So. I took the Myers-Briggs temperament sorter again. This time, my results were a bit different from last time, but I wouldn't say that either is more right. I seem to be an equal balance of Promoter and Fieldmarshal.
Apparently if Madonna and Napoleon Bonaparte had a child, it'd be me.
Promoters
The Artisans called Promoters are not only concrete in speech and utilitarian in achieving their goals, they are also directive and expressive in their social interactions. They have no hesitation at all in approaching strangers and persuading them to do something. And others do their bidding, even on slight acquaintence.
Promoters are men and women of action. When someone of this personality is present, things begin to happen: the lights come on, the music plays, the game begins. And a game it is for the Promoter, the entrepreneur, the troubleshooter, the negotiator. Promoting is the art of winning others to your position, giving them confidence to go along with what you propose, and Promoter's seem especially able to maneuver others in the direction they want them to go. In a sense, they are able to handle people with much the same skill as Crafter's handle tools, operate machines, or play musical intruments. You might say that people are instruments in the Promoters' hands, and that they "play" them with great artistry. Promoters make up approximately ten per cent of the general population, and if only one adjective could be used to describe them, "resourceful" would be an apt choice.
Fieldmarshal
Of the four aspects of strategic analysis and definition, it is marshalling or situational organizing role that reaches the highest development in Fieldmarshals.
As the organizing capabilities the Fieldmarshal increase so does their desire to let others know about whatever has come of their organizational efforts. So they tend to take up a directive role in their social exchanges. On the other hand they have less and less desire, if they ever had any, to inform others.
Hardly more than two percent of the total population, the Fieldmarshals are bound to lead others, and from an early age they can be observed taking command of groups. In some cases, Fieldmarshals simply find themselves in charge of groups, and are mystified as to how this happened. But the reason is that Fieldmarshals 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 resemble Supervisors in their tendency to establish plans for a task, enterprise, or organization, but Fieldmarshals search more for policy and goals than for regulations and procedures.
They cannot not build organizations, and cannot not push to implement their goals. When in charge of an organization, whether in the military, business, education, or government, Fieldmarshals more than any other type desire (and generally have the ability) to visualize where the organization is going, and 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, at marshalling evidence, and at demonstrating their ideas. Their ability to organize, however, may be more highly developed than their ability to analyze, and the Fieldmarshal leader may need to turn to an Inventor or Architect to provide this kind of input.
Although Fieldmarshals are tolerant of established procedures, they can and will abandon any procedure when it can be shown to be ineffective in accomplishing its goal. Fieldmarshals root out and reject ineffectiveness and inefficiency, and are impatient with repetition of error.
Apparently if Madonna and Napoleon Bonaparte had a child, it'd be me.
Promoters
The Artisans called Promoters are not only concrete in speech and utilitarian in achieving their goals, they are also directive and expressive in their social interactions. They have no hesitation at all in approaching strangers and persuading them to do something. And others do their bidding, even on slight acquaintence.
Promoters are men and women of action. When someone of this personality is present, things begin to happen: the lights come on, the music plays, the game begins. And a game it is for the Promoter, the entrepreneur, the troubleshooter, the negotiator. Promoting is the art of winning others to your position, giving them confidence to go along with what you propose, and Promoter's seem especially able to maneuver others in the direction they want them to go. In a sense, they are able to handle people with much the same skill as Crafter's handle tools, operate machines, or play musical intruments. You might say that people are instruments in the Promoters' hands, and that they "play" them with great artistry. Promoters make up approximately ten per cent of the general population, and if only one adjective could be used to describe them, "resourceful" would be an apt choice.
Fieldmarshal
Of the four aspects of strategic analysis and definition, it is marshalling or situational organizing role that reaches the highest development in Fieldmarshals.
As the organizing capabilities the Fieldmarshal increase so does their desire to let others know about whatever has come of their organizational efforts. So they tend to take up a directive role in their social exchanges. On the other hand they have less and less desire, if they ever had any, to inform others.
Hardly more than two percent of the total population, the Fieldmarshals are bound to lead others, and from an early age they can be observed taking command of groups. In some cases, Fieldmarshals simply find themselves in charge of groups, and are mystified as to how this happened. But the reason is that Fieldmarshals 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 resemble Supervisors in their tendency to establish plans for a task, enterprise, or organization, but Fieldmarshals search more for policy and goals than for regulations and procedures.
They cannot not build organizations, and cannot not push to implement their goals. When in charge of an organization, whether in the military, business, education, or government, Fieldmarshals more than any other type desire (and generally have the ability) to visualize where the organization is going, and 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, at marshalling evidence, and at demonstrating their ideas. Their ability to organize, however, may be more highly developed than their ability to analyze, and the Fieldmarshal leader may need to turn to an Inventor or Architect to provide this kind of input.
Although Fieldmarshals are tolerant of established procedures, they can and will abandon any procedure when it can be shown to be ineffective in accomplishing its goal. Fieldmarshals root out and reject ineffectiveness and inefficiency, and are impatient with repetition of error.