Becoming a More Complete Professional (1/2)
Becoming a More Complete Professional
Personal Development Plan – MBA 500 Business Perspectives.
In MBA 500, I took two assessments—The Keirsey Temperament Sorter and Competing Values Assessment.
Personality Temperament & Type
The Keirsey Temperament Sorter identified my personality as a Rational Fieldmarshal temperament and ENTJ Type.
Competing Values Assessment
The Competing Values Assessment showed my strongest and weakest competencies.
Individual Strengths & Weaknesses
My strengths seem to include:
Negotiating Agreement & Commitment;
Communicating Honestly & Effectively;
Managing Groups & Leading Teams.
My results also revealed potential weaknesses in the following:
Understanding Self & Others;
Mentoring & Developing Others;
Working & Managing Across Functions.
The Personal Development Plan (PDP) discusses both assessment results. The strengths and weaknesses identified from each assessment serve to help me in my goals of becoming a financial hedge fund analyst.
The PDP also prescribes actions designed to accentuate strengths while downplaying weaknesses.
This PDP also itemizes my short, medium, and long term career plans.
(2) Keirsey Results
Temperament & Type:
Rational Fieldmarshal & ENTJ
Keirsey’s “configuration of inclinations” for my personality appears to evince the preferences —Extraverted (E), Intuitive (N), Thinking (T), Judging (J). [i] If accurate, these personality preferences yield an ENTJ type.
The ENTJ type corresponds with a Rational Fieldmarshal temperament. The following section describes this type and temperament.
Personality Temperament & Type Description
The following traits tend to typify an ENTJ:
Intelligence—analytical, abstract-thinker, anticipates future trends, bright, competent, complex, creative, eloquent, entrepreneurial, innovative, ingenious, logical, resourceful problem-solver, synthesizes complex information, witty;
Inquisitive—abstract thinker, avid learning, curiosity, intellectual, prizes intelligence, values knowledge/self-mastery, voracious reader;
Hardworking—ambitious, aspires to achieve the best at every endeavor, competitive, industrious, self-determined, thick-skinned;
Expressive—charismatic, direct, gregarious fun-loving quality that combines with serious and driven side, outspoken, straightforward, unafraid to express convictions;
Some traits associated with the Rational Fieldmarshal temperament include:
Leadership—assertive, commanding presence, confident leader, decisive, disciplined, efficient, energetic, enterprising, enthusiastic, executive, honest, independent, integrity, inspiring, “natural leader,” optimistic, positive-energy, responsible;
Organization—appreciates hierarchy, proficient at systematizing, arranging priorities, generalizing, summarizing, strategists, supreme pragmatists.
According to Keirsey, the Rational Fieldmarshal presumably comprises “less than 2% of Americans.” If representative, this statistic might correlate with ENTJs possibly ranking highest among personality types to attain rare CEO status.
If accurate, the ostensible leadership and intelligence associated with them—an also seemingly seldom combination—may strengthen this inference.
This section analyzes the assumed strengths and weaknesses Keirsey associates with ENTJs as applied to me. We first begin with strengths.
If accurate, ENTJ strengths include Intelligence, Inquisitiveness, Industriousness, and leadership as inferred from the above characterizations. Such strengths presumably demarcate my history as follows:
The reputed genius intelligence of a Rational Fieldmarshal temperament—perhaps distinguishes ENTJs from other types. This strength I ascribe to myself in abundance.
Law School & Intelligence
For two years I attended law school. Law school attendance tends to assume intelligence. Why? Consider the following:
Merriam Webster defines intelligence as follows:
ENTJ Applied to Law Student
This intelligence or cognitive ability—capabilities related to “acquiring and applying knowledge in problem-solving”—embody the law school environment.
For example, the “intellectual” rigors of law school support this conclusion, correlating with ENTJ descriptors—exceedingly, “bright, competent, analytical, and ambitious.”
These rigors include:
Mental Stamina—Briefing cases that together span 125+ pages per night & assembling them into terse, organized outlines over an entire semester.
Logical Inductive/Deductive Reasoning, Verbal Ability—“Anticipating future trends and synthesizing complex information” with “ingenious, resourceful problem-solving,” namely:
Critical Thinking—identifying legal/factual issues, inferring patterns from issues, applying laws/legal precedents to alleged facts;
Reading/ Writing—composing cogent, complete, concise briefs in an analytical framework (IRAC, Issue, Rule, Analysis, Conclusion) that accurately reflects the application of the law to facts;
Problem-Solving Logic & Intuition—infer potential final exam content from course instruction.
Memory, Precision, Quickness of Thought/Recall, & Speed—culminating in a 3-hour time-limit, 100% anonymously graded, a cumulative final exam that requires:
Almost eidetic recollection and regurgitation of all laws studied;
Utilizing recollection to quickly “strategically” maximize issue identification;
Transposing issues swiftly and succinctly into the deductive IRAC structure;
Emulating the writing and reasoning style of a federal judge under time constraints to apply laws with simulated facts in IRAC analysis.
ENTJs presumably “excel at logical reasoning.” If true, this trait seems consistent with my personality. Logic represents my intellectual weapon of choice as evidenced by a law school education.
Law school assumes the overall “brilliance”—strategic intelligence, logical reasoning, and verbal ability—associated with intuitive thinkers (NTs, ENTJs) by applying “abstract analysis” to facts. The law school curriculum—a mental marathon structure—if accurately represented, bolsters this conclusion.
If not overstated, assuming such aptitude, “superior intelligence” represents an asset among my arsenal of professional weapons.
Keirsey describes the ENTJ Rational Fieldmarshal as one who “prizes intelligence, quick-thinking, self-mastery, knowledge acquisition, and logical reasoning.”
If true, assuming an accurate self-depiction, these traits attracted me to law. Law school afforded me the privilege to use logic—identify/challenge assumptions inherent in information, infer plausible possibilities, and produce prudent arguments. This feature piqued what seemed an insatiable intellectual inquisitiveness.
But to study law transcends language and legal reasoning. Its interdisciplinary structure may expose students to a generalist understanding of the humanities and sciences (business, economics, healthcare, history, politics, psychology, sociology, technology, etc.). This broad understanding tends to reflect the profession in general practice.
Moreover, my professional transition—law student turned aspiring financial hedge fund analyst—reinforces the inference of an unquenchable thirst for diverse knowledge.
But even aside from the law, intellectual versatility may imply an avid learner. For example, my varied vocational history includes:
Top 100 Certified Content Writer for Angie’s Diary.
After all, the financial analyst’s “versatile” skillset—inductive/deductive reasoning, “critical thinking, creative problem-solving, written/oral expression, economic theories, statistics, mathematics, law, and government” appear intellectually rewarding. Such versatility seemingly suits an inextinguishable flame for learning.
If “suitable” ENTJ careers include, “economist, financial planner, lawyer, researcher, and stockbroker,” then using my legal background as financial hedge fund analyst comports with ENTJ.
Assuming no bias, my traits align with the stereotypical ENTJ—“an avid learner and voracious reader.” The goal to harness related knowledge, reasoning abilities, and analytical skills in an entirely different domain support one whose “growth-mindset” actively pursues learning.
Therefore, if accurate, my personality—logical, critical-thinking, knowledge-seeker and creative problem-solver—likely parallels the ENTJ’s presumed professional strengths.
Keirsey characterizes the ENTJ Rational Fieldmarshal as hardworking. If true, the prior discussion assumes an industrious inclination. Why?
Inquisitiveness may assume industriousness because the desire for exploration may spur a productive curiosity to progress in learning endeavors.
However, hardworking ranks perhaps among my strongest attributes, possibly due to an acutely defined Judging (J) preference. After all, the ENTJ might put vocation in the avocation, describing work as what one “might engage for fun.” If true, my labor of love mentality might fall into this ENTJ category.
The following discussion elaborates:
Business Perspectives—Snapshot of Work Ethic
In Business Perspectives, I contributed an “unheard of 103 Blackboard Forum posts during our first six weeks.” This feat I ardently accomplished while working from 5 A.M.—11 A.M. daily for the family trucking business, before engaging my studies.
Perhaps I possess a more flexible schedule than others. Nevertheless, energetic enthusiasm and desire to excel perhaps coincide with an industrious work-ethic as evidenced by this achievement.
Beyond work-ethic the extroverted participation evidently encouraged incisive interaction from my prodigious peers. The debate fueled my motivation. Consequently, my activity increased, catalyzing more dialogue.
Therefore, my eagerness to “engage in intellectually stimulating conversation,” if accurate, represents a strength because it perhaps provoked discussion, possibly enhancing the learning experience.
If so, these tendencies—an “expressive, self-determined” effort—match the classic ENTJ description of one whose “commanding influence” inspires action.
Keirsey associates “natural leadership abilities” with Rational Fieldmarshal.
If valid, this association remains unsurprising because all the above qualities—intelligence, inquisitiveness, industriousness—perhaps constitute a subset of leadership.
But integrity and optimism also warrant attention.
Leadership generally assumes integrity—an honest character opposed to compromising principle. If true, assuming its reputation as a “natural leader,” the Rational Fieldmarshal likely sustains integrity.
If so, this regarded strength I perhaps share with the ENTJ.
Consistency I value above all in every aspect of life. If true, this consistency supports the Rational Fieldmarshal temperament because ENTJs supposedly loathe self-contradiction, lest they appear incompetent from flawed reasoning.
Others may refuse to practice what they preach. But I always offer the truth. Like the stereotypical ENTJ, I remain “honest, direct, and straightforward.”
Assuming ENTJs share this trait with me, such integrity constitutes a strength because it reflects reliability as one who perhaps genuinely cares about others. Such reliability might build customer value since people tend to trust those perhaps prepared with candid answers.
Even if not personally a leader, the authoritative appearance of credibility perhaps garnered from greater trust may influence others to follow, demonstrating leadership. Thus, consistency in all areas of life may legitimize my personal brand, perhaps appearing less inclined to hypocrisy than individuals less ambitious about integrity.
Assuming no bias, like the ENTJ, my integrity may breed opportunities for leadership—creating a service-based system that others may want to follow.
High optimism scores correlate with the ENTJ type. They appear to radiate “positive energy.”
Unsurprisingly, leadership assumes these traits. Thus, if ENTJs exude “natural leadership ability,” then optimism seems consistent with this strength.
If true, my personality seems characteristically optimistic.
Always I desire to positively influence others. This positive energy manifests as encouragement:
Candid compliments—acknowledging others’ strengths;
Sharing Experiences—using life challenges to motivate;
Constructive Advice—imparting through wisdom/teaching;
Compassionate Listening—offering quiet empathy for those in need;
Character Inspiration—enthusiasm, inquisitiveness, optimism, & perseverance;
Silent Example—humble reflection of equanimity, joy, & self-confidence to others.
After all, “enthusiastic leaders,” generally embrace change with “optimism.” Why?
People tend to gravitate toward those they may deem as positively motivating them. A calm, cool, collected attitude that apparently characterizes ENTJs may become positive motivators for others during perceived stressful moments.
If true, my genuine, encouraging compliments, where appropriate, and a gentle, humble, self-confidence may highlight another strength in the ENTJ leadership category.
Like any personality type, ENTJ exhibits its own weaknesses. These traits I seem to share. This section discusses them in the context of personal career development.
Sometimes one’s greatest strength becomes a flaw; for the ENTJ perhaps perfectionism. If true, I likely present no exception.
My over-analytical mind seeks perfection. Perhaps a workaholic, I may work myself to illness pursuing excellence.
Overwork & Sabotage
But overwork sometimes sabotages success. It may prove counterproductive. For example, in law school, I worked 20 hours daily to compensate for reduced efficiency from a cycle of debilitating sickness, immediately after the first year. One illness led to another. See below Figure 1-1.
Figure 1-1—Dates Seen By Physician & Diagnoses.
|· December 13, 2013||Pneumonia—lasted three weeks (urgent care facility in Yorktown, NY).|
|· January 9, 2014||Sinusitis, acute.|
|· January 14, 2014||Pleurisy active—lasted 7 weeks; sinusitis active.|
|· January 31, 2014||Sore throat and sores in mouth—referred to see Blue Ridge ENT for laryngoscopy—referred to Dr. Courville.|
|· February 9, 2014||Pleurisy active; pharyngitis acute; upper respiratory infection acute.|
|· March 27, 2014||Laryngoscopy performed by Dr. Courville for sores in throat.|
|· May 20, 2014||Continued abdominal pain; epigastric, went to ER at Bedford Hospital.|
|· June 24, 2014||Abdominal pain, epigastric; acute gastritis related to multiple inflammation medication—medicine needed to be taken 7 weeks throughout the duration of pleurisy.|
|· July 23, 2014||Seen Dr. Tung, Gastroenterologist, for continued abdominal pain—Dr. Tung will perform an endoscopy and take three biopsies of stomach on July 25.|
|· July 25, 2014||Esophagogastroduodenoscopy performed by Dr. Tung at Putnam Hospital.|
|· Dec. 30, 2014||Sinusitis acute, testicular pain, pain of thigh, and ultrasound performed.|
|· Feb. 12, 2015||Constant sharp pain in both eyes with headaches.|
Health deteriorated proportionate with performance, reflecting my diminished capacity. With cumulative sleep deprivation and almost no time for recovery, my final exam grades suffered.
Consequently, this progressive decline in performance culminated with academic dismissal after two years—immediately before beginning my final year.
This instance, therefore, exemplifies the inverse relationship between overwork & success.
Time-Management—Harder Not Smarter
Ironically, sometimes I work relentlessly harder, not strategically smarter, despite the stereotypical strengths of logical strategy and efficiency attributed to a Rational Fieldmarshal.
This paradox elucidates the point about balance:
Implementing, “multiple competing roles in highly integrative and complementary ways”;
To become managerial leaders “with discipline for seeing wholes”;
By considering opposing views from our own.
To resolve this paradox, we observe potential ENTJ pitfalls in me.
Urgent v. Important
Perhaps I conflate “urgent” with “important,” overlooking that the +/- “20% most efficient resources/time allocation,” might yield +/- “80% of productive output.”
Despite this conventional wisdom, I become “lazy” in workaholism, sometimes, “sublimating everything—family, leisure, friends, and church—to career/school.”
Still, I overwork.
If inefficiency arises, I may blame myself for unfinished objectives. This pattern perpetuates routinely amid time-pressured deadlines.
As possibly my own worst critic, self-dissatisfaction arises with slower progress. My striving to perfect may even anesthetize appreciation of accomplishment. Such self-criticism seemingly comports the Rational Fieldmarshal’s “high standards and expectations.”
Some might accuse the Rational Fieldmarshal of aggressiveness. I too may share this trait. The culprit might stem from extraversion.
Sometimes my apparent expressiveness might inadvertently intimidate others.
For example, I may not realize others’ reactions to an “ambitious assertiveness” in certain circumstances—e.g., introducing myself openly to strangers at a social gathering.
If so, this perceived aggressiveness may trigger:
The impression of overconfidence, inability, and esteem;
Distrust or defensiveness from misunderstood openness;
Misjudged intent—others to speculate an ulterior motive.
Thus, I may unintentionally violate boundaries.
Communication may also paradoxically serve as both an ENTJ strength and weakness.
The ENTJ’s presumable tendency to “talk over people’s heads” may “obfuscate rather than illuminate,” with their “facility of law language,” a quintessentially Rational quality. If true, I tend to typify the same.
For example, unlike the more concrete literal Sensing (S) preference, magniloquent metaphors typify my loquacious logorrhea. Frankly, I used “magniloquent” and “loquacious logorrhea” for demonstration—the propensity to become excessively absorbed in my love of words.
Additionally, a presumptuous penchant for puns, alliteration, and rhymes also epitomizes the vivacious vernacular of my voluminous vocabulary. Embellishment serves only illustrative purposes.
Internal Processing Challenges
If not careful, I may let language run away on me in a stream of consciousness.
This tendency may stem from struggles succinctly streamlining all the thoughts to incessantly inundate my mind. The issue surfaces in writing. An “abstract” Rational Fieldmarshal temperament may partly account for the flaw.
But my law school education mitigated this issue, as professors placed a premium on getting straight to the point. The inculcated discipline developed an appreciation for concision.
Thus, I cut the fluff.
Again, it seems perfectionism may partly account for this struggle. I may wrestle, perhaps subjectively, to find the aptest word in a given instance.
For instance, if true, like Abraham Lincoln—presumably “Rational”—I may show myself “a slow writer,” who “sorts points,” to “tighten logic and phrasing.” While generally regarded as a strength, if unbridled, this tendency may exacerbate wordiness and disrupt time-management.
I indeed forget “less is more.”
Other times a peculiar desire to elicit laughter with “witty” verbal exchanges, seeking humor, in colorful terms motivates me. Others, however, may find—perhaps like other ENTJs— my flamboyant fancy—pun intended—pretentious. In a nutshell, I may get carried away.
ENTJs supposedly maintain “strong convictions” without reservation “to express them.” If true, the ENTJ’s bluntness appears in my lack of filter.
For example, friends warn me, “Michael, speak the truth with love.” Sometimes I become “outspokenly opinionated.” This lack of filter may turn away quality people.
Perhaps like many ENTJs, I may need to temper my tongue and listen before speaking.
The ENTJ’s alleged logical strength may become a weakness relating to others.
A dispassionate temperament correlated with their dominant “Extraverted Thinking (T)” preference may lead them to seem unintentionally cold, detached, or unemotional.
Why? Thinkers use logic to solve problems. Feelers rely on emotions. If so, these polar opposites may instigate conflict.
If true, perhaps like the typical ENTJ, I may even struggle with an overriding dispassionate “thick-skinned” temperament that fails to understand emotions. This weakness may manifest as follows:
Feelers might deem logical thinkers emotionally intolerant. Why? Thinkers value objective approaches, well-reasoned arguments, conclusions that follow logically from abundant evidence.
Mere “ feelings” incapable of evidentiary support offer nominal value, if any because they lack a reliable basis for truth. The same applies to mere opinions without any rationale. Why? Feelings fail to impart an understanding of one’s true condition.
For example, a person may “feel” angry. But even if true, no reliable measure beyond empirical observation exists except the tenable assumption of anger from body language. Who knows a person’s thoughts except oneself? Even so, a gentle show of sympathy may not quell the anger.
Therefore, if true, assuming no bias, like the ENTJ description, my logical problem-solving may trigger an inability to understand emotion.
Impatience with Laziness
If so, such a lack of understanding may create intolerance for laziness—if a person chooses to offer minimal effort without justification. For instance, the Thinking (T) and Judging (J) in an ENTJ may grow impatient with someone who gives nothing but excuses to avoid participation.
Assuming the above, emotional-management presents an issue. The ENTJ may struggle to regulate emotions. If so, an ENTJ may unintentionally “hurt” others in emotionally-charged situations. They may neglect the “people-centered side” of “their own feelings and those of others,” due perhaps to an introverted feeling (F) preference.
A lack of emotional understanding may also imply possible, “inability dealing with their emotions or emotional expression of others.” Ironically, when stressed, the ENTJ may even become “excessively emotional,” possibly reacting with “a strong temper,” becoming “self-critical/judgmental of themselves and their abilities.” But such anger solves nothing.
Work Relationship—Improvement Suggestions:
Keirsey outlines improvement suggestions for ENTJ weaknesses when working with others. Those suggestions include:
To counteract my self-critical Judging (J), consider the following:
Appreciate every moment in the present without needing to “structure.”
Engage activities for fun, not just to become more competent.
Generally, prioritizing remains key to time-management. Prioritization presumes:
Discerning “how much is good enough”;
Learning to “let things be”;
“Less is More—language, logic, precision, writing style, etc.
Heeding practical rather than an innovative application of ideas.
Important v. Urgent—avoid obsessing over seemingly urgent tasks at expense of neglecting important action—usually significantly greater time needed for completion;
Observe—others proven successful with presumably similar types, & emulating strongest attributes, e.g., “Steve Jobs regarded by some as ENTJ”;
80/20 Principle—Pareto Diagram—classifying “level of importance” to potentially seize the greatest efficiency (+/-80%) from the highest top priorities (+/-20%);
Delegation—use “decisive leadership” to assign responsibilities, explain beforehand, regularly scheduled meetings, etc., “shaking monkeys off back,” with clear objectives;
Ask “why engage in activity,” to identify obstacle;
Make every moment count;
A conscious effort of the following may facilitate pithy prose:
Annotating thoughts on note paper;
Returning to literature that advocates plain-speaking English;
Refer to “Strunk’s Element of Style”;
Opt for simpler, smaller words;
Discipline to refrain from flexing one’s verbal affinity;
Seek a simpler conversational style at times with others;
Try to speak as if communicating with a child;
Limit language—speak a few words, but always aptly with grace;
Limit sentence size helps;
Seek to slash words and sentences;
Try to keep sentences 25 words maximum;
Avoid obsessing about logical consistency with excess verbiage;
Remember “less is more.”
In MBA 500, I started out taking control, pushing my views on teammates. Often I waited for discussion and argument but instead received silence.
Upon reflection, I realized this aggressiveness perhaps stemmed from the Rational in action.
Listening more to others’ advice.
Becoming aware of the effect on others. Such awareness includes:
Listening before speaking;
Listen not only to gather facts but offer an empathetic ear for those in need;
Listen without becoming critical when others discuss problems;
Active listening by ensuring others “hear and understand the message”;
Smiling where proper to establish rapport;
Recognizing un-receptiveness of some to my outgoing desire for intellectual exchange;
Strive for low-key profile;
Take time to explain actions.
Emotional self-attunement may result if the presumed ENTJ:
Appreciates others’ efforts;
Avoids working others with the same intensity as self;
Encourages expression from all team participants without criticism;
If necessary, “rephrases criticism in a positive way”;
Withholds “personal ideas & judgment,” until others on team voice their thoughts;
Exploits natural leadership strengths—inspiration, energetic enthusiasm, genuine compliments, encouragement as a motivator to build team esteem;
Examines the potential impact of actions on others;
Re-evaluates decisions in hindsight;
Considers other’s emotional needs;
Learns to express emotional side;
Embraces advice from others;
Schedules more time daily for rest & relaxation;
Stress reduction techniques (breathing, meditation);
Exercise during busy periods might also help prevent burnout;
Breaks (10-15 mins—away from work, walking, etc.).
(3) Competing Values
This section discusses the Competing Values Self-Assessment. From this assessment, my strongest competencies likely include:
Negotiating Agreement and Commitment;
Communicating Honestly and Effectively;
Managing Groups and Leading Teams.
(1) Negotiating Agreement and Commitment
Negotiation involves the process of communicating one’s position to purposefully, “secure a commitment from another person or party,” which usually settles in some mutual agreement. It assumes a mutual understanding of one’s position vis-à-vis the opposing party.
Negotiation requires three elements:
To satisfy these elements, consider the following example.
In mediation, one party—representing 70-year-old, injured vocalist—may counter-offer catering services worth $5,000 to justify the proposed $5,000 increase on a 10-year salary if hired.
By “sweetening the deal” with “objective criteria” using quantifiable measures to justify the singer’s evidenced physical infirmities, both parties assume an understanding of each side’s purpose. Their compromise shows recognition and desire to accommodate the other’s weaknesses.
If accepted, both parties suggest they identified what each side wants and why. Thus, parties satisfy their mutual purpose.
If accepted, the proposal also suggests mutual meaning.
For example, each party probably infers what the other intends with its offer because they presumably recognize each parties’ adverse “interests.”
The added value of catering to compensate for physical limitations in matching opera house objectives shows a “win-win.”
This supposed win-win feature assumes the parties likely understood their offers—a mutual meaning— if accepted.
If accepted, the example illustrates mutual respect because each party compromises with a reciprocal exchange—relinquishing something to receive something else of perceived equal value.
Consideration results as a bargained-for exchange of hiring singer at $5,000 more with catering services promised at equal value.
A preliminary agreement forms, arguably required in writing by law later, if not already requested, under the Statute of Frauds.
Thus, a negotiated agreement & commitment materialized. If so, this agreement assumes the mutual respect of commitment for both parties to legally and ethically honor promises, which perhaps implies trust. The negotiating agent fiduciaries—a relationship based on trust in confidence—strengthens this inference.
Likewise, the proposal, if accepted, assumes trust in possible disclosure of personal information—patient’s medical records and opera house budget—to account for weaknesses.
Why a Strength?
This scenario parallels a negotiation simulation from my law school experience—the hypothetical reflecting practical reality.
Therefore, if true, my presumed appreciation for logic, problem-solving, legal knowledge, and law school exposure—conflict resolution—support a competency in Negotiation Agreement and Commitment.
After all, ENTJs supposedly prove themselves adept in “considering possibilities,” traits deemed integral to successful negotiation.
(2) Communicating Honestly and Effectively.
Communication represents the “exchange of information, facts, ideas, and meanings.” The Assessment rated me a “6.6” in this category based on my answers.
If accurate, this rating seems consistent with my background. Professors and classmates seem to acknowledge my “communication skills.”
Unsurprisingly, communication likely ranks as a strength, assuming my stated professional experience and ENTJ type prove accurate. See Supra, p. 3-5.
If true, the leadership qualities inherent to an “articulate, enthusiastic, friendly honest, logical, optimistic, strong-willed” ENTJ may facilitate motivation through communication.
A logical, objective “knack for debate” supports independent, critical-thinking perhaps less susceptible toward group think—conforming to consensus without challenging the opinion.
If true, given the difficulty to establish oneself as a “good communicator,” this quality may differentiate me professionally from others.
But “recognizing one’s own problems in communication,” remains no “easy task.” Despite this strength, succinctness may constitute a weakness as evidenced.
Thus, “less is more” remains my self-improvement “campaign,” based on the work improvement suggestions itemized on p. 10-11.
(3) Managing Groups and Leading Teams.
This competency goes without saying as assumed in all prior discussion. ENTJs presumably possess planning proficiency. If true, these planning abilities correlate with successful leadership.
For example, in MBA 500, teammates often observed my work ethic—“setting objectives, arranging meetings, emailing agendas,” which appeared to “encourage participation,” by example.
In other words, as I continued to work and plan my work—over-work even—plausibly incentivized the team’s eventual, overall equal participation. It perhaps compelled them to work harder themselves.
If true, these qualities attributed to ENTJ leadership—mobilizing others with hardworking enthusiasm, optimism, and never die attitude, perhaps promoted “meeting effectiveness.”
Thus, the motivation—driving others to work harder—assumed in managing and leading teams underscores a potential strength. No wonder the Competing Values Assessment rated me a 7 in this category.
My weakest competencies from the Competing Values Self-Assessment likely include:
Understanding Self and Others;
Mentoring and Developing Others;
Working and Managing Across Functions.
A “master manager” understands self and others for effectiveness. Understanding self and others assume self-awareness. Self-awareness requires two elements:
Emotional Intelligence—internal awareness of character, personality traits, strengths/weaknesses, core values, beliefs, and motivations;
Social Intelligence—awareness as to how others perceive us in a social context.
These two elements to self-awareness establish intrapersonal competence—effective self-management ability—and social competence—effectiveness forming collaborative relationships. Understanding self & others include both of these competencies.
Assuming the above, weaknesses here come as no surprise. The ENTJ may struggle to tune into emotions. They may not grasp others’ limitations. I evince the same.
For example, I scored a “1” for both “awareness of people burning out,” and “encouraging work/life balance.” A “1” here correlates with virtually “no understanding.”
If true, my low scores in these two categories—key ingredients assumed in understanding self and others—instantiates a competency weakness.
This rating seems accurate because I presumably fail to recognize burnout amid my work-ethic as others attest. Likewise, I tend to drive others with the same intensity like a typical ENTJ. If so, how might I identify others’ burnout phase?
Therefore, if true, my failure to recognize burnout strongly suggests an apparent weakness in understanding self and others.
To remedy this issue, I shall over the next few months:
Follow all steps itemized in the Work Relationship—Improvement Suggestions section;
Ask teammates if I seem overbearing & implement the above strategies for future projects;
Offer teammates in other courses 5-minute breaks as needed during future projects;
Listen carefully to the advice of others warning me about overwork;
Take breaks, exercise, and plan for more than 5 hours of sleep per night;
Take time for leisure, rest, and relaxation where feasible;
Read Steven Covey’s “The Seven Habits of Highly Effective People” in my leisure time;
Read about & emulate strengths of proven successful business leaders;
Again, remind me always “Less is more.”
(2) Mentoring and Developing Others.
Mentors constitute “a trusted counselor, guide, or coach.” They develop others’ competencies.
Because mentoring empowers employees with skill acquisition and enhancement, the leadership assumed in mentoring—building potential company value—becomes almost essential for “master managers.”
However, my limited professional mentoring experience reflects a potential weakness.
But my MBA 500 experience offered insight for improvement. Hence, to strengthen this competency, I shall:
Repeat all steps in the Work Relationship—Improvement Suggestions section;
Repeat all steps in the Understanding Self & Others competency section;
Complete Module 1 Competency 3 Assessment in text on pg. 58;
If mutually inclined, arrange a meeting with my prospective finance manager employer to begin the “Performance Management Process” whereby I learn:
Performance Planning—Learn key managerial job responsibilities;
Performance Execution—Learn to conduct formal meetings;
Performance Assessment—Learn to teach about self-appraising performance;
Performance Review Meeting—Learn to coordinate “two-way interaction.”
Actively listen and ask questions that engage mentees at meetings.
(3) Working and Managing Across Functions.
Cross-functional teams—drawing members from different organizational units to synchronize in a common task—represent the foundation of working and managing across functions.
To work and manage across functions, teams recruit experts from different functional areas.
For example, the “master manager” might employ a team of engineers, financiers, lawyers, marketers, manufacturers to differentiate from other companies, maximizing competitiveness and efficiency.
This competency weakness also stems from my inexperience. I never managed a team nor worked with specialists outside my department on the job.