INTJ
NiTeFSeintjVISIONARY STRATEGISTS
1
Favorite process
INTROVERTED
INTUITION
INTUITION
2
Second process
EXTRAVERTED
THINKING
THINKING
3
Third process
FEELING
4
Fourth process
EXTRAVERTED
SENSING
SENSING
INTROVERSION
INTUITION
THINKING
JUDGING
Setting Direction
Assets: INTJ leaders tend to...
- Have a strong, internally generated vision of where to go; can seem prescient at times
- Derive a sense of order from integrating many disparate concepts and ideas into a complex systemic view
- Be goal oriented and like to spark action
- Appreciate and can often articulate elegant, complex strategies in simple terms
Challenges: INTJ leaders tend to...
- Be unable sometimes to find the words to describe the vision as purely as they experience it
- Appreciate the elegance of the vision more than its realization
- Fail to collect enough data before jumping into implementation
- Jump too soon to an answer, before considering less obvious meanings of observed patterns
Inspiring Others to Follow
Assets: INTJ leaders tend to...
- Be inspiring in how they can fully describe their vision once they find the words
- Motivate competent up-and-comers by sharing their expertise and knowledge
- Use directive language that aids understanding of the issues
- Provide well-researched rationales that excite others to pursue the grand vision
Challenges: INTJ leaders tend to...
- Underestimate the importance of having others buy into and share their vision
- Prefer to do it themselves rather than take the time or expend the energy to engage others
- Expect obedience to drive engagement; this seldom works in the long run
- Provide too few details to convince others and bring them along
Mobilizing Accomplishment of Goals
Assets: INTJ leaders tend to...
- Marshal resources and be able to communicate their vision
- Set clear priorities, laying out a specific path of action
- Imagine and plan a structure and/or systems approach that will streamline execution
- Benefit from relying on someone with a complementary approach to help focus on the practicalities of implementation
Challenges: INTJ leaders tend to...
- Revisit priorities often, sometimes changing them without letting others know about it
- Be inflexible and refuse to consider any option other than their own planned path to the desired outcome
- Forget to get input from those who understand the people better before implementing decisions or even planning the implementation
- Place more importance on task and process issues than on relationships, often slowing implementation substantially, especially when others feel excluded or disrespected