ISFJ
SiFeTNeisfjDEDICATED STEWARDS
1
Favorite process
INTROVERTED
SENSING
SENSING
2
Second process
EXTRAVERTED
FEELING
FEELING
3
Third process
THINKING
4
Fourth process
EXTRAVERTED
INTUITION
INTUITION
INTROVERSION
SENSING
FEELING
JUDGING
Setting Direction
Assets: ISFJ leaders tend to...
- Consider the ramifications of a situation, including people’s needs, carefully before setting direction
- Assess a situation via thorough data gathering; data provide a realistic baseline for the direction
- Be pragmatic about what can be effectively implemented
- Give weight to how readily the direction might be accepted and implemented, given both the resources and the history of the organization
Challenges: ISFJ leaders tend to...
- Find it difficult to objectively analyze a situation due to a strong focus on people’s practical needs
- Appear to be slow to decide and take action; can be interpreted as lack of confidence
- Find it hard sometimes to extrapolate from concrete data about past performance to come up with future plans and vision
- Strongly prefer the planned direction to be supported by the whole organization; it can be difficult to assert a direction that isn’t fully shared, yet this may be what is needed
Inspiring Others to Follow
Assets: ISFJ leaders tend to...
- Encourage others to work on the tasks that suit them best
- Be visibly sensitive to others’ needs
- Make sure to contribute their share and expect others to do the same
- Build relationships that inspire loyalty
Challenges: ISFJ leaders tend to...
- Become discouraged by others’ lack of dedication and commitment to the objectives
- Lean too heavily on structures and operating procedures in an effort to keep people focused and motivated
- Fail to be as forceful as the situation requires; at higher levels leaders often need to be more assertive
- Share less information rather than more; others may need more information to stay connected and committed
Mobilizing Accomplishment of Goals
Assets: ISFJ leaders tend to...
- Respect tradition and others’ comfort with habit and routine, building systems that meet these needs
- Appreciate and press for clear roles and responsibilities
- Create organized plans based on practical needs
- Model balancing work and personal life in a way that others can easily emulate, completing work well in advance of deadlines to maintain that balance
Challenges: ISFJ leaders tend to...
- Act based on immediate needs rather than staying focused on longer-term priorities
- Be slow to see how past practices are inhibiting creativity or experimentation, and reluctant to discontinue outdated practices
- Avoid confrontation, which can get in the way of giving effective feedback and fostering timely execution
- Prefer to work quietly, out of the spotlight, thereby missing opportunities to draw support and attention from top management