometimes has difficulty understanding whatis being presented. That area of insecurity isthe only real source of stress Kathleen facesin her work. "I need to see things visually tolearn them. Although 1 have always testedpoorly, I now know it's a problem with howthe information is organized." This insecuritycomes as a surprise to those around Kath-leen, who describe her as cool and confi-dent. She has a hard time asking for help oradmitting to having a rough time. So sheinternalizes stress.

Kathleen admits to not having much of apersonal life. She has a small group of closefriends with whom she has very deep con-nections and to whom she is extremely loyal."They understand me and know that whenI'm blunt, I'm just being lumeM ami ilon'i

184 |1 Part Three.-Getting to Work INTf Introverted, Intuitive, Thinking, Judging \5

mean to hurt." She is active in local townpolitics and collects all kinds of books: "I'mdriven by information." And since the deathof her mother two years ago, she is commit-ted to taking care of her father. Her careergoal is to start a liberal arts college forpeople of color. "I want 10 teach criticalthinking skills." The school would have asirong economic and historical focus. Andtrue to form, Kathleen has already begun theresearch to make her dream a reality.

"I've become more of a team player overthe years. I'm more mature and have learnedto take an emery board to tone down mysharp tongue." She hopes to continue devel-oping her skills in facilitating group process,a skill she recognizes needs more work.She's able to express her feelings more freelynow. "I still internalize most of it, but I'mlearning to count on my friends to share thatside of me with. I'm not there yet, but I hopesomeday people remember me as a personwith spurts of genius in hen someone whowas demanding of herself and others butwas extremely loyal and compassionate tofriends. Those are my goals."

Why This Career Works for KathleenKathleen's career provides a rich example

(i f the NT temperament. She is driven toincrease her competence, constantly acquir-ing new information and mastering new con-cepts. Hers is a quest for perfection, strivingti> l>e the best at everything she tries. She ismotivated by any kind of challenge; workinghard arid single-mindedly to exceed evenher own high standards.

I ler introverted Intuition (dominant)allows — no, demands! — that she see possi-bilities. The possibilities that receive the mostattention are those which spring from herown mind and vision. Her dream to start acollege is one example, which she will pur-sue wilh dogged persistence. She loves plan-

ning strategies, considering theories, andanticipating the potential implications of hernew ideas.

Kathleen uses her extraverted Thinking(auxiliary) to analyze, coordinate, and man-age her ideas into concrete and workableprograms. She identifies problems in the sys-tems and uses her logical thinking to analyzeand organize solutions. She coordinatesstrategic planning sessions and facilitates theimplementation of her projects.

Although Feeling is not her strength, Kath-leen is clearly developing more access to it.She is getting better at facilitating groups,handling negotiations, politicking, and super-vising others (especially people similar toher). She is finding it easier to express herfeelings with close friends. Kathleen is alsobecoming more comfortable in theextraverted world through making thepainstaking presentations she finds so vali-dating and rewarding.

Profile 2: Monica

"Putting all the pieces together and seeingthat it really works "

At forty-three, Monica has had several johs,most of which she has enjoyed. But shebelieves she's really found the right placenow primarily because she's created a posi-tion where she has enormous creative powrtand individual control over her work. Monlais the director of special projects for a smallchildren's hospital. Essentially, she oversi-i-iand coordinates all fund-raising activities lo(the hospital. She works closely with commu-nity groups, local and regional corporationindividuals, and hospital employees to "mmivate them to become a part of the hospil.il,to feel some ownership in what goes onhere. That's how (hey know their conn il >ntions make a difference, and that's how we -;

keep contributors coming back." She is a liai-son, a clearinghouse of information, and an' ipener of doors, all with the goal of raisingmoney for the programs and concerns of theInstitution.

Included in her responsibilities is the< • >ordination of the annual telethon, the hos-pital's major fund-raising event. Monicasupervises grass-roots community activitiesl ike golf tournaments and dance-a-thonssponsored by local groups to raise money,she works with national and regional corpo-i.ne sponsors as they develop campaigns,.mil she coordinates with the telethon's tech-nical producer in developing the plan forilk- twenty-one-hour television broadcast,she hires and supervises necessary free-l.mce talent such as entertainers or speciali -vent producers, and schedules hundreds ofvolunteers who work before, during, and,ilier the big event. With ail of these tasks,l i rr goal is always the same: "to keep themi ' Hiiing back. A one-time sponsor is really ofno long-term value. It's the ones that become.1 part of the process and are shown howi l u - i r contributions of time and money reallyi Ir > make a difference — those are the oneswho stay involved year after year and keepincreasing their involvement. Those are theu-.il successes.

"It all starts with a little inkling on myp.m. If I meet someone who will give me a. h.ince to tell them about this place, I canM-ll it. It's almost a game, like fishing. I findi l i t - new resource and find the right bait tol n K » k their interest. Then I watch them turn• H i i l ieir own enthusiasm. It's really so excit-ing" Monica believes in the organization sheirpiesents and finds it energizing to get oth-ci.s involved with it as well.

lint the people who can't see the possibil-uii- ' . . the 'shortsighted people," are the onesMmiH .i least enjoys. "They require so muchkind holding Inr the sinalk'M of di'iKUion.s.

They don't become a part of the bigger pic-ture, and usually, they don't come back.When there's no real spirit of giving, I havelittle interest in working with them. Fortu-nately, those people are few and farbetween."

Even with the excitement of a successfultelethon, Monica is drained by the "massiveamount of clean-up required." Literally hun-dreds of thank-you letters have to be writtenand dozens and dozens of photographs sentto all those involved. "For me, it just goes ontoo long. I'm ready to get started on nextyear's program!"

The other drain for Monica is the peoplewho won't listen. "When they question myknowledge and competence and won't listento my opinion, which is based on five yearsof experience doing things right — it's insult-ing and frustrating. But it's not overwhelm-ing." Luckily, this is rare. Monica has beenable to negotiate a structure and reportingsystem in this job that allows her plenty offreedom and creative control. "I can create anew idea and make it happen. And nobodytells me what the 'it' has to be!"

After graduating with a degree in elemen-tary education, Monica taught kindergartenand then emotionally disturbed seven-to-nine-year-olds for a total of six years. Sherelocated and started a counseling, social ser-vices, and art/crafts program in a minimumsecurity prison. After another move, shestarted a halfway house for women releasedfrom prison. It was an advocacy role helpingthe women and their children deal with thecourts and custody issues. The next movetook her to the Philippines with her new-husband for eighteen months, then back tothe States and a job as academic dean of asmall private school during its transition fromprep school to "last stop" school for youthfuloffenders. After three years, she took a breakto have a baby. "I had to leave Ixvausc the

186 || Pan Three: Getting to Work INTJ Introverted, Intuitive, Thinking, Judging || 187

job was emotionally draining, and I had tohave something to give my new daughter." Ayear later, she became director of a nonprofitorganization that offered political skills train-ing for women interested in running forpolitical office. She especially enjoyed thesmall office staff, the travel around the stateto conduct workshops, and the number ofinfluential people she met and trained. Sheleft the job once she foresaw the end of theorganization's function. "It was a good wayto leave because I knew that the organiza-tion was no longer needed. We had achievedour purpose, as women were running forand winning political office."

Shortly after her departure, the officeclosed its doors. Monica was looking for anew challenge and became director of devel-opment for an architectural preservationorganization. "The learning I got on this jobwas great. I met so many people who werereal experts in their fields. And most of themreally cared about the development of thecity." The job ended when a new executivedirector was hired and her position waseliminated. She learned about the positionshe now holds through a friend who servedon the hospital board. When she met hersupervisor, she knew immediately that shewas in the right environment. Five years latershe still believes she is in a unique situationwhere she is able to do the kinds of thingsshe enjoys in a friendly and autonomousenvironment.

Because Monica is able to see possibilitiesinvolving things and people she is particu-larly effective in a job that requires askingpeople to give money to a cause. "I seemto be able to anticipate the needs of otherpeople and know what must happen to getthe job done, I am able to overcome obsta-cles before they even fully arise." The flipside of her strength is her impatience withthe often lengthy time it takes to get an idea

off the ground, especially within a traditionalorganization. "I've learned to be more patient,but only to a point. I'm the one who willstand up on top of a table and change a lighbulb rather than, fill out the crazy forms torequest a new light bulb from the correctdepartment. Believe it or not, I really havemellowed over time!"

Monica credits her daughter for many ofthe changes in her life. "I was a true worka-holic before Kate. I worked every weekend,even New Year's Day, Kate really saved mrfrom myself. She's helped me bring balanceinto my life." Monica has also become betterable to manage others, "getting from point Ato point IJ without getting off-track but alsowithout being a taskmaster."

The key to Monica's career satisfaction Isdue in part to the fact that the best jobs she'ihad were ones where she didn't have a pre-decessor. "I created positions, so I've neverbeen compared to anyone else. I'm evalu-ated on my performance rather than anyorelse's past work. I try to convey competenthonesty, fairness, and resourcefulness.There's really nothing phony about me, anil Ireally don't have a hidden agenda. I thriveon originality and keep the bigger goalsalways in my mind." Monica's ability to talkjobs to custom-fit both her needs and thostfof the organization have resulted in a sericiof interesting and challenging jobs. She alanever discounts anyone as a potential sourof information. "No one is outside your liras a resource. And usually, most people arcwilling to help."

Why This Career Works for MonicaFor Monica, creative power and individui

control — two NT hallmarks — are crucial,Her vision helps her to put all the piecestogether— to find the right resources tomake things happen. She enjoys practicallytotal autonomy. The fact that she h;is rreal

. i l l of the jobs she's had in her career speaksii i her creativity and resourcefulness. She is. luven to acquire knowledge and learn fromi l u - many different people who are expertsin ilieir fields and with whom she interacts.

That she has highly developed her intro-\< tied Intuition (dominant) is evident by hertUliiy to anticipate a need and determinewhat it takes to satisfy it. Focusing on theInii tre , she can see obstacles before they.mst.' and usually come up with one originali < l r , i after another. And regardless of the indi-i u lua l task she may be attending to, she.iKviiys keeps the bigger goals in mind.

Monica uses her extraverted Thinking< .iu\i)iary) to be efficient in seeing that her\i >ns become realized. She deals withmi .tiL-y matters well because she makesiluiM- decisions dispassionately, and not per-

' .11. i l ly. Her Thinking helps her to evaluate(lungs objectively and honestly, with fairnessmil directness.

Monica's Feeling side (third function) ismnliTj-oing some type development. She has• I nif .some reprioritizing, trying to strike

i • of a balance between her potentially- • 'i U.iholic work life and her personal life.

i IMC example of this is she is focusing moretii . 'ui ion on her daughter. Striving to get thejnh i lone without being a taskmaster, shef i u ' l 1 . -••he's more patient, mellow, and as a.1 nit. letter able to manage people.

Profile 3: Jim/ (•»/<))' winning a really tough case on theh < -ni'ihs of my lawyeting, not merely on the

ttn>iifilhs of the case."

i 'i Ii I .t.s it may sound, Jim is at home in a. As a civil trial lawyer,he's in aa lot, and when he's "on trial," he

:\g srnsf of lx.'lonj;ing. "1 know'm i iKh l where I \v;inl in be. It 's my sole

responsibility, and I relish the opportunity toachieve success in such a public forum." Jimis considered tough, bright, insightful — atop-notch trial Sawyer. It's his work, but it'salso a great part of his life and his identity.

At forty-four, Jim is a partner in a plaintifflaw firm, representing people who havebeen injured in a variety of ways. Medicalmalpractice and personal injury cases are hisfirm's specialty. "My clients come to me tohelp redress their injuries through the courtsystem." His focus is entirely on the potentialcourt case, yet he spends nearly 90 percentof his time preparing for the 10 percent oftime he actually spends in court, This is dueto the large number of cases that settle out ofcourt and the relatively few that make it allthe way to a jury trial. Jim's duties includetaking depositions (interviewing potentialwitnesses to find out their side of the story),preparing witnesses, finding and obtainingtestimony from expert witnesses, negotiatingcases with opposing counsel, and the myriadphone calls and correspondence surround-ing each of these functions. "I spend whatoften seems like a great deal of my time onthe phone with a client, helping solve prob-lems that may seem mundane to me but arenevertheless very important to my client."

The court time, however, is what makesJim enjoy his work as much as he does. "Mygoal is to do my job so well that I nevermake mistakes. That's obviously impossible,but I try to put the other side in a position tomake errors and then ( capitalize on thosemistakes." Jim is also a teacher in court. "Myrole is to echo the jury's possible questionsbefore a witness, imagining what they willfind unclear, and asking the witness toaddress issues that I know members of thejury have on their minds. My aim is to pro-vide the jury with an educational experience.I want them to look back and suy, 'That wasfascinating. I really lounod Something.'"

188 |! Part Three: Getting to Work

Finally, court time gives Jim the controland autonomy he enjoys most. "When you'reon trial, everybody in the office knows andaccepts that is your sole responsibility. Thereare no interruptions, no phone calls in themiddle of a meeting. I can concentrate fully,and I am able to make independent deci-sions in the best interest of the case. I amable to be my own boss."

The energizing part of Jim's work is thestrategizing. He loves playing out the case inhis head. He takes different parts of it andanticipates where problems will pop up.Wherever he see a problem, he labels it anopportunity, For Jim, it's a giant chess match.

But along with the job come enormouspressures. Jim is sometimes frustrated by thevolume of work he has and the pressures itcreates. The paperwork and the interruptionsinherent in a busy law firm take away someof the control Jim wants over his own sched-ule. "The act of juggling priorities, decidingwhich are the tasks I should be addressingmyself to at any one moment, means thereare important things I will not get to. But I'vefound it's worth it because I really need thefocus and it's the only way I can achievethat."

Interpersonal conflicts within the officeare a drain for Jim. "Conflicts in the court-room are handled in such an objective andfair way. In the end, it's the decision of thejury that counts. But personal confrontationsusually mean someone is going to get hurt."Jim doesn't enjoy "playing the heavy" and isnot very effective in a disciplinarian role.Fortunately, those occasions are rare.

Jim handles stress in an extremely intellec-tual manner. He uses a system of time man-agement and self-improvement that helearned by using a series of audiotapes. Headopted the program a couple of years agoand still relies on it to help him manage thecauses of stress. "When I'm really wound up

Introverted, Intuitive, Thinking, Judging II 189

I do a little self-talk and remind myself of iflfipast experiences with the same problem. Itell myself this, too, shall pass."

Jim entered law school after first attempt-ing divinity school. He thought he wanted uteach philosophy and theology but discovered he wasn't devoted to his subject areathe extent he ought to be in order to makehis life's work. He also realized that the maket for theology or philosophy professorswas a limited one, so he applied to lawschool and was accepted even though hisLSAT scores were not current. During iawschool he clerked in several different lawfirms and found the subject matter (realestate, or zoning and sewer work) too bor-ing. At another firm he wasn't comfortablewith the strong emphasis on socializing.Then he clerked at the firm of his trial pnntice teacher and liked the subject area, thepeopie, and the attitude of the firm. He waihired upon graduation, and except for a fewtimes over the years when he has consider*offers from other firms, he has been happilyand steadily increasing his position andinterest in his firm for fifteen years.

The moments Jim considers great ;u i < miplishments are when he has won a casenobody considered winnable. "The reallytough cases that I have won on the strenjtilMof my lawyering rather than on the strength*of the case are most rewarding to me." He Mlalso proud of the articles he has published nprofessional journals, and the status he hn»attained within important professional or^aniza lions.

His work, rather than his personal l i te , i-.the focus of his life. While he values his i .miily, his job has become more important to ]him as he continues to invest more and m<iflof himself in it. His goals are to continue io :win bigger and bigger cases, but he MV- t i nrisks involved. "When you roll Ihe dire onthe really big ones, with big numbers. \ >n

Imve to be prepared to get a goose eggNometimes. That takes courage." In fact, thei 'itly regrets Jim has are the cases he has set-Ueil that he might have won and would haveifsulted in large awards. And sometimes Jimv\ mders if it might have been botJi fun andi in ire challenging to be a litigator with a• \r range of subject areas, including busi-MI-SX law.

Hut without any limitations, Jim would still• I n lose to be a trial lawyer. "It's the right• I K lice for me. And I see now that it gives me

< niie of the elements I would have enjoyedM I education.The opportunity to do researchi1- lii-re; the chance to stand up in front of[M-ople and teach them something is here;i l i e intellectual stimulation and the theatricst ie all here when I'm arguing a case."

Mm has returned to the classroomn't enily, teaching courses at the law school.

I think I've become more interested ini i n nrporating positive reinforcement andmi-nioring some of the students. I feel as11 K »igh I am making a contribution, anddial's rewarding." He is finding more time to.|»-IK| with his wife and children without the.mxiety he used to experience when takingnine off from work. He recently bought alm.i t ;md uses it weekly; it is where he andI I K wife entertain friends. "1 seern to beinueli more interested in socializing as well3* enjoying the sheer physical elements oft tMimnK lo navigate and handle the boat."Jim is finding himself tuning in to the presentliiniiK-ni more than ever before. He makes a• • ur.rjous effort to really focus on one thing.11 .1 i inu- and be fully involved with that onei f.li 1 k- even sees how he has become moremi l i t iilons about the details of his work —in .i-.iing that he carefully review all the.I Mils of a client's file to be sure he hasn'tu n - > M ' < l :uiything.

"I ihink I have developed an ability lo geli l l H I K with all kinds ol people. I have

increased my level of self-awareness and canappreciate my strengths and also takeresponsibility for my failures. Whatever I do,1 want to do it well. My work affords me thechance to do something 1 really enjoy, pro-viding a service that is recognized as impor-tant and I am rewarded for being the best."

Why This Career Works for JimJim's goal to be the best trial lawyer possi-

ble is consistent with his NT temperament.His drive for competency pushes him hard tokeep trying to improve his skills and tomaintain extremely high standards. He ismotivated to learn the tremendous amountof new material necessary to try cases ofteninvolving complex medical testimony. Withpractically every case, he is required tobecome an expert in some field. Like manyNTs, he is drawn to being in positions ofpower that increase his stature, professionalstanding, and financial status.

As an introverted Intuitive, Jim is con-stantly strategizing in his head. Playing theultimate chess match, he anticipates prob-lems, forecasts his opponents' tactics, andtries to discover their weaknesses to figureout ways to overcome obstacles. His (domi-nant) Intuition is particularly useful in help-ing him to look at an issue Cor a case) ashis opponent might see it, turning it over inhis mind, enabling him to prepare moreeffectively.

Jim uses his extraverted Thinking (auxil-iary) to help him deal coolly, objectively, anddispassionately with the many conflicts thaioccur during trials. He views the inevitableand necessary conflicts between opposingcounsel as "just business, nothing personal,"and as a result, is able to maintain goodworking relationships with other lawyers,His Thinking also keeps him from geliinyso emotionally involved with the plight olhis elk-nts I tu l lie loses si^ht o|' il»-

190 1| Part Three: Getting to Work

picture — a verdict or settlement that is intheir best interest.

Jim's development of his Feeling side(third function) shows up in his recreationallife. He has become much more interested insocializing than he was in the past. Heenjoys teaching and mentoring law students,gets along better with many different typesof people, and has become more self-awarein recent years — all activities that engagehis Feeling. He is also conscious of using hisSensing to live more in the present moment,to pay greater atteniion to, and be moremeticulous about, details.

Common ThreadsAlthough Kathleen, Monica, and Jim all

have different backgrounds, experiences,and careers, there are certain commonthreads woven through their stories. Theirspecific interests, abilities, and values maydiffer, but owing to their similar tempera-ment values, the same hierarchy of their psy-chological functions, and the "world" theyuse them in (inner or outer), there are certainobservations we can make about the needsof many INTJs.

What follows is a list of the most impor-tant elements — the formula, if you will, forINTJ satisfaction. Given the uniqueness of allindividuals — even those who share thesame type — this list will not describe eachINTJ equally well. The important thing isthat these ten elements, with varyingdegrees of intensity and in different ordersof importance, identify what INTJs need tobe satisfied.

After you have reviewed this list, werecommend that you go back and try to pri-oritize the elements in order of their impor-tance to you. When doing this, think of pastwork experiences as well as your presentjob, and what you found particularly satisfy-ing or unsatisfying. Try to look for theme'st l i i i l run ChlOUgh several c'xperieru'es, not just

INTJ Introverted, Intuitive, Thinking, Judging \1

the events that might be true of one workuatton but not of another.

As an INTJ, career satisfaction meansdoing u>ork that:

1. Lets me create and develop originaland innovative soiutions to problemsto improve existing systems

2. Lets me focus my energy on theimplementation of my good ideas,working in a logical and orderly way,and in a setting that rewards myperseverance

3. Lets me work with other conscientiouspeople whose expertise, intelligence,and competence I respect

4. Gives me credit for my original ideasand lets me maintain authorship andcontrol over their execution

5. Allows me to work independently bulwith periodic interaction with a smallgroup of intellectual people within asmooth-running environment freefrom interpersonal squabbles

6. Exposes me to a steady stream of m'Winformation, providing me with newways to increase my proficiency andcompetence

7. Lets me produce a product that met'tswith my own high standards of qualityrather than with the personal likes ordislikes of others

8. Does not require the repetitive execu-tion of factual and detail-oriented las

9. Provides me with a high degree ofautonomy and control, with the treedom to effect change and developpeople and systems

10. Is judged by uniform and fair stan-dards for alt, where performance eval-uations are based on establishedcriteria rather than on personality corKjltests and that compensates me fairlyfor my contributions

Popular Occupations for INTJs

In listing occupations that are popular. i i i umg INTJs, it is important to note thatilu-re are successful people of all types in.i l l occupations. However, the following are> .ireers INTJs may find particularly satis-Iving and some of the reasons why. This is! >y no means a comprehensive listing buti-. included to suggest possibilities youin;iy not have previously considered.Although all of these occupations offer thel>'ilential for career satisfaction, the future'It-mand for some careers is anticipated toI «• greater than for others. Based upon our11'search, the occupations that are italicizedin the lists below are forecast to enjoy thel.istest rate of growth over the next several

HUSINESS/FINANCE• Telecommunications security• Management consultant: computer/

information services, marketing,reorganization

• Economist• Pharmaceutical researcher (R&D)• Personal financial adviser• Investment banker• International banker• Credit analyst• financial analyst• Strategic planner• Budget analyst• Treasurer or controller• Private sector executive• Kcal estate appraiser

The business and financial careers listed.i l l lequire highly developed analytical abili-ties that many INTJs possess. The intellectuali luillenge so necessary for satisfaction forIN'I ' ls is available in ;ibundance in tin: high-! < • < h .mil growing l ici i i ut pharmaceutical

l i . n u t I r l f , i n m u n u K . i l ioir . ;••> n i i l v

The constantly changing worlds of invest-ment and international banking make gooduse of many INTJs' global perspective andability to plan long range.

TECHNOLOGY« Scientist/scientific researcher• Network systems and data communica-

tions analyst» Technician; electrical/electronic• Design engineer• Astronomer• Computer programmer• Environmental planner• Biomedical researcher/engineer• Operations research analyst• Information services developer• Information services-new business

developer• Network integration specialist

(telecommunications)• Webmaster• Database administrator• Computer animator• Network and computer systems

administrator• Computer software engineer, systems

software• Computer software engineer,

applications• Desktop publishing specialist• Java programmer/analyst• Web developer• Business analyst• Application architect• Computer security specialist• Broadcast engineer

The technical fields appeal to the IN'lJ'sinterest in logical systems. These fieldsoffer an opportunity to work with rapidlydeveloping high-tech equipment and prod-ucts. Often INTJs are able 10 vise then < ieatlvily to develop ingenious and inventiveSystem'.

192 I! Part Three; Getting to Work INTJ Introverted, Intuitive, Thinking, Judging \\N

• Teacher.- university, computer, science,math

• Academic curriculum designer• Administrator• Mathematician• Anthropologist• Curator• Archivist

Higher education appeals to the INTJmuch more than elementary or secondaryeducation because it usually involves teach-ing complex theories and systems with amore global perspective. Developing educa-tional curricula or systems and making surethey are run efficiently allows the INTJ tomake improvements. The world of highereducation also exposes INTJs to an environ-ment where they can gather and manipulateinformation and interact with other intellec-tual people with whom they can expandtheir own level of competence.

HEALTH CARE/MEDICINE• Psychiatrist• Psychologist• Neurologist• Biomedical researcher/engineer• Cardiologist• Pharmacologist• Pharmaceutical researcher• Coroner« Pathologist• Microbiologist• Geneticist• Surgeon• Cardiovascular technician

The more technical areas of medicine arefields in which many INTJs often find suc-cess and satisfaction. These fields includehighly complex systems, and allow the INTJto work independently, with minimal outsideintervention or input.

PROFESSIONAL« Attorney: administrative/litigator« Management consultant• Strategic planner• Investment/business analyst• Manager• Judge• News analyst/writer» Engineer• Metallurgical engineer• Intellectual properties attorney• Civil engineer• Attorney (specialty: nonprofit charitable

giving)• Attorney (specialty: estate planning)• Aerospace engineer• Nuclear engineer• Architect• Environmental scientist• Intelligence specialist• Psychiatrist• Criminalist and ballistics expert• Pilot

The professional occupations offer a varietyof appealing aspects for the INTJ, Ali but "marager" require independent research and planning. The development of strategies, systems,and long-range plans utilizes INTJs' future ori-entation (Intuition) and their ability to plan oinhow to reach their goals in a sequential andlogical manner. The INTJ manager often findsthe most satisfaction when working in a fairlysmall organization with employees who are alot like him or her. If the staff does not requirea great deal of personal support or hands-onsupervision, the INTJ is more likely to find sat-isfaction in management.

CREATIVE• Writer/editorial writer• Artist• Inventor• Graphic designer• Architect

• Universal design architect• Informational-graphics designer• Freelance media planner• Editor/art director (magazine)• Columnist, critic, and commentator• Exhibit designer and builder

The appeal of the creative occupations isilic ability to do original work. Writers and.mists use their Intuition to create newexpressions and statements. Inventors are,ib!e to create new systems or devices thatimprove current ways of living or solve vex-ing problems. All three of these jobs requireM i n t INTJs work independently, meeting their' '\vn goals and standards, with themselves asM H - ultimate critic.

Customizing Your Job SearchKnowing the particular strengths and

Mind spots of your type can afford you aiicmendous advantage in your job search' .impaign. In all aspects of the process, from• . inducting research into available positions,identifying and contacting prospectiveemployers, developing personal marketingt i Mils such as resumes, arranging and con-i l i u ling job interviews, negotiating salaries,in linaily accepting a position, people will,u i true to their type. Being able to capitalize• 'ii your assets and compensate for your lia-Ultlies can make the difference between a

n i x essful and an unsuccessful job search.MIL- differences between types are some-

times subtle and other times dramatic. It is theMI! >ik- variations in advice we offer that makei l .<- real difference between success or failureIn ,i job .search. The concept of "networking,"

> > i mining with and talking to people tojollier information about potential jobs, serves.i-. .1 niHxl example. Extraverts will naturallyi ii | i iy networking and ;irc advised to do so oni I.u^e scale, while Introverts find more lim-

Mtworidng, especially with

people they already know, easier. Sensors lendto network with people in a defined scope,while Intuitives will go far and wide to findpeople often seemingly unrelated to their fieldof interest. Further, Feelers take networking,like everything else, very personally and enjoyestablishing warm rapport, while Thinkers willbe more objective and detached in their style.Finally, Judgers tend to ask fewer and morestructured questions during their networking,while Perceivers could ask questions of allsorts all day long! One valuable search tech-nique, many ways to implement it.

Pathways to Success: Using Your StrengthsBecause many of the tasks involved in thejob search are not usually enjoyed by ]NTJ?>.you may not find this process to be particu-larly enjoyable. Remaining focused on youilarger goal of finding challenging and inter-esting work will prevent you from becomingtoo impatient with the necessary details andseemingly frivolous social niceties required.

As an INTJ, your most effective strategieswill build on your abilities to:

Anticipate trends, forecast future needs.

* Use your ability to look at current siui.itions and project how they will need tobe different in order to meet the dunn-ing context.

• Demonstrate ability to forecast futureneeds by explaining how your involve-ment can help employers meet theirnew demands.

When Jim was debating a career as a c» >llege professor, he did a liitle research andlearned there were very few colleges withlarge philosophy or theology departments.He realized that the trend would continueand the opportunities for good jobs wmiMdecline further, making the eompri i i ini ilieuv Uci ngni/ing his \\.minj.; mleif.i m In-.

194 || Pan Three: Getting to Work

field of study, he looked instead to where hemight find the challenge, intellectual stimula-tion, and opportunity to use his excellentanalysis and strategizing skills and decidedupon a career in law.

Synthesize information.

• Engage your ability to understand andassimilate complex information tobecome fully versed in the technologyof the discipline.

• Demonstrate that ability by summarizingwhat you see as the strengths andweaknesses of the market or industry,explaining how your unique skills willhelp the employer by meeting his/hergoals.

Monica's skills at understanding the "bigpicture" helped her get the job at the chil-dren's hospital. In fact all of the jobs she hasenjoyed are those where she had no prede-cessor and was hired because of her abilityto sell her vision of a needed position. Whenshe interviewed for the job as telethon co-ordinator, she explained that she saw herrole as one who would see what neededto be done, find the existing flaws in thesystem, and pull the people together whowould create a successful event. She des-cribed her role and how she would managethose around her. She was able to see andthen communicate her vision to others.

Create your own career options, designyour own job.

• Use your natural ability to see opportu-nities before others do and put yourselfin an advantageous position early on inthe interviewing process.

• Use your creativity to develop a uniquecareer opportunity, selling a potentialemployer on how that job will helpmeet goals and solve problems.

INT} Introverted, Intuitive, Winking Judging \5

Frustrated with the way his original idi-;iwere so altered during the productionprocess, Jack left the world of advertisingcopy writing to become a news writer l-'vt nthough he lacked news writing experience,Jack devised a plan to get himself where hewanted to go. He looked up an old friend inArizona who was the editor of a small nui^azine. Jack wrote a couple of freelance arti-cles that led to an offer as a staff writer.Instead of taking the job, he relocated to alarger city and took the experience and hisportfolio with him. He was able to creak- :ijob as a reporter based on only a few articliand the letter of recommendation from hispast employer.

Develop an innovative career plan.

« Use your creativity to plot out a campaign in a new and different way — |M|ting you apart from other candidateswith potential employers.

• Use your organizational skills to stay ofltop of the project, make a plan, he ontime, remember to send a note after theinterview, follow up with prospectiveemployers, etc.

Margaret's situation was not unique. As asingle working mother with two young eluldren, she could not afford to quit her administrative job at a large hospital to go on anall-out job search. She decided what shelacked in free time, she would make up d nin innovation. She determined that shewanted to use her skills and experience infinance to become an investment analyst. Soin an effort to gain some real experience,and also to market herself, she developed .1newsletter on her personal computer athome. She worked on the newsletter in theevenings, designing it to be professional-looking, interesting, and valuable lo p i> i rn i i . iemployers. She focused each issue on .1titular industry and then on several ne\S

• i . i : i nmpanies. She did analysis of their mar-t t r is, looked into the major shareholders, andni .uk- predictions about their movement inOn- stock market. She sent the newsletter to a\ r i v focused list of potential employers withi . ivi-r letters that said she was interested inI ' lnviding these kinds of insights for them

I n uikl a position become available. She so• n|i iyed working on the newsletters that then.-Kl seven months flew by. When she wasi illeied a job at one of the targeted compa-n i l - . , she persuaded them to let her continuei < i i 'induce a newsletter, this time for their

Wake decisions.

• Organize your ideas into thoughtful andsystematic work plans and stick withyour agenda.

• I ise your skills at critical analysis toeliminate unfavorable options along theway, reorganizing your plan when nec-essary.

When his wife accepted a job in a newi n y , it meant job search time for Stuart. Heli.ii! been an assistant art director at a largenlveiiibing firm and decided he would look

li .1 .111 an diiector position. Stuart developedi Ir-i of criteria for the job, made an orga-ni/i 'd plan of attack, and began to call oni i - i ' i x - i e s in the area.

After only a couple of days, he wasi illeieil an assistant art director job at

i her large agency. After thinking it over,he declined the offer because it would notHive him the creative control or autonomy hel u i l decided were critical to him. Finally, he«•< riveU an offer from a small firm, whoseH i t u M h necessitated the creation of a newite | ) .n in ien i devoted to consumer advertis-ll!K, ''is area of expertise-. While the positionWJN st i l l assistant an dire-dor, Stuart acceptedI-- . .HIM' he wonki have ihe autonomy and

l he wnnlrd ,r, i l n - l ie .ul n l ' ihr new

division. He was willing to trade off the titlebecause he was getting all that he hadwanted in a director position.

Possible PitfallsAlthough all people are unique, there arecertain potential blind spots that many INTJsshare. We underscore "potential" becausesome of the following may be tnie of you,while others may clearly not apply. Whileconsidering them, you may notice that thesetendencies do not relate just to the jobsearch, but rather describe pitfalls that yonmay have experienced in other aspects ofyour life as well. It is therefore helpful toconsider each one in terms of your pastexperience by asking yourself. "Is this truefor me?" And if so, "How did this tendencyprevent me from getting something that iwanted?" You will probably notice that t in-key to overcoming your blind spots is theconscious and thoughtful development ofyour third and fourth functions (Feelingand Sensing). We recognize that many ofthe suggestions will be difficult to imple-ment, but the more you use these functions.the fewer problems they will cause you mthe future.

Attend to all necessary and relevant fm i.-..nor just the new and novel ones,

• Spend time focusing on the realities amipractical applications of your ideasrather than just on the innovative iinplications.

• Concentrate on not letting things ful lthrough the cracks because you assumethey are already taken care of.

Vse tact and diplomacy in getting t>tl.H-r!, t<>buy your ideas.

Try to he persuasive in your arather than bein^ unyielding in y imi

196 (I p«t Three,- Getting to Work

style, allowing others to comment orchallenge your viewpoint.

• Try to consider the ramifications andimpact a decision or comment mayhave on another person, understand-ing that others often take criticismpersonally.

Avoid appearing arrogant andcondescending to potential employers.

• Remember you are in a selling position,attempting to portray yourself as part ofa team of workers, someone who canand will contribute to the goals of thewhole organization.

• Take time to listen fully and completelyto other people and repeat back tothem what they said to be sure youhaven't made incorrect assumptions.

Try to remain flexible and open-mindedwhen making decisions.

• Try to be willing to give in on lessimportant points while still holdingfirm to the elements that are truly vitalto you.

• Decide to give everything a secondlook, even after you discount it. Someopportunities may appear more attrac-tive when you give yourself the extratime to get all the information.

The Final Piece: Changing orKeeping Your Job . . . the Key toSuccess for INTJsNow that you have a solid understanding

of your type, you can see how your naturalpreferences make you better suited for cer-tain kinds of jobs. You can also see howknowledge of your type-related strengthsand weaknesses can help you conduct amore successful job search. But as an INTJ,you've already realized that you are not

INT] Introverted, Intuitive, Thinking, Judging || 197

equally drawn to every career or field listedin the Popular Occupations section. Thenext and final step is to narrow down thefield and find the work you were meantto do.

In addition to Type, several otherfactors — such as your values, interests, andskills — also contribute to your level of satis-faction on the job. The more compatible youare with your job, the happier you'll be. Soprepare to use everything you've learned Onthis book and in life) to create your strategiccareer plan. The exercises in Chapter 24,Putting It All Together, are designed to helfyou do just that.

However, you may have decided it mafcmore sense (if perhaps only for the momerto stay in your present job or with yourcurrent employer. There may be many vali<reasons — financial pressures, family con-siderations, a tough job market for yourspecialty, or just bad timing. But take hearWhat you've learned in this book can alshelp you be more content and successfulin your current job. And should the timecome when you're ready to make a majorcareer move, you'll have a much better ideof where you want to go, and how to getthere.

"So, if you can't have the job you love(yet!) . . . love the one you've got."

The simple truth is, with the exceptionwork on a factory assembly line, the vastmajority of jobs allow a good deal of fle>ity in the way tasks are performed. Heresome ways you may be able to "massage"your current job into one that better fits y<needs:

• Try to get appointed to strategic plaining committees.

• Develop systems and work to get theimplemented at your organization.

• Make sure you have enough uninter-rupted time to think and work onprojects that interest you.

• Develop a "critical friends" group tocritique each other's ideas.

• Seek professional developmentopportunities.

• Sign up for advanced training (or adegree) in your area of specialty.

• Publish research and articles in yourfield.

• Invite more input from direct-reports.

One INT] turns lemons into lemonade.-

Several months ago, Roger — a design• •iijiirieer — was promoted to manager of hisilrpartment, and he soon designed severalnrw systems to make the department more1111 iductive. The problem was, he was noti".|)tcially skilled managing people, and he\v;is having a hard time getting certain staff"ii board. Recognizing this weakness, he.isked three more experienced managers heIHK-W to meet with and critique his plans.mil approach. The initial meeting was solu ' l p fu l to him, the group decided to meetmonthly and take turns consulting withr.i i-h other.

Ike what you've got to get what you need.

Simply put, the best advice on how to- . i n <ved is to capitalize on your strengthsittitl compensate for your weaknesses. Learn-ing, how to do this can make the differencehi'iwt-en succeeding or failing and loving orl i . i l i r i g your work. To help you, we includeil«- following inventory of your potential'.lu'iijjilis and weaknesses. And while everyIndividual is unique, as an INTJ, many of theMlowing should apply to you.

Your work-related strengths may include:

• Ability to focus and concentrate deeplyon issues

• Ability to see possibilities and implica-tions

• Enjoyment of complex theoretical andintellectual challenges

• Aptitude for creative problem solving;ability to examine issues objectively

• Single-minded determination toreach your goals even in face ofopposition

• Confidence and commitment to yourvision

• Strong motivation to be competent andexcel

• Ability to work well alone; independentand self-directed

• High standards and strong work ethic• Ability to create systems and models i » >

achieve your objectives• Comfort with technology• Logical and analytical decision-making

skills• Decisiveness and strong organizational

skills

Your work-related weaknesses mayinclude:

• Loss of interest in projectsprocess has been completed

• Tendency to drive others as hard as youdrive yourself

• Impatience with others who are not asquick as you are

• Difficulty working with or for othersyou consider less competent

• Brusqueness and lack of tact and diplo-macy, especially when you arc rushed

• Lack of interest in mundane tlcmil.s» Inflexibility about your ideas• Tendency to want to improve things

that don't need improving

I 'M || I'eiit Three: Getting to Work

• Tendency to be too theoretical and notconsider practical realities

• Tendency to not adequately appreciateand praise employees, colleagues, andothers

• Reluctance to reexamine issues alreadydecided

Propensity to overemphasize work lifeto the detriment of home lifeImpatience with "social niceties"required of some jobs

L 'singyour strengths is easy.T1.ie secret to success for an

INTJis learning to:

Consider practical realities, recognize thevalue of input from others, and balance

your work and personal life.

14 ENTPExtraverted, Intuitive,Thinking, Perceiving"Life's Entrepreneurs "

Profile 1: Steven

"Pushing out the creative limits of the client'sthinking."

Sieven is thirty-eight years old, married, withtwo young children. He is a self-employedproducer of communication materials andproducts including videos, audiotapes, livepresentations, and other media. But he isreally a problem solver: a solver of people'sand corporations' communication problems.To Steven, the creative thinking sessions heconducts with his clients and the "enlighten-ment process" he watches them undergo are;tt least as important as the products he Cre-oles and delivers to them.

Steven's first job, when he was six yearsold, was helping his father hang custom-made draperies. In addition to serving as a"gofer," handing his father the hammer andnails, he really helped his dad by keepingthe customer oul of the way. Steven wouldkec-p the customer entertained in the kitchenwllh cookies and milk while his dad finished

the job. "Even then, I was affecting thosemore powerful than myself, and I've beendrawn to powerful people ever since."

His first jobs after college gave him thetechnical background in audio and visualequipment that he would use later. He soldphotography equipment in a camera storebefore becoming a video technician ai ;ismall, private university in the TV studiowhile working as a freelance video pro-ducer. He continued at the university, teaching TV production and then serving as themanager of user and computer services.Steven finally decided to start his own busi-ness primarily so he could be independentand work on the exciting and challengingprojects he chose. In fact, he knows he'sfound career satisfaction because he is"eager to get up in the morning and xet toit!" and feels a "sense of-sadness when theproject is completed."

As a self-employed producer, Stevencoordinates and manages all phase,-- ol thrcreation and production of a variety ofcomiimniatlion materials. Me i f c M - | ( 1 p - , t i n -