ESTP
On A Team
The following
is adapted from Linda V. Berens, Linda K. Ernst and Melissa Smith, Quick Guide to the 16 Personality Types and Teams (Telos Publications,
2005) *Used with permission.
Buy the book and get 2 pages of type descriptions on teams and
24 pages applying the multiple models of personality type!
Search & Apply to New Jobs 
For them, team relationships are about having mutual respect. If they can’t respect the other people on the team or the person who commissioned the team, there is no relationship. If they don’t respect a teammate, they will dismiss him or her. Trustworthiness in team relationships is also very important so that they can disagree and still be colleagues. Another key to team relationships for them is absolute autonomy and independence. Constraints and limits are seen by them as challenges to work around, but constantly fighting constraints wears on them after a while and such restraints seem to indicate a lack of the respect they insist on. They easily get teammates to follow along—get them to do what they want, communicating a sense of camaraderie. They are comfortable working either together as a team or individually. Although they know feedback is good for them, they usually don’t like it.
They often find task-related conflict stimulating and exciting, and they take a direct approach and fight back when need be. Their clear, direct, to-the-point approach may be read the wrong way as they push back to get through the conflict so work can be accomplished. They often get a lot out of conflict and engage their negotiating skills to work through it. They want others to be as direct with them as they are with others. At the same time they want to avoid hurting others’ feelings, so they attempt to maintain a respectful and caring attitude, except in a cutthroat environment.
Provide a team environment that allows them autonomy. Avoid directly challenging their authority, but help them see the perspectives of others as factors to be considered before acting. Confront with a consistent and firm approach by giving them direct and to-the-point feedback. Most of all, because recognition or reward runs very high in their value system, give them ways to measure and demonstrate their success.
Buy the book and get 2 pages of type descriptions on teams and
24 pages applying the multiple models of personality type!
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They have a tendency to take charge of a situation, especially if no one else is acting and making things happen. They will push the limits to get the results they want. They want to keep their options open; therefore, freedom from rigid role assignments and too many constraints will keep them involved. Otherwise, constraints and limits become challenges to work around rather than guidelines for success.
They tend to make fast decisions that are realistic and pragmatic. They so rapidly take in the currently available concrete information that others think they take in very little information. They grasp the rich detail from the present information and data they’ve accumulated and then move quickly to action. They base decisions on what is happening in the immediate, external world that is related to getting the job done.
Change is all about adapting to the constantly shifting context. Once they see the relevance of a change, they are quick to move to action and implementation. If they don’t see the relevance, they will resist and will need some hard facts and perhaps even experiences to show the change is needed.
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Buy the book and get 2 pages of type descriptions on teams and
24 pages applying the multiple models of personality type!
Search & Apply to New Jobs The following is adapted from Linda V. Berens, Linda K. Ernst and Melissa Smith, Quick Guide to the 16 Personality Types and Teams (Telos Publications, 2005) *Used with permission.
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