Myers-Briggs Type Indicator®

Personal Impact Report

European Edition

Report prepared for

JANE SAMPLE
9 October 2014

CPP, Inc. | 800-624-1765 | [Link]

Myers-Briggs Type Indicator ® Personal Impact Report Copyright 2013 by Peter B. Myers and Katharine D. Myers. All rights reserved. Myers-Briggs Type Indicator, Myers-Briggs, MBTI, and the MBTI logo are trademarks or
registered trademarks of the Myers & Briggs Foundation, Inc., in the United States and other countries. The CPP logo is a trademark or registered trademark of CPP, Inc., in the United States and other countries.
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 2

Introduction
Your MBTI® Personal Impact Report is designed to help you make use of your MBTI results so that
you can better understand yourself and others and improve the interactions in your daily life and work.
The MBTI assessment is based on the work of Carl Jung and was developed by Isabel Briggs Myers and
Katharine Briggs to identify 16 different personality types that help explain differences in how people
take in information and make decisions about it. Your report will show you how your personality type is
distinct from other types and how it influences the way you perceive, communicate, and interact.

This Report Can Help You

• Improve communication and teamwork as you gain awareness of the personality differences you see in others
• Work more effectively with those who may approach problems and decisions very differently than you do
• Navigate your work and personal relationships with more insight and effectiveness
• Understand your preferences for learning and work environments and the activities and work you most enjoy
doing
• More successfully manage the everyday conflicts and stresses that work and life may bring

As you read your report, bear in mind that personality type is a nonjudgmental system that looks at the
strengths and gifts of individuals. All preferences and personality types are equally valuable and useful.
Based on more than 70 years of research supporting its reliability and validity, the MBTI assessment has
been used by millions of people worldwide to gain insight into the normal, healthy differences that are
observed in everyday behavior and to open up opportunities for growth and development.

How Your MBTI® Personal Impact Report Is Organized

• What Are Preferences?.........................................................................................................................................................3
• The MBTI® Preferences........................................................................................................................................................4
• What Is Your Type?.................................................................................................................................................................6
• Summary of Your MBTI® Results.........................................................................................................................................7
• Verifying Your MBTI® Type...................................................................................................................................................8
• Applying Your MBTI® Results to Enhance Your Personal Impact.................................................................................8
• Your Work Style....................................................................................................................................................................10
• Your Communication Style.................................................................................................................................................12
• Your Team Style....................................................................................................................................................................14
• Your Decision-Making Style..............................................................................................................................................16
• Your Leadership Style..........................................................................................................................................................19
• Your Conflict Style................................................................................................................................................................21
• How Stress Impacts You.....................................................................................................................................................22
• Your Approach to Change...................................................................................................................................................23
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 3

What Are Preferences?

The MBTI assessment reports preferences in four separate categories, each category composed of two
opposite poles. The exercise below is meant to demonstrate the idea of preferences.

Sign your name on the line below as you normally do. Now, sign your name using the opposite hand.

How would you describe the experience of signing your name with your preferred hand? With your
nonpreferred hand? Most people who try this immediately notice a number of differences:

Preferred Hand Nonpreferred Hand

• Feels natural • Feels unnatural
• Didn’t think about it • Had to concentrate while doing it
• Effortless and easy • Awkward and clumsy
• Looks neat, legible, adult • Looks childlike

The words you and others use to describe the preference for one hand over the other illustrate the theory of
preferences in the MBTI assessment: You can use either hand when you have to, and you use both hands
regularly; but for writing, one is natural and competent, while the other requires effort and feels awkward.
We can develop skill in using our nonpreferred hand, but imagine how difficult it would be if you
were required to use it exclusively throughout a work day or school day. Similarly, we all have a natural
preference for one of the two opposites in each of the four MBTI categories. We use both poles at
different times, but not both at once and not with equal confidence. When we use our preferred
methods, we are generally at our best and feel most competent, natural, and energetic.
The MBTI preferences indicate the differences in people that result from the following:

• Where they prefer to focus their attention and get energy (Extraversion or Introversion)
• The way they prefer to take in information (Sensing or Intuition)
• The way they prefer to make decisions (Thinking or Feeling)
• The way they prefer to deal with the outer world (Judging or Perceiving)

There is no right or wrong to these preferences. Each identifies normal and valuable human behaviors.
As we use our preferences in each of these areas, we develop what Jung and Myers defined as a
psychological type: an underlying personality pattern resulting from the dynamic interaction of our four
preferences, environmental influences, and our own choices. People tend to develop behaviors, skills, and
attitudes associated with their type, and those with types different from yours will likely be opposite to
you in many ways. Each type represents a valuable and reasonable way to be. Each has its own potential
strengths, as well as its likely blind spots.
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 4

The MBTI® Preferences

In the following charts, place a 3 beside the preference from each pair that seems to best describe your
natural way of doing things—the way you are outside of the roles you play.

Where do you prefer to focus your attention? Where do you get energy? The E–I Preference Pair

q Extraversion q Introversion
People who prefer Extraversion like to focus on the People who prefer Introversion like to focus on their own
outer world of people and activity. They direct their inner world of ideas and experiences. They direct their
energy and attention outward and receive energy from energy and attention inward and receive energy from
interacting with people and from taking action. reflecting on their thoughts, memories, and feelings.

Characteristics associated with people who prefer Characteristics associated with people who prefer
Extraversion: Introversion:
• Attuned to external environment • Drawn to their inner world
• Prefer to communicate by talking • Prefer to communicate in writing
• Work out ideas by talking them through • Work out ideas by reflecting on them
• Learn best through doing or discussing • Learn best by reflection, mental “practice”
• Have broad interests • Focus in depth on their interests
• Sociable and expressive • Private and contained
• Readily take initiative in work and relationships • Take initiative when the situation or issue is very
important to them

How do you prefer to take in information? The S–N Preference Pair

q Sensing q Intuition
People who prefer Sensing like to take in information People who prefer Intuition like to take in information by
that is real and tangible—what is actually happening. seeing the big picture, focusing on the relationships and
They are observant about the specifics of what is going connections between facts. They want to grasp patterns
on around them and are especially attuned to practical and are especially attuned to seeing new possibilities.
realities.
Characteristics associated with people who prefer
Characteristics associated with people who prefer Intuition:
Sensing: • Oriented to future possibilities
• Oriented to present realities • Imaginative and verbally creative
• Factual and concrete • Focus on the patterns and meanings in data
• Focus on what is real and actual • Remember specifics when they relate to a pattern
• Observe and remember specifics • Move quickly to conclusions, follow hunches
• Build carefully and thoroughly toward conclusions • Want to clarify ideas and theories before putting them
• Understand ideas and theories through practical into practice
applications • Trust inspiration
• Trust experience
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 5

How do you make decisions? The T–F Preference Pair

q Thinking q Feeling
People who prefer to use Thinking in decision making People who prefer to use Feeling in decision making
like to look at the logical consequences of a choice or like to consider what is important to them and to others
action. They want to mentally remove themselves from involved. They mentally place themselves in the situation
the situation to examine the pros and cons objectively. to identify with everyone so they can make decisions
They are energized by critiquing and analyzing to based on their values about honoring people. They
identify what’s wrong with something so they can solve are energized by appreciating and supporting others
the problem. Their goal is to find a standard or principle and look for qualities to praise. Their goal is to create
that will apply in all similar situations. harmony and treat each person as a unique individual.

Characteristics associated with people who prefer Characteristics associated with people who prefer
Thinking: Feeling:
• Analytical • Empathetic
• Use cause-and-effect reasoning • Guided by personal values
• Solve problems with logic • Assess impacts of decisions on people
• Strive for an objective standard of truth • Strive for harmony and positive interactions
• Reasonable • Compassionate
• Can be “tough-minded” • May appear “tenderhearted”
• Fair—want everyone treated equally • Fair—want everyone treated as an individual

How do you deal with the outer world? The J–P Preference Pair

q Judging q Perceiving
People who prefer to use their Judging process in the People who prefer to use their Perceiving process in
outer world like to live in a planned, orderly way, seeking the outer world like to live in a flexible, spontaneous
to regulate and manage their lives. They want to make way, seeking to experience and understand life, rather
decisions, come to closure, and move on. Their lives than control it. Detailed plans and final decisions feel
tend to be structured and organized, and they like to confining to them; they prefer to stay open to new
have things settled. Sticking to a plan and schedule information and last-minute options. They are energized
is very important to them, and they are energized by by their resourcefulness in adapting to the demands of
getting things done. the moment.

Characteristics associated with people who prefer Characteristics associated with people who prefer
Judging: Perceiving:
• Scheduled • Spontaneous
• Organize their lives • Flexible
• Systematic • Casual
• Methodical • Open-ended
• Make short- and long-term plans • Adapt, change course
• Like to have things decided • Like things loose and open to change
• Try to avoid last-minute stresses • Feel energized by last-minute pressures
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 6

What Is Your Type?

The first step in deciding on your type is to put together the preferences you chose as you were listening
to an explanation or reading about the preferences described in this report.
The MBTI assessment uses letters to represent the preferences, so you can estimate your MBTI type by
combining the letters for the preferences you selected on the preceding pages. For example:

ISTJ = people who . . .

I Draw energy from and pay attention to their inner world
S Like information that is real and factual
T Use logical analysis in decision making
J Like a structured, planned life

A person with opposite preferences on all four pairs would be an ENFP.

ENFP = people who . . .

E Draw energy from the outer world of people and activity
N Like to see patterns and connections, the big picture
F Use their personal values in decision making
P Like a flexible, adaptable life

There are 16 possible combinations of the MBTI preferences, leading to 16 different patterns of personality.

Your Self-Estimated Type

Your initial self-estimate of type based on the preferences you chose:

Your Reported Type

Your MBTI results report the preferences you chose when you completed the
MBTI assessment. These results are shown on the next page.
Your reported MBTI type:

Your MBTI results also report a number by each letter. This number indicates how consistently you chose
that preference over its opposite when you responded to the questions. The numbers do not indicate how
well developed a preference is or how well you use it.
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 7

Summary of Your MBTI® Results

How you decide to answer each item on the MBTI assessment determines your reported MBTI type.
Since each of the preferences can be represented by a letter, a four-letter code is used as a shorthand for
indicating type. When the eight preferences are combined in all possible ways, 16 types result. Your
reported MBTI type is shown below.

Reported Type: ESTP

Where you Extraversion Introversion
focus your
attention
E Preference for drawing energy from the outside
world of people, activities, and things
I Preference for drawing energy from one’s inner
world of ideas, emotions, and impressions

The way Sensing Intuition

you take in
information
S Preference for taking in information through the
five senses and noticing what is real
N Preference for taking in information through a
“sixth sense” and noticing what might be

The way Thinking Feeling

you make
decisions
T Preference for organizing and structuring
information to decide in a logical, objective way
F Preference for organizing and structuring information
to decide in a personal, values-based way

How you Judging Perceiving

deal with the
outer world
J Preference for living a planned and organized life
P Preference for living a spontaneous and flexible life

The preference clarity index (pci) indicates how clearly you chose one preference over its opposite. The bar
graph below charts your results. The longer the bar, the more sure you may be about your preference.

Clarity of Reported Preferences: ESTP

Very Clear Clear Moderate Slight Slight Moderate Clear Very Clear

Extraversion E 11 I Introversion
Sensing S 7 N Intuition
Thinking T 13 F Feeling
Judging J 5 P Perceiving
70 60 50 40 30 20 10 0 10 20 30 40 50 60 70

PCI Results Extraversion 11 Sensing 7 Thinking 13 Perceiving 5

Because MBTI results are subject to a variety of influences, such as work tasks, family demands, and
other factors, they need to be individually verified. If your reported type does not seem to fit, you will
want to determine the type that comes closest to describing you. Your type professional can assist you in
this process.
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 8

Verifying Your MBTI® Type

The MBTI instrument is one of the most reliable and valid self-report personality inventories available,
but no psychological assessment is perfect. Because of this, we consider the results you received from
taking the assessment a “best estimate” of your psychological type based on your responses. Your self-
estimate as you learned the preference definitions is another guess. Most people agree with their MBTI
results, but it is not unusual for your self-estimated type and your reported MBTI results to differ on one
or more of the preferences.
Your task now is to verify and clarify your “best-fit” type: the four-letter combination that best describes
your natural way of doing things. Read the Snapshots of the 16 Types on the following page to confirm
your four-letter type code, then write it below.

Your Best-Fit Type:

Applying Your MBTI® Results to Enhance Your Personal Impact

The rest of this report presents information to help you understand the impact of your personality type
in key areas of your life. It highlights the influence your type has on how you work, communicate, and
interact; make decisions and lead others; and handle conflict, stress, and change. Throughout, the report
suggests ways for you to develop and strengthen your awareness and effectiveness.
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 9

Snapshots of the 16 Types

Sensing Types Intuitive Types

ISTJ ISFJ INFJ INTJ

Quiet, serious, earn success by Quiet, friendly, responsible, and Seek meaning and connection Have original minds and great
thoroughness and dependability. conscientious. Committed and in ideas, relationships, and drive for implementing their
Practical, matter-of-fact, realistic, steady in meeting their obligations. material possessions. Want ideas and achieving their goals.
and responsible. Decide Thorough, painstaking, and to understand what motivates Quickly see patterns in external
logically what should be done accurate. Loyal, considerate, people and are insightful about events and develop long-range
and work toward it steadily, notice and remember specifics others. Conscientious and explanatory perspectives.
regardless of distractions. Take about people who are important committed to their firm values. When committed, organize a job
pleasure in making everything to them, concerned with how Develop a clear vision about and carry it through. Skeptical
orderly and organized—their others feel. Strive to create how best to serve the common and independent, have high
work, their home, their life. an orderly and harmonious good. Organized and decisive in standards of competence and
Value traditions and loyalty. environment at work and implementing their vision. performance—for themselves
Introversion

at home. and others.

ISTP ISFP INFP INTP

Tolerant and flexible, quiet Quiet, friendly, sensitive, and Idealistic, loyal to their values Seek to develop logical
observers until a problem kind. Enjoy the present moment, and to people who are important explanations for everything that
appears, then act quickly to find what’s going on around them. to them. Want an external life interests them. Theoretical and
workable solutions. Analyze Like to have their own space that is congruent with their abstract, interested more in
what makes things work and and to work within their own values. Curious, quick to see ideas than in social interaction.
readily get through large time frame. Loyal and committed possibilities, can be catalysts Quiet, contained, flexible, and
amounts of data to isolate the to their values and to people for implementing ideas. Seek adaptable. Have unusual ability
core of practical problems. who are important to them. to understand people and to to focus in depth to solve problems
Interested in cause and effect, Dislike disagreements and help them fulfill their potential. in their area of interest. Skeptical,
organize facts using logical conflicts, do not force their Adaptable, flexible, and accepting sometimes critical, always
principles, value efficiency. opinions or values on others. unless a value is threatened. analytical.

ESTP ESFP ENFP ENTP

Flexible and tolerant, they take Outgoing, friendly, and accepting. Warmly enthusiastic and Quick, ingenious, stimulating,
a pragmatic approach focused Exuberant lovers of life, people, imaginative. See life as full of alert, and outspoken. Resourceful
on immediate results. Theories and material comforts. Enjoy possibilities. Make connections in solving new and challenging
and conceptual explanations working with others to make between events and information problems. Adept at generating
bore them—they want to act things happen. Bring common very quickly, and confidently conceptual possibilities and
energetically to solve the sense and a realistic approach proceed based on the patterns then analyzing them strategically.
problem. Focus on the here and to their work, and make work they see. Want a lot of affirmation Good at reading other people.
now, spontaneous, enjoy each fun. Flexible and spontaneous, from others, and readily give Bored by routine, will seldom do
moment that they can be active adapt readily to new people appreciation and support. the same thing the same way,
with others. Enjoy material and environments. Learn best Spontaneous and flexible, often apt to turn to one new interest
comforts and style. Learn best by trying a new skill with other rely on their ability to improvise after another.
Extraversion

through doing. people. and their verbal fluency.

ESTJ ESFJ ENFJ ENTJ

Practical, realistic, matter-of- Warmhearted, conscientious, Warm, empathetic, responsive, Frank, decisive, assume leadership
fact. Decisive, quickly move to and cooperative. Want harmony and responsible. Highly attuned readily. Quickly see illogical
implement decisions. Organize in their environment, work with to the emotions, needs, and and inefficient procedures and
projects and people to get determination to establish it. motivations of others. Find policies, develop and implement
things done, focus on getting Like to work with others to potential in everyone, want to comprehensive systems to solve
results in the most efficient way complete tasks accurately and help others fulfill their potential. organizational problems.
possible. Take care of routine on time. Loyal, follow through May act as catalysts for Enjoy long-term planning
details. Have a clear set of logical even in small matters. Notice individual and group growth. and goal setting. Usually well
standards, systematically follow what others need in their day- Loyal, responsive to praise and informed, well read, enjoy
them and want others to also. by-day lives and try to provide criticism. Sociable, facilitate expanding their knowledge and
Forceful in implementing their it. Want to be appreciated for others in a group, and provide passing it on to others. Forceful
plans. who they are and for what they inspiring leadership. in presenting their ideas.
contribute.
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 10

Your Work Style

The descriptions presented below for your type relate to your work preferences and behaviors. When
reviewing this information, keep in mind that the MBTI assessment identifies preferences, not abilities
or skills. There are no “good” or “bad” types for any role in an organization. Each person has something
to offer and learn that enhances his or her contribution.

ISTJ ISFJ INFJ INTJ

ESTP Work Style Highlights
ISTP ISFP INFP INTP ESTPs are action-oriented, pragmatic, resourceful, and realistic individuals who
prefer to take the most efficient route. They enjoy making things happen now
and typically find a way through difficult situations. Although the descriptors
ESTP ESFP ENFP ENTP below generally describe ESTPs, some may not fit you exactly due to individual
differences within each type.
ESTJ ESFJ ENFJ ENTJ

Activity-oriented Easygoing Pragmatic

Adaptable Energetic Quick
Adventurous Outgoing Spontaneous
Alert Persuasive Versatile

Contributions to the Organization

• Negotiate and seek compromise to move things along
• Keep things lively; make things happen
• Take a realistic and direct approach
• Embrace risk in a calculated way
• Notice and remember factual information

Problem-Solving Approach
• Want to make a realistic and concrete assessment of the situation and logically analyze the next steps
• May need to consider the impact on people and search for alternate possible views for optimal results
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 11

Preferred Work Environments

• Contain lively, results-oriented people who value firsthand experience
• Have rules but make room for deviations
• Allow time for fun
• Provide for flexibility in doing the job
• Have a technical orientation with all the latest equipment
• Are physically comfortable
• Respond to the needs of the moment

Preferred Learning Style

• Active, hands-on, trial and error in determining what works
• Practical and focused on something you can apply now

Potential Pitfalls
• May appear demanding, blunt, and insensitive to others when acting quickly
• May focus too much on the immediate and miss the wider implications of their actions
• May sacrifice follow-through by moving on to the next problem
• May get caught up in off-work activities, such as sports and other hobbies

Suggestions for Developing Your Work Style

• May need to curb your task focus and factor in the feelings of others
• May need to look beyond the quick fix, plan ahead, and consider the wider ramifications
• May need to complete the tasks at hand
• May need to keep work and play in the proper perspective
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 12

Your Communication Style

The information presented below for your type relates to how you generally tend to communicate. It is
designed to help raise your awareness of your natural communication style and its impact on others so that
you can develop strategies for communicating more effectively in your business and personal interactions.

Communication Highlights
• Are convincing, objective, direct, straightforward, and matter-of-fact
• Are an adaptable, resourceful, practical troubleshooter who likes to take action
• Negotiate, persuade, and maneuver around barriers; take the most efficient course of action
• Examine and evaluate data by relating them to past experiences
• Are active, engaging, challenging, risk taking, and competitive

At First Glance
• Initially may seem somewhat detached or indifferent
• Focus on the facts and details of the immediate situation; observe realities
• Consider a number of options; are open-ended and flexible
• Are analytical and practical; seek to understand how and why things work
• Solve practical problems; are grounded in immediate realities and day-to-day activities

What You Want to Hear

• To-the-point, practical information
• Interactions that are fun and stimulating
• Fewer long-term implications; are impatient when others slow down and make plans
• Minimal direction; rules and structure limit your ability to improvise
• Less abstraction and theory; are not convinced by intellectual arguments

When Expressing Yourself

• Are initially impersonal; can be charming, easygoing, tolerant, and casual
• Maneuver around power and structure; finesse situations to work to your advantage
• Act more than talk; are not likely to sit around discussing matters for long periods
• Like to act very quickly and don’t want to slow down to explain your actions
• May take action that circumvents the rules without communicating your intent

Giving and Receiving Feedback

• Will not hesitate to confront others if you have a difference of opinion
• Tend to give more corrective than positive feedback and can be direct and blunt
• Are self-reliant and don’t seek or require much ongoing validation
• Are more likely to evaluate yourself than to depend on external feedback
• May not be focused on or see the need for self-development in interpersonal areas
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 13

Communication Tips
Here are some strategies to help you adapt your natural way of communicating to accommodate people with
different personality types.

Potential Blind Spots Suggested Remedies

You may feel uncomfortable when others share personal Remember that many people seek harmony and personal
information and not realize the effects of your detached relationships with their co-workers. Develop patience
approach. for the sharing of personal information and avoid coming
across as blunt or impersonal.

Your practical, task-focused approach and tendency to Strive to understand personal situations rather than
logically analyze situations may not take into account analyze them. Consider the needs and situations of the
important personal factors. people involved.

Your preference for responding to problems immediately Take time to work out conflicts, deal with personal
may lead you to overlook their causes. issues, and look for the roots of problems.

Once a problem has been discussed, you may lose Plan ahead to ensure that you complete tasks and avoid
interest and not notice that the quick fix you proposed quick fixes. Let others know when they can expect your
requires follow-through and needs to be communicated. results.

You may not realize how your feedback affects others, Check how others are feeling and include positive
especially Feeling types, and they may wonder why you feedback with the corrective feedback you give. Show
do not appreciate them. your support by encouraging others.

When you act quickly without a lot of explaining, it Slow down and show or tell others how and why your
may come across as disrespectful and a challenge to plan will work. Curb any tendency to take a maverick
authority. approach.

You may not notice that improvising and “flying by the Incorporate a longer-term focus into your practical,
seat of your pants” can be stressful to those around immediate troubleshooting. This will help you solve
you who take a more thoughtful, balanced approach. problems more effectively in the long run.

Suggestions for Developing Your Communication Style

• Determine which of the blind spots above describe your behavior when communicating or interacting at work.
• Ask yourself whether any of these behaviors are hindering your performance. If yes, try the suggested remedies
and ask someone you trust for feedback to chart your progress.
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 14

Your Team Style

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

Your Team Member Strengths

• Analyzing alternatives logically and objectively
• Troubleshooting
• Jumping in to address problems immediately
• Managing crises
• Doing whatever needs to be done right away
• Acting quickly and keeping things moving
• Bringing a lot of energy to the team
• Pointing out flaws and inconsistencies
• Making sure all relevant facts have been identified and presented
• Keeping things running smoothly by attending to important details
• Bringing common sense and a realistic, practical approach to problem solving
• Being flexible and spontaneous in responding to whatever obstacles arise

Suggestions for Developing Your Team Contributions

• Determine which of these behaviors describe you and consider how they are working for you. How might you use
those behaviors to help in a team context?
• Highlight on the list above those behaviors you use when on a team. Are any of your natural strengths not being
brought to the team?
• Consider how your strengths can help the teams you serve on achieve their objective.
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 15

Potential Blind Spots Suggested Remedies

May focus only on the immediate problem and neglect Think about how current problems and decisions
long-range issues might affect what the team does one to three years in
the future

May not develop a plan for how goals are to be Realize that some members of your team may need a
accomplished plan first; give them at least a rough outline of what
steps you will take

May take action too quickly, leaving your team Before jumping into a project, ask team members to
members behind join you, or at least inform them about what you are
doing

May fail to consider how decisions might affect Build into your decision-making process a
important stakeholders consideration of which stakeholders will be affected
and how

May engage in crisis management that treats Analyze the problem to identify its cause so that you
symptoms but neglects the causes of problems don’t just treat the symptoms

May not prepare agendas for meetings, preferring to Prepare and circulate a detailed agenda prior to the
“wing it” instead meeting and ask for feedback

Additional Suggestions for Developing Your Team Contributions

• Determine which of the blind spots in the chart describe your behavior when working as part of a team.
• Ask yourself whether any of these behaviors are hindering team performance. If yes, try the suggested
remedies and ask a team member you trust for feedback to chart your progress.
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 16

Your Decision-Making Style

The information below is intended to help you see the impact of your personality preferences on your
decision-making style. It is important to remember that all personality types and decision-making
styles are equally valuable and that no one type can be characterized as the best decision maker. Use this
information to learn about and appreciate your natural style and acquire strategies to make both your
individual and group decision making more successful and comprehensive.

ISTJ ISFJ INFJ INTJ

ESTP Decision-Making Style Highlights
ISTP ISFP INFP INTP Action-oriented, energetic, and realistic, ESTPs work well when they can
participate fully, enjoying challenges and attempting to eliminate obstacles
through a logical, pragmatic, no-nonsense approach. They like to solve
ESTP ESFP ENFP ENTP problems, work to achieve immediate results, and be where the action is.
During decision making ESTPs typically want to know, “What is the most
expeditious choice?”*
ESTJ ESFJ ENFJ ENTJ

Your Decision-Making Strengths

• Using a decision-making process that takes the current context into account
• Getting the decision-making process started so you can get on with execution
• Brainstorming with immediate action as a key goal
• Testing decision options in a hands-on fashion
• Moving forward when others might be hindered by convention
• Making decisions that improve efficiency by requiring less effort
• Taking on tasks and handling crises as needed
• Pushing for a result and taking action to help achieve it
• Accepting that not every problem can have a perfect solution
• Pointing out where the decision-making process was entertaining and fun

* Used by permission from Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, Introduction to Type ® and Teams, 2nd ed. (Mountain View, CA: CPP, Inc., 2003), p. 11.
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 17

Potential Challenges During Decision Making

• Getting so caught up in immediate concerns that you ignore long-term needs
• Hurrying through the preliminaries, seeing adaptation as easier than planning
• Looking for instant decisions based on the immediately available options
• Overlooking others’ need for an in-depth rationale before trying out an option
• Forsaking tradition and standard methods for the freedom to act spontaneously
• Being so focused on pragmatism that you miss the emotional impact on others
• Leaving so many things open that action is not coordinated
• Rushing to implement without a full understanding of potential resistance
• Moving on too readily without absorbing all the lessons a decision outcome has to offer
• Being unwilling to explore those aspects of a decision that were hard or painful

Suggestions for Developing Your Decision-Making Style

• Remember that what seems pressing right now may not be of lasting significance
• Recognize that greater efficiency may result from having a clear picture before getting started
• Remember to evaluate the risks of an option as well as the benefits
• Realize that analyzing the theoretical basis for an option can save time in the long run
• Recognize that not everyone will be motivated to act on a moment’s notice
• Consider how taking feelings into account could produce a more effective decision
• Realize that following routines may leave room for more appealing tasks
• Appreciate that sometimes the wisest course of action is to wait and see
• Practice patience and perseverance when there is a chance for new learning
• Recognize that ignoring difficulties won’t make them go away
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 18

Enhancing Your Decision-Making Capability

Understanding and applying personality type concepts can help you make better decisions. By using both
preferences for taking in information, Sensing and Intuition, and both preferences for making judgments or
decisions about that information, Thinking and Feeling, when coming to a decision or solving a problem, you
can ensure that all factors will be considered. Without this balanced approach, you will naturally tend to focus
on your own preferences and may lose the benefits and positive contributions of the other preferences.
Isabel Briggs Myers believed that the best way to make a decision is to use all four of these preferences
deliberately and in a specific order:

#1 Use Sensing to define the problem

#2 Use Intuition to consider all the possibilities
#3 Use Thinking to weigh the consequences of each course of action
#4 Use Feeling to weigh the alternatives

This decision-making sequence is shown below. Your preferences are highlighted in the graphic. Follow the
steps, noting the important questions to ask at each stage. After completing the process, you should be able to
make and act on a final decision. At an appropriate point after implementation, be sure to evaluate the results
by reviewing your consideration of the facts, possibilities, impacts, and consequences.

SENSING—to define the problem Intuition—to consider all the possibilities

• What are the facts? • What are other ways to look at this?
• What have you or others done to resolve • What do the data imply?
this or similar problems? • What are the connections to larger issues
• What has worked or not worked? or other people?
• What resources are available to you? • What theories address this kind of
problem?

THINKING—to weigh the consequences Feeling—to weigh the alternatives

• What are the pros and cons of each option? • How does each alternative fit with my
• What are the logical consequences of each? values?
• How will the people involved be affected?
• What are the consequences of not deciding
and acting? • How will each option contribute to harmony
• What impact does each option have on other and positive interactions?
priorities? • How can I support people with this decision?
• Would this option apply equally and fairly to
everyone?
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 19

Your Leadership Style

The type information below is designed to help you see the impact of your personality preferences on
your leadership style. Assets and challenges characteristic of your MBTI type are presented, as well as
suggestions you can use to stretch your development.

Setting Direction
Assets Challenges
• Having a vivid sense of reality and being quick to • Having a strong orientation to the present,
identify what is relevant overshadowing the need to ask deeper questions
• Acting to take advantage of opportunities and take about meaning, purpose, or vision
risks • Being inclined to focus first on expedience, not on
• Logically (and quickly) weighing costs and the big picture or long-term view
consequences of alternatives • Being impatient with detailed strategic analyses,
• Being energized by crisis situations and enjoying leading to missed opportunities
solving problems • Overlooking or undervaluing input from others,
limiting the range of options considered

Inspiring Others to Follow

Assets Challenges
• Having a charismatic style that attracts others to • Not placing a high value on working in teams or
join with you collaborating toward a common goal
• Giving direct feedback • Being impatient with people, seeing them as
• Being politically astute and excelling at mediating “complainers” rather than as sources of useful
• Being masterful at getting others to jump in and do feedback
the work needed • Failing to appreciate the differences in what
motivates others and thus being less able to make
a personalized appeal
• Conveying an individualistic style, hindering your
ability to build trustful and lasting relationships with
colleagues

Mobilizing Accomplishment of Goals

Assets Challenges
• Feeling comfortable in fast-paced, fast-changing • Acting too quickly, denying others the opportunity to
environments do what’s needed
• Having a style that is practical and grounded, yet • Being impatient with others’ personal requirements;
flexible this lack of appreciation of difference can backfire
• Being action-oriented, focused on doing versus when it’s time to implement the plans
talking about doing • Following through haphazardly, especially in checking
• Being a resourceful troubleshooter, quick to act to in with others, often due to either disinterest or
remove barriers distraction
• Giving blunt feedback, sometimes resulting in hurt
feelings and distracted, unproductive people
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 20

Suggestions for Developing Your Leadership Style

• Coaching. Learn how to coach others for development. This means guiding their own discovery of how to solve
a problem, not telling them how to do their job. Caution: They might do it a different way than you would.
• Self-reflection. Develop the ability to reflect on your values and goals; see if your behavior is congruent with
them. You don’t want your actions to say “arrogant, impatient, and competitive” when you want them to say
“confident, action-oriented, and successful.”
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 21

Your Conflict Style

Your MBTI results shed light on how you typically approach and deal with conflict. Incorporating type
awareness and an understanding of your natural style can help you be better prepared to more effectively
and sensitively approach, communicate during, and resolve conflict situations.

ISTJ ISFJ INFJ INTJ

ESTP Conflict Style Highlights
ISTP ISFP INFP INTP ESTPs typically enjoy the challenge of negotiating and debating and bring this
quality to most conflict situations. They can feel drawn into conflict when they
believe their freedom is being restricted or when their emotions have become
ESTP ESFP ENFP ENTP unsettled. In these instances, their assertive style can be perceived as more
heated or aggressive. However, their joie de vivre enables them to see beyond
potential difficulties to the good times that are not far away.
ESTJ ESFJ ENFJ ENTJ

Your Strengths in Managing Conflict

• Responding energetically and with ease in the moment to whatever crosses your path
• Using your ability to remain unfazed and your straightforward approach to help you quickly confront the matter at hand
• Being comfortable compromising and prepared to use your sense of humor to lighten proceedings

What You Need from Others

• Space to act with autonomy; others should not try to rein you in too quickly
• Acceptance of your natural tendency to question and challenge what you are presented with; you need others to
not take this questioning personally
• An opportunity to analyze matters before bringing them to a final conclusion

How Others Tend to See You

• Blending pragmatism with adventure, willing to explore with energy whatever confronts you
• Usually clear and direct, although at times you may be perceived as blunt or rude
• Likely to jump into action quickly, at times without considering the potential consequences of your actions
• When you are under stress: someone in constant motion, not taking time to stop and think, and your humor can
become sarcastic

Suggestions for Developing Your Conflict Style

• Be patient with those who just need to be heard
• Be careful what you say, as at times your directness can be perceived as hurtful and your humor can turn into
sarcasm
• Be mindful that your intention to clarify can be misconstrued as intrusive questioning
• Remember that when you debate a topic, it is often seen as arguing and conflict generating in its own right
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 22

How Stress Impacts You

Use the information below to learn about how your MBTI preferences impact how you tend to experience
and react to stress. This understanding can support your ability to manage productively and effectively the
stresses that come with everyday work and life.

Stressors
• Being forced to focus on the future
• Having to close off options, decide now about some future event
• Being questioned about long-range plans
• Coping with an excessive workload, pressure of deadlines
• Being physically and mentally exhausted
• Having to conform to a set schedule with no freedom of choice
• Listening to people talk about theories, possibilities, what-ifs

Signs of Stress in ESTPs

• Being plagued by dark thoughts and feelings
• Losing confidence and becoming self-critical
• Reading between the lines and seeing implications, especially negative ones
• Attributing cosmic meaning to ordinary events and details, seeing them as possible signs and portents
• Being uncharacteristically anxious, confused, and overwhelmed
• Feeling panicky, out of control
• Becoming quiet, withdrawn

Best Ways for ESTPs to Manage Stress

• Connect physically to nature—walk, run, ride a bike
• Use positive self-talk
• Get out of the stressful context and broaden your perspective
• Breathe slowly, calm down
• Talk to someone about it
• Complete a task, get something done

Worst Ways for ESTPs to Respond to Stress

• Make any permanent decision in your current state
• Try to think your way out of the problem on your own
• Reevaluate, based on your current stressed perspective, who you are and what’s important to you
• Avoid people or refuse to tell others of your distress
• Insist on solving the problem on your own and not ask for help
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 23

Your Approach to Change

The charts below provide information and perspective to help you more fully understand the impact of
your MBTI type on how you tend to react and respond during times of change and transition. Awareness
of needs, typical reactions, and contributions can help you develop the resiliency and flexibility needed to
feel and be more effective as you both experience and manage change.

In Times of Change
Needs during change Reactions when needs are not met
• Chances to take action • May ignore requirements and expectations
• Independence • Will create variety and action, even when they are
• Opportunities to talk with like-minded people inappropriate or disruptive
• Ability/responsibility to make on-the-spot decisions • Become rebellious
and be resourceful • Talk, organize activities, focus on fun rather than work
• To not get bogged down

When Dealing with Losses

Contribute by Have difficulty with
• Giving a rationale for what is going on • Dealing with others’ feelings
• Looking forward rather than back—letting go of • Being pushed out of your comfort zone
the past • People who drag their feet
• Adapting and functioning quickly after change • People who want to plan and schedule everything
• Talking about it before moving on

During the Transition Period

Typical reactions Tend to focus on
• Withdraw and interact less • Terminating the transition period and finding the
• Seek out people of the same type or those with starting point
common interests • Dealing with immediate problems
• Become frustrated when there’s nothing happening— • Experimenting with new things—using your
want to move on resourcefulness

During the Start-Up Phase

Obstacles to starting Contribute by
• Having to nurture others • Verbalizing what is going on
• Lack of information • Getting people involved and things moving
• Slow movers • Adapting to changes in goals and procedures
• Poor timing • Selling the idea
• Being required to develop a plan before you begin • Celebrating
• Troubleshooting unexpected problems
 Myers-Briggs Type Indicator® JANE SAMPLE / ESTP
Personal Impact Report Page 24

About This Report

This MBTI report was selected for you by your experienced MBTI practitioner to help guide your
continued development and promote your personal and professional success.
The report was derived from the following sources:
• Introduction to Type ® (6th ed.) by Isabel Briggs Myers. Copyright 1998 Peter B. Myers and
Katharine D. Myers. All rights reserved.
• Introduction to Type ® and Change by Nancy J. Barger and Linda K. Kirby. Copyright 2004 CPP, Inc.
All rights reserved.
• Introduction to Type ® and Leadership by Sharon Lebovitz Richmond. Copyright 2008 CPP, Inc.
All rights reserved.
• Introduction to Type ® in Organizations (3rd ed.) by Sandra Krebs Hirsh and Jean M. Kummerow.
Copyright 1998 CPP, Inc. All rights reserved.
• MBTI® Communication Style Report developed by Donna Dunning. Copyright 2009 CPP, Inc.
All rights reserved.
• MBTI® Conflict Style Report developed by Damian Killen and Danica Murphy. Copyright 2003,
2011 Peter B. Myers and Katharine D. Myers. All rights reserved.
• MBTI® Decision-Making Style Report developed by Katherine W. Hirsh and Elizabeth Hirsh.
Copyright 2007, 2010 Peter B. Myers and Katharine D. Myers. All rights reserved.
• MBTI® Interpretive Report. Copyright 1988, 1998, 2005 Peter B. Myers and Katharine D. Myers.
All rights reserved.
• MBTI® Interpretive Report for Organizations developed by Sandra Krebs Hirsh and Jean M.
Kummerow. Copyright 1990, 1998, 2005 Peter B. Myers and Katharine D. Myers. All rights reserved.
• MBTI® Stress Management Report developed by Naomi L. Quenk. Copyright 2011 Peter B. Myers
and Katharine D. Myers. All rights reserved.
• MBTI® Team Report developed by Allen L. Hammer. Copyright 1994, 1998, 2004, 2009 Peter B.
Myers and Katharine D. Myers. All rights reserved.
These in-depth reports and resources are available through your practitioner.
For more information about the Myers-Briggs® assessment and available reports, please visit [Link].

CPP, Inc. | 800-624-1765 | [Link]

© Full copyright information appears on page 1.