After taking several Briggs-Myers and Keirsey temperament tests over the years, I have consistently identified as an ENTJ. I just took another official test with facilitators visiting my company and the more I read the analysis on my “type,” the more I have to agree. For those of you who know me well, you might find the below entertaining. No fair exploiting my many weaknesses! *laughs*
ENTJ Description
Hardly more than 2% of the total population, Field marshals are bound to lead others, and from an early age they can be observed taking command of groups. In some cases, they simply find themselves in charge of groups, and are mystified as to how this happened. But the reason is that they have a strong natural urge to give structure and direction wherever they are – to harness people in the field and to direct them to achieve distant goals.
They must build organizations, and must push to implement their goals. When in
charge of an organization, whether in the military, business, education, or government, Field marshals more than any other type desire (and generally have the ability) to visualize where the organization is going & they seem able to communicate that vision to others. Their organizational and coordinating skills tends to be highly developed, which means that they are likely to be good at systematizing, ordering priorities, generalizing, summarizing, marshaling evidence, and at demonstrating their ideas. Their ability to organize, however, may be more highly developed than their ability to analyze, and the Field marshal leader may need to turn to an Inventor or Architect to provide this kind of input.
Field marshals will usually rise to positions of responsibility and enjoy being executives. They are tireless in their devotion to their jobs and can easily block out other areas of life for the sake of their work. Superb administrators in any field – medicine, law, business, education, government, the military – Field marshals organize their units into smooth-functioning systems, planning in advance, keeping both short-term and long-range objectives well in mind. For the Field marshal, there must always be a goal-directed reason for doing anything, and people’s feelings usually are not sufficient reason. They prefer decisions to be based on impersonal data, want to work from well thought-out plans, like to use engineered operations – and they expect others to follow
suit. They are ever intent on reducing bureaucratic red tape, task redundancy & aimless confusion in the workplace, and they are willing to dismiss employees who cannot get with the program and increase their efficiency. Although Field marshals are tolerant of established procedures, they can and will abandon any procedure when it can be shown to be ineffective in accomplishing its goal. Field marshals root out and reject ineffectiveness and inefficiency, and are impatient with repetition of error.
Strengths
• A talent for creating great benefits through the addressing of social justice issues.
• A talent for showing others the way to get past difficulties in their outer life
• A broadening of their own ambitions which includes rather than excludes others
and the benefits which flow from that achievement.
• Genuinely interested in people’s ideas and thoughts
• Enthusiastic and energetic
• Take their commitments very seriously
• Fair-minded and interested in doing the Right Thing
• Very good with money
• Verbally fluent
• Enhance and encourage knowledge and self-growth in all aspects of life
• Able to turn conflict situations into positive lessons
• Able to take constructive criticism
• Extremely high standards and expectations (both a strength and a weakness)
• Usually have strong affections and sentimental streaks
• Able to dole out discipline
Weaknesses
• Their enthusiasm for verbal debates can make them appear argumentative
• Tendency to be challenging and confrontational
• Tendency to have difficulty listening to others
• Not naturally in tune with people’s feelings and reactions
• Have difficulty expressing love and affection, sometimes seeming awkward
or inappropriate
• Can be overpowering and intimidating to others
• Tendency to want to always be in charge, rather than sharing responsibilities
• Can be very harsh and intolerant about inefficiency
• May be slow to give praise or to realize another’s need for praise
• May be unable to understand other people’s needs where these differ from their own.
• May assume their ideas are the only right ones and should therefore be fully
implemented by others.
• May become childishly petulant or angered when confronted by situations which require
“feeling” judgments.
• May take every decision not made in agreement with their rational beliefs as a personal
rejection.
• May assume others are ever plotting against them.
• May believe only their own view of the world or a situation is correct, even to the point
that they make it into a kind of dogma which must be followed by those around them.







