Type at Work Report

Type Dynamics Indicator

Version I

Shailey Radic
7th April 2020
When you answered the questionnaire you were asked to indicate your preferences
regarding a number of different pairs of words or phrases. From analysing your
responses, certain themes can be identified. These themes can be used to suggest
the style and approach that you are likely to find most comfortable - something that
others may recognise as your ‘personality’.
Your personality, together with your values and your motivation, are core
components of your identity. Identity is something that continues to evolve
throughout our lives, but taking stock of who we think we are can be really useful
in helping us to recognise what we do and what we want to do – and to take
responsibility for our own future.
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© Profiling for Success 1

 A pen portrait of the Catalyst
People with this style are seen as enthusiastic change
agents. They are always on the lookout for new angles and
different ways of doing things. Often pioneers and promoters
of the new, Catalysts thrive in environments where they can
actively debate, innovate and move things along.
They can be at their best when working with others. They like
to inject energy, fun and spontaneity. To them conversation
is stimulation and they are on the lookout for opportunities to
discuss - which can sometimes confuse people because they
can switch from highly serious to seeing a debate as a bit of
a game. They can be bold, even brash, sharp and often witty,
original and argumentative and they like having the last word.
© Profiling for Success
Catalysts are likely to:
• Seek interaction, discuss with enthusiasm and
liven up proceedings
• Take initiatives and circumvent obstacles
• Value flexibility - which can make them
exciting if somewhat chaotic
• Embrace change, explore options, be
experimental and take risks
• Question and probe until they have clarity -
establishing key principles or unifying theories
Catalysts may need to:
• Learn to focus on the here and now -
sometimes controlling the temptation to jump
into the wonderful world of what the future
could bring
• Discipline themselves to finish things before
moving on to something new
• Try asking for help a little more often - before
the crisis point is reached
• Learn to discuss and criticise a little more
sensitively
• Give more praise for what has been achieved
rather than always raising the bar and
working on the next challenge
2
is in this report?

The next few pages will now provide you with some
food for thought - they give suggestions and possible
implications of what your reported preferences could
mean.
This can help you to think about how you manage
work, home, your leisure and your relationships.

On the previous page, you read a
pen-portrait of your preferred style. The
remaining sections of this report describe
the meaning and implications of this style
in detail. They begin with a graphical
representation of your profile and then
further detail is provided under the
following headings:
• Your profile
• Why do you work?
• What kind of work do you want?
• What is your style of working?
• Who do you want to work with?
• How might others see you?
• Your main assets
• Areas to consider developing
• Exploring your profile
• Summary descriptions of the
16 types
• Reflections and learning from
this report
As you read the report, make a note
of what you agree with and what you
disagree with. Where you disagree it
may be because your answers were not
reflecting your real style and motivation
or it may be that the report has over-
generalised from what is true of most
people but which does not actually
apply to you. You can use the ‘Summary
Descriptions of the 16 Types’ and the
‘Reflections and Learning’ sections at the
end of the report to consider alternatives
that may fit you better. Remember that the
report is to stimulate your thinking rather
than to limit your choices.

© Profiling for Success 3

Your profile
Your answers to the questionnaire are shown
graphically below with a brief description of
each of the eight preferences grouped into 4
pairs.

Low Medium High

Where your energy comes from

E: Extraversion People and things in the world around you

I: Introversion Your own ideas, thoughts and emotions

What you pay attention to

S: Sensing Your experience and what your senses tell you

N: Intuition Patterns, connections & future possibilities

How you decide to do something

T: Thinking By using thinking, logic & the facts

F: Feeling By using feelings, values and what seems fair

How you like to live your life

J: Judging Being organised and having a plan of action

P: Perception Letting things happen and seeing where it takes you

The diagram shows the four pairs of preference which are investigated by the Type
Dynamics Indicator. These preference pairs are:

Extraversion - Introversion (E vs I) . . . . . . which is about where your energy comes from

Sensing - iNtuition (S vs N) . . . . . . . . . which is about what you pay attention to

Thinking - Feeling (T vs F) . . . . . . . . . which is about how you decide something

Judging - Perception (J vs P) . . . . . . . . which is about how you like to live your life

For each of the above pairs, you will probably prefer one side to the other. For example, if
the diagram above shows that the bar for Introversion is longer than the bar for Extraversion,
that would mean that you prefer to get your energy more from your own thoughts and ideas
rather than from people and things and the world around you. If the bar for Extraversion is
longer than the bar for Introversion, then the opposite would apply.

© Profiling for Success 4

In your case, your preferences (as shown by the longer blue bars) can be summarised by the
4-letter code ENTP. In other words, your preferences are for Extraversion, iNtuition,
Thinking and Perception. This 4-letter code is nicknamed 'the Catalyst' and this name was
used in the pen portrait shown earlier in this report.

We can also look at the size of the differences between your preferences for each pair. For
some of the pairs, the difference might be very slight - in other cases, it might be much
larger. The diagram below shows your results in terms of how clear the differences were for
each pair.

PREFERENCE

Very clear Slight Slight Very clear

Gain your energy from Gain your energy from

people and things in the your own ideas, thoughts
world around you E I and emotions

Pay attention to your Pay attention to patterns,

experience and what your connections and future
senses tell you S N possibilities

Decide by using feelings,

Decide by using thinking,
values and what seems
logic and the facts T F fair

Being organised and Like to let things happen

having a plan of action J P and see where it takes you

If you have a very clear preference for any one of the above pairs, then you are likely to use
your preferred style in the majority of circumstances. Though there are some people who
show a very clear preference but who can also use the opposing style where circumstances
require and so are still able to be flexible in how they approach particular situations.

If you have either no preference or just a very slight preference, this could mean that you use
both styles in your everyday life, perhaps switching from one to the other by consciously
adapting to circumstances. On the other hand, it could also indicate that you are unclear
about which alternative you prefer. What may seem to others like flexibility could instead be
your attempt to adapt to different circumstances, perhaps without sufficient regard for your
own preferences. We refer to this as a 'corridor' preference. For example, imagine a room on
one side of the corridor for people who have extraverted preferences and a room on the
other side of the corridor for people with introverted preferences. Someone with just a slight
preference may linger in the corridor, occasionally opening each door and sometimes
stepping inside but never feeling committed to going fully inside and relaxing there.

On the following page, you can read a summary of 'clear' and 'corridor' preferences.

© Profiling for Success 5

 Summary of clear versus less clear (or 'corridor') preferences

When your results are clear When your results are less clear (or 'corridor')

This suggests that you have very little uncertainty
about your own preference. This makes it more
likely that this preference will be obvious and
recognised in the way you approach life. Such
clarity can sometimes be helpful and distinctive but
sometimes it can come across as a little rigid and
unappreciative of the other preference (both in
yourself and in your attitude to others). N.B. Being
clear about a preference is a different question to
that of how strong or weak the preference is.
This suggests that you recognise both preferences
in yourself. This can make you flexible in the way
you approach life and can help you appreciate other
people with different styles. Alternatively it could
mean that you are uncertain and this could make
you waver between the two depending on
circumstances or mood. If such wavering creates
tension for you, it can be useful to try to clarify which
of the two preferences is more fundamental for you.

Each of us is constantly developing and updating how we think about ourselves and it is
important therefore to realise that your profile of preferences, as depicted in the diagrams on
the previous pages, represents the way you answered the questions at the time - and this, in
turn, reflects how you are (or were) when you answered the questionnaire.

It is possible for your profile to change as you develop your ideas about what is most
important, natural and rewarding for you. Not only the direction of your preferences may
change over time but also the clarity of those preferences. Some preferences which are only
slight may become stronger over time and others which are currently strong may become
less clear. Please bear this in mind as you read the more detailed implications of your
preferences in the next few pages.

© Profiling for Success 6

Your preferences in detail
In the sections that follow, your preferences as
'a Catalyst' are discussed in more detail under
a number of separate headings.

Why do you work?

The purpose of work

Catalysts must have excitement and variety. They need a constant series of new challenges
and they have an intense fear of being bored. Catalysts will thrive if their work allows them to
explore concepts and ideas - especially when they can bounce those ideas off other people.
Catalysts can be quite pragmatic when choosing a job, not necessarily seeking deeper
meaning and purpose, but clearly seeking some kind of challenge. This will often involve
challenging the established order. Sometimes this is their way of getting change and variety
but sometimes it is because they hate inequality and injustice. They will then seek change
through uncovering hypocrisy, exposing the system and suggesting alternatives. However, a
Catalyst's need for continuous change and new challenges means that they often change
jobs - or roles - and may not always see things they have started, through to fruition.

In summary:

• To break new ground, challenge established ways and keep improving

• To continue learning with a constant stream of new, interesting and intellectually
satisfying ideas
• To work with others and create an exciting and fun environment.

The work environment

Catalysts need to work with stimulating and self-confident people in an equal, unstuffy
atmosphere. They emphasise fun and irreverence and do not want an atmosphere where
people take themselves too seriously. They like to challenge vigorously and without reserve
and they like targets and competition where they can push hard - and they want others to
push back. They need to constantly develop their competence and are always measuring
themselves against their own standards (and their high standards can mean that they often
feel that they are failing). They do not need others to criticise them - they do it to themselves
all the time! They need a fast-paced environment and so more traditional roles which involve
long training, slow pace and reliance on tradition do not suit their analytical, critical,
free-ranging way of thinking. They like to work with equals and are sometimes uneasy with
superior/subordinate relationships and traditional hierarchies.

In summary:

• Allow freedom to do their own thing at their own pace - which can be fast
• Be free, flexible and not 'stuffy'

© Profiling for Success 7

 • Be non-traditional and willing to fight injustice
• Encourage risk and experimentation
• Supply a stream of colleagues to enjoy their humour and share experiences.

What kind of work do you want?

Types of activity

Catalysts are more likely to be found in roles which require conceptual or strategic
contributions rather than in a hands-on craft role. Their constant need for challenge,
innovation and scope to try things out, means that they do not fit well in a strict, hierarchical
environment where orders must be followed and tradition respected. If they do find
themselves in such a world, they will often find their way to a position where they can stand
outside the hierarchy and exert influence without authority (or responsibility) - in short, act as
a catalyst for change! They do not seek responsibility as such because it cramps their style
and takes away that independence of thought and action which is so near to their hearts.
Their belief in rational intelligence means that they often enjoy technical or knowledge-based
work - engineering, computing, design. They seek out intellectual pursuits and debates and
are great acquirers of qualifications and degrees - not for use, but for the joy and thrill of
learning. They are unlikely to stay as specialists throughout their career - the unknown is
always more interesting than the known!

In summary:

• A fast pace and conceptual rather than slow, careful and detailed
• Activity and variety rather than specialisation and reflection
• 'Consulting' - enabling the bypassing of existing structure and hierarchy
• Engaging with others rather than solitude
• Need a sense of excitement rather than safety and routine
• Develop rather than implement.

Types of contribution

Catalysts are often free-thinking change agents but they dislike exercising 'position power.'
They like to make things happen by facilitating and enabling rather than directing and
ordering. If they are working within a large organisation they try to adopt a role as a kind of
'licensed outsider' or 'internal consultant' - for example, in HR, change management,
continuous improvement or organisation development. This can combine their need for
independence with their need to control their expansive, flexible and sometimes chaotic
style. Whilst they often contribute by shaking up the status quo and injecting energy and
enthusiasm, they can also be very practical people. If this is not evident at work, it is often
found in some other part of their life such as in their hobbies and leisure pursuits. Sometimes
they take up unusual or uncharacteristic hobbies as yet another challenge, taken up
precisely because it does not come easily! Catalysts usually contribute something new - they
investigate beyond the obvious and bring some 'other' idea, information or evidence which
they enjoy 'throwing into the pot'.

© Profiling for Success 8

In summary:

• As their name suggests - catalysts for action regardless of role or status

• Bring a sense of urgency, shaking things up and getting things going
• Providing inspiration rather than preparation or details
• Provoking new thinking and challenging the status quo
• Keeping things open rather than closing down too early.

What is your style of working?

Managing time

Catalysts need to manage their own time which they regard as elastic and 'discontinuous'.
This means that they tend to work in bursts of intense, focussed activity. This can get a
tremendous amount done or it can dissipate in a flurry of activity. However, structures and
schedules do not take account of their best working style. When they talk about forward
planning, they only mean this in a very loose sense and do not feel bound to follow any plan
too closely. For them a plan is only a map which means it is for guidance only - it is certainly
not the territory! They tend to be very speedy and impatient, with a great ability to see where
other people's arguments are leading - but a difficulty in waiting until the others get there!

In summary:

• Leave things to last minute - then achieve them smoothly

• Can handle several activities at once
• Hate to follow a schedule
• Prefer loose anticipation to detailed forward planning.

Getting results

Catalysts get results through their enthusiasm, speed and activity rather than by careful
preparation and planning. They have little need for structures and procedures, which they
see as getting in the way. They decide on what they want and then find a way to get there -
which can be flexible, expedient and unorthodox. This means that they sometimes get results
beyond the dreams of their more orthodox or pedestrian colleagues. This style does not
always work - especially when they need to co-ordinate with others - because their flexibility
can confuse others and earn them the reputation of being untidy, disorganised and
unprepared. However, their energetic, confident and optimistic approach to the unexpected
means that they are often better off without their plans and notes than with them.
Nevertheless, Catalysts can be extremely goal focussed and they enjoy success and the
rewards of success. Whilst not particularly materialistic, they are not embarrassed about
getting rich and succeeding. Business success and making money can be their proof that
they are competent rather than an end in itself.

In summary:

• Want to see the outcome and a quick result

© Profiling for Success 9

 • Firm in terms of what they want and flexible in terms of how they get it
• Happy to work with others but may not accommodate their need for planning and
structure
• Start more than they can finish - so don't always deliver
• Set demanding goals and keep raising the bar.

Managing change

Catalysts are the archetypal change agents - they seek novelty, enthuse about new ideas
and are always willing to experiment. "If it works don't fix it" was never their motto - they have
been known to throw out tried-and-tested methods simply for the excitement of trying
something different. This makes them either inspirational or creators of chaos!

In summary:

• Thrive on change, new ideas and challenging the status quo

• See change as an active process of engagement, discussion and experimentation
• Need a goal which fits with their logic and thinking style
• Quick to see possibilities and react positively to the unexpected.

Who do you want to work with?

Interaction needs

Catalysts are outgoing, personable and thrive on having a wide circle of friends and
acquaintances. They appear confident and optimistic, with an infectious readiness to talk and
joke and a great appetite for fun. They are also intensely interested in new ideas, which they
feed by talking, discussing and arguing. If they don't find new people to stimulate them they
can get very disgruntled and bored. They are natural networkers and seek out interest
groups and societies, always ready to get together and explore a new idea or innovative
method.

In summary:

• Lively environments which are open and fun

• People who enjoy a quick sense of humour and 'shooting from the hip'
• People who are confident, strong-minded and interactive
• People they can learn from (and with) - anything to avoid boredom
• A lively free flow of ideas: "How do I know what I think, till I hear what I say?"
• People who show strength and independence rather than weakness and neediness.

Relationship style

A Catalyst's sociable and talkative style can make them great fun to be with. They are great
talkers and their need to talk and joke can liven up many situations. However, this style is not

© Profiling for Success 10

always appropriate and can sometimes give offence. When a Catalyst is in full swing they
can lose sight of what others are feeling and this means that they are sometimes accused of
being insensitive. However, behind their exuberance and apparent confidence they can be
as insecure as the next person. They have simply learnt to mask it with humour and
repartee. Others may not, therefore, be aware of their low moments. Those who do not know
them well may see them as eternally optimistic, unnecessarily jovial and somewhat
superficial.

In summary:

• Easy to get to know, good company, wide circle of contacts

• Resourceful, confident, always seem in control
• Engaging and fun but may miss the more subtle interpersonal signals
• Informal, not hierarchical, not prejudiced, take people as they find them
• Apparent superficiality often hiding a more complex and emotional person
• Tolerant of anything except (what they see as) stupidity.

How might others see you?

As a leader

By definition, Catalysts are seldom 'Leaders' in the grand manner - they are more likely to be
on the sidelines looking to debunk the Great Leader. But they are highly influential as change
agents and innovators, and looked up to because of their flair, confidence and optimism. If
they do lead, their style is personal, equal and entrepreneurial: "We're all on a great
adventure and I know we'll get there somehow!" When they are in leadership positions their
outgoing style means that they are generally comfortable being visible and in the limelight
and they can be excellent at making presentations and attending public gatherings.

In summary:

• Lead by influencing direction rather than commanding people

• Inspire with their confidence, optimism, and ideas
• Make followers feel like colleagues
• First among equals, not a supervisor and monitor
• Generous with praise for good work and high achievement
• Happy in prominent positions and taking the limelight.

As a manager

Catalysts lead by example rather than by exercising tight control or giving orders. They will
enthuse, join in and expect everyone to contribute and pull their weight. This approach
requires a team of confident equals. Catalysts are not happy when they have to adapt this
style - especially if they have to exercise authority and implement policies that they didn't
devise themselves. Situations which require a more systematic process and structure, or
where people need a great deal of patient support and guidance, can get them frustrated and

© Profiling for Success 11

they can end up getting fixated on unimportant detail or simply avoiding the problem
altogether. However, in a free-flowing environment with a group of like-minded and
independent equals, they are unbeatable - self-motivated, energetic and determined to win.
They can handle the social side of 'off-sites' and 'away days', staying up all hours and still
turning up fresh the next day a quality is very useful - and much envied.

In summary:

• Hands-off rather than hands-on

• Flexible rather than systematic
• Don't give orders but start discussions and make suggestions
• Generous with praise for good work
• Expect independence and commitment, irritated by lack of either
• Not afraid to stand their ground when they have to.

As a decision-maker

Catalysts don't particularly welcome making decisions - they would rather keep their options
open - but if they have to, they can decide quickly and firmly and without unnecessary
regrets. The arguments that weigh heaviest with them are ones which paint what is possible
rather than what is practical. They focus on the future and are not much influenced by
precedent, factual arguments or existing limitations. These merely act as obstacles to be
leapt over or got around.

In summary:

• More interested in exploring options than finding answers

• Decide by judging the strength of the rationale rather than precedent or facts
• Happy to deal with complexity - as long as it is not in detail
• Seen as objective, fair and tough-minded decision-makers
• Not afraid to stand their ground when they have to.

In resolving conflict

Catalysts see conflict as a form of negotiation - a cool battle of wills where winners and
losers can respect each other - rather than as a bloody battlefield with terrible consequences.
In those terms they are great negotiators, flexible, adaptable, resourceful, but if necessary
prepared to take tough decisions; as such they are very good people to have on hand when
there are choppy waters to navigate or ambiguities to handle. However, their guiding
principle will be for equality and autonomy. They will not take the easy path of compromise if
they see injustice and they can campaign vigorously for equality and fairness. They may
need to learn that some conflicts should be resolved and buried - to be willing to lose the
battle in order to win the war.

In summary:

• Cool and rational negotiators, treating conflict as a new challenge

• Resourceful in devising options and solutions

© Profiling for Success 12

 • Enjoy the challenge of the interaction and of 'brokering' the solution
• Rely on their native wit and can be unprepared, ending up 'winging it'
• Can miss the signals and hence be surprised by an eruption of discontent
• Called on to be objective and fair in the knowledge that they can be tough
• Not afraid to stand their ground if necessary.

Your main assets

At their best

Catalysts are fast-moving, responsive, energetic, and optimistic able to handle many things
at once, to cut out the inessentials, to throw away the schedule - and the rulebook - and to
get things done in innovative ways. The things they bring are:

In summary:

• The ability to be flexible and innovative

• An ability to treat obstacles as challenges and opportunities
• An ability to take initiative, generate enthusiasm and suggest new methods
• Encouragement for others to try something new and be independent
• Clear logic to solve problems
• A willingness to embrace change, to take action and take risks.

Areas to consider developing

At their worst

A Catalyst's charm, persuasiveness and self-belief lead them to rely too much on winging it,
with the result that they fall flat on their face. The things to consider are:

In summary:

• Learning to pay more attention to the here and now

• Adopting a more disciplined and focussed approach to what specifically needs to be
done, when it needs to be done and who is going to take responsibility
• Learning to deal with detail and priorities
• Finishing one project or assignment before hurrying after another
• Giving more praise when others perform well and showing more obvious appreciation
of others' efforts
• Learning to compromise without giving in
• Being assertive without needing to make comments that others perceive as
insensitive and unnecessarily abrasive

© Profiling for Success 13

• Asking for help before reaching crisis point and realising that competence in all things
is illusory.

© Profiling for Success 14

 your profile

Your profile shows the set of preferences that you have developed and
which you are currently expressing. 
It sometimes helps to ask why we have developed particular
preferences. Do they reflect values we have absorbed from our
experiences or from others around us? Do they result from some sort of
pressure we may have experienced in the past? Do they reflect how we
really want to be or do we perhaps sometimes wish we were different? 
To help you understand more, try to answer the questions in each of the 6
boxes below.

We can think of a person’s preferences, as shown by How we are is not always how we want to be.  What
their profile, as their ‘comfort zone’. In your case: changes in your preferences would be needed to
make your profile:
1. is this comfort zone a positive choice?
2. is this comfort zone a way of avoiding something 1. represent your ‘ideal’ of the person you want to be?
less comfortable? 2. reflect the potential you feel is within you?
3. reflect the person you would like to see described in
your epitaph?

Our preferences often change as we grow
and develop.  How different would you say the
preferences you now have are to those you had:
1. when you were growing up at home?
2. when you were at school?
3. in your early adulthood?
Sometimes, the person we say we would prefer to
be is based on the expectations of others. Thinking
in terms of the four preference pairs (or using the 16
summary profiles on the next page), consider how the
following might like you to be:
1. your parents?
2. your teachers?
3. other people who are significant in your life

Our preferences sometimes change according to
where we are and what we are doing. Think about
how your preferences might be different:
1. at work
2. at home
3. in your hobbies or leisure activities
There are always parts of ourselves that remain
relatively hidden or unexpressed. Thinking in
terms of the four preference pairs (or using the 16
summary profiles on the next page), do you think
there are elements in your profile which might:
1. be under-used or not be expressed?
2. become exaggerated when you are under pressure?

The answers above will help you think more about where your reported preferences are coming from.

© Profiling for Success 15

 description of the 16 types

The ideas in this report are based on your answers to The theory of ‘Psychological Type’ tells us
that there are elements of all types within
the questionnaire. As you reflect more about who you each of us, but in different proportions.
are and how you behave, you may find that your ideas It can therefore be useful to think about
each of the other types and to see if you
become clearer or change. recognise some of them as part of you
- at least, perhaps for some of the time.
Pen-portraits of each of the 16 Types
are shown in the table below for you to
consider.

Summary description of the 16 Types

Inspectors (ISTJ) Protectors (ISFJ) Guides (INFJ) Investigators (INTJ)

Inspectors are careful, thoughtful
and systematic. Outwardly
composed and matter-of-fact,
they can be people of few
words. However, they are
dependable, loyal and precise
making sure that responsibilities
are taken seriously and that
work is completed steadily and
systematically.
Protectors are patient, modest
and diligent. They show great
compassion and support for
others - often by taking care
of the day-to-day practical
details. They are not particularly
interested in logical or technical
things, preferring a more personal
touch and enjoying being
helpful, persistent, organised and
thorough.
Guides are warm, imaginative and
amiable. They can be guarded
in expressing their own feelings
though can show high levels of
concern and support for others.
They also like to get things
organised and completed. In fact,
when their values - often involving
people and social improvement
- are aligned they can become
extremely persistent without losing
the personal touch.
Investigators are innovative
visionaries with a determination
to achieve results. They can be
highly independent, needing a
great deal of autonomy. Their
clear-sightedness and willingness
to take decisions makes them
conceptual, goal-focussed and
visionary leaders. They come
across as tough and incisive,
sometimes lacking the personal
touch.

Surveyors (ISTP) Supporters (ISFP) Idealists (INFP) Architects (INTP)

Surveyors are drawn to roles
requiring action and expertise.
Socially reserved and loving
action, they can be highly
energetic when interested. This
makes them expedient, realistic,
logical and practical. When
uninterested they can become
disorganised, impulsive and
detached.
Supporters are quiet, friendly
people who do not need to force
themselves, or their views, on
others. Caring and sensitive, they
accept people and life’s realities
as they are. They do not need
to over-analyse, they live for
the present, being personable,
adaptable and sometimes
disorganised.
Idealists are drawn towards others
who share their values and who
feel deeply about certain issues.
These issues guide them in their
life and relationships. When all is
going well they are seen as warm
and gracious individuals who
care deeply and who contribute
interesting ideas and values.
Architects are great thinkers
and problem-solvers. Usually
quiet and reflective, they like
to be left to work things out at
their own pace. They can be
complex, theoretical and curious,
seeking underlying principles and
fundamental understanding.

Trouble-shooters (ESTP) Energisers (ESFP) Improvisers (ENFP) Catalysts (ENTP)

Trouble-shooters are sociable,
confident and adaptable
pragmatists. They love action
and happily use their experience
to make things happen. Often
charming, straightforward and
energetic, they live on the edge
treating life as an adventure.
Energisers are drawn towards
others, living their life by
engaging, interacting and
bringing optimism, hope, warmth
and fun to the situations they
encounter. They seek people and
action, are always ready to join in
themselves and usually create a
buzz which encourages others to
also get involved.
Improvisers are personable,
imaginative and sociable types.
Willing to turn their hand to
anything, they enjoy exploring
ideas and building relationships.
Their style is generally enthusiastic,
engaging and persuasive, tending
to be spontaneous and flexible
rather than structured and detailed.
Catalysts are energetic change
agents who are always looking for
a new angle. Often pioneers and
promoters of change, they look
for active environments where
they can discuss and debate
new ideas. When with people
they inject energy, innovation and
fun into their activities.

Co-ordinators (ESTJ) Harmonisers (ESFJ) Advisers (ENFJ) Executives (ENTJ)

Co-ordinators are systematic
and delivery-focussed. They like
to take charge and get results.
Their style will generally be
steady and organised and they
are often described as tough
and efficient leaders. Practical,
rational and efficient they may
neglect people’s feelings and
may not champion change.
Harmonisers are sociable, friendly
and persevering. They bring
compassion and a focus on
others which creates a warm and
supportive environment. Generally
organised and able to attend
to practical issues, they are
nurturing, loyal and sympathetic
whilst keeping a clear focus on
getting things done.
Advisers are enthusiastic,
personable and responsive types
who place the highest value on
building relationships and showing
commitment to people. Generally
comfortable in groups, they can be
good with words, happy to express
their feelings and strong in the
promotion of their values.
Executives are direct, goal-
focussed people who seek to
influence and get results. They
value good reasoning and
intellectual challenges. They
seek to achieve results and can
be tough, visionary leaders who
make things happen.

© Profiling for Success 16

 and learning from this report

Firstly, think about your results as described in

the report above and think about some possible
explanations for why you answered the questionnaire
the way you did. Then write some notes below about
what you feel you have now learnt about yourself.

1. On reflection, the preferences that feel more ‘core’ to who I am are: (circle one of the preferences in each pair)

Extravert Sensing Thinking Judging

Introvert Intuition Feeling Perceiving

Use the table on the previous page and write down the name which is
given to the combination of preferences you have indicated above:

The reasons these feel more ‘core’ are:

2. If your are finding it hard to identify what is core, please instead list below those pen-portraits from the previous page that you most easily
identify with. For each pen-portrait you mention, give an example of the sort of situation in which you feel it comes to the fore and in which it
would be an appropriate description of your preferences

3. What I feel I have learnt about myself is:

(If necessary, continue on the back of this sheet or on a separate sheet)

© Profiling for Success 17

If you would like to answer a few short questions to give us your opinion of this
report, please click on the link below:

Feedback questionnaire

© Profiling for Success 18