Career Roadblocks and Psychological Type

Now that you're a fledgling expert on psychological type (from having read my two previous posts), the fun can begin!  Let's see how type theory can help you when you feel that life has painted you into a corner (at least as far as your career transition or job search are concerned).

Of course, type is not responsible for all career roadblocks.  It's unlikely that type is the cause of the current economic downturn, unless one is to blame the personality types of those in charge of Wall Street (which might be the case).  However, much of the time, people find themselves stalled out in their career transition ventures because they have been shooting themselves in the foot.  Type theory helps to define common ways that different types do that, and suggests strategies for managing the problem.  Today's post will outline the problems, and my next post will provide some potential strategies/solutions.

Challenges for Introverts

1. Introverts tend to undercommunicate during networking ventures, job interviews, and more.  Make sure that you don't say too little.  Very strong Introverts sometimes think they have said something when they've only thought it!  Introverts can treat open-ended questions as if they were simple yes/no questions, to their detriment.
2. Introverts may have limited networks, or may be very intimidated by the networking process.  Some may lack self-confidence in social situations, or may struggle with habitual shyness.  Or they may simply not know how to manage small talk well.
3. For technical reasons having to do with the relationship between the dominant and auxiliary functions (see the previous post), Introverts often fail to put their best foot forward, especially in casual or superficial (or highly formal) social encounters.  Unfortunately, many job interviews fall into this category.  Similarly, Introverts can fail to maintain eye contact during interviews.

Challenges for Extraverts

1.  Extraverts can overcommunicate, running on too long or not recognizing signs of fatigue in their listeners.  They can overelaborate their answers to the point of hopeless redundancy, which can be particularly wearing or draining to an Introverted listener.
2. Extraverts can rely so heavily on networking and relationship-building that they fail to present concrete evidence of their skills in job interviews.  Or, they let networking become an end in itself rather than utilizing it as a means to an end (getting to an interview).
3. Extraverts can strike others as superficial (all sizzle, no steak) if they don't have a good balance between their dominant and their auxiliary functions. 

Challenges for iNtuitives

1. iNtuitives can get so caught up in their visions of the future that they fail to take care of the mundane, practical action steps that are necessary to put feet to their dreams.
2. iNtuitives can be so nonlinear, metaphorical, or even idiosyncratic/eccentric in their communication style that they completely lose or alienate Sensing audiences.
3. iNtuitives can start many more projects than they ever finish, leading in the extreme to a reputation of being a person who can't be counted on to be reliable.

Challenges for Sensors

1. Sensors can have a hard time thinking outside the box, so if traditional/conventional search strategies fail to work for them, they may not be able to generate a more innovative fallback plan (or may not trust such a plan).
2. Sensors can give so many details and specifics in job interviews and other discussions that they bore or alienate others (especially iNtuitive listeners), or run the risk that the main point of what they have to say gets lost.
3. Sensors, because they are skilled at spotting practical flaws and problems, can overdo this style and get a reputation of being pessimistic, change-averse, or a nay-sayer.

Challenges for Feelers

1. Feeling types can be so busy taking care of others that they fail to take care of themselves.  Sometimes they can be fierce advocates for others, while failing to take basic steps to safeguard their own needs.
2. Feeling types can be hypersensitive to criticism, seeing even benign constructive criticism as a frontal attack on their worth and value as persons.
3. Feeling types can seem illogical, or lacking "leadership qualities", to a Thinking decision-maker.  It doesn't help that cultural stereotypes in American business culture strongly favor Thinking.

Challenges for Thinkers

1. Thinkers can be so brief and businesslike that they fail to build rapport in interviews.  Or, they can mistakenly think that a logical exposition of their skills and capabilities is sufficient, forgetting that it's also necessary to build rapport and a personal/emotional connection with others.
2. Thinkers can come across as too blunt and direct (especially if E-T- or --TJ), or as aloof and uninvolved (especially if I-T- or --TP).  These can lead to poor impression management in interviews.
3. Thinkers can  be so focused on what's logical that they fail to factor in the needs and feelings of important others (like family members) in their lives, thus making lopsided life/work decisions.

Challengers for Perceivers

1. Perceivers are procrastinators par excellence.  While any type can put off unpleasant tasks, Perceivers are especially prone to do so.  They can often find something more fun to do than face the unpleasant aspects of a job search. 
2. Perceivers can struggle deeply with issues of time and space management, which can be fatal in a work culture that favors the opposite, Judging traits of organization and timeliness.  Sometimes these traits even take on ADD-like properties, even if that disorder is not really applicable.
3. Perceivers can get a reputation of lacking a sufficient work ethic or of pushing deadlines to the limit.  Or, in sales contexts (like interviews), they can make a good impression but then fail to close the deal.

Challengers for Judgers

1. Judgers can be so quick to make decisions (and then not look back) that they fail to see other, better opportunities that are in their peripheral vision.  They often believe that quick decisions are best, which means that sometimes they decide prematurely.
2. Judgers can push others too hard for premature closure, failing to respect the different decisional rhythms of others who decide more deliberately or more slowly.
3. Judgers can be so oriented toward outward markers of achievement or success that they put themselves under unnecessary stress, becoming workaholics or perfectionists.

Type balance (maturity) can resolve many of these issues, but often, a more focused strategy is needed.  In my next post, I'll discuss some possible strategies.  Stay tuned!

Copyright (c) 2011
Marlowe C. Embree, Ph.D.
President/Founder
Kaleidoscope Consulting Services LLC
marlowe_embree@yahoo.com
Twitter:  marlowe_embree