TeamMark Leader Type

Leader's Type



Leading the Team



Characteristics of Judy as an ENTP Leader

·         Multi-focused; can keep several issues going at the same time

·         Enjoys finding new ways of doing things. Open to the new ideas of others but skeptical until logically proven otherwise

·         Flourishes during the design phase, but as a project gives way to day-to-day implementation, the ENTP may become bored

·         Demonstrates energy, enthusiasm, and humor. Enjoys debating and may be outspoken

·         Will canvass the team for input, but may become impatient if she thinks too much time is being spent on the people issues

·         Believes power and authority are granted by competence, not title or tenure

·         Turned off by bureaucracy, conventions, red tape, and protocol

·         Admires efficiency and effectiveness, and tends to be impatient with errors, lack of will power, and redundancy

·         Often takes a tireless, workaholic pursuit of goals. May need to appreciate other types who do not place the same emphasis on the value of work that she does



Tips for Working with an ENTP Leader

·         Be a credible source of information

·         Discuss a broad range of possibilities for the future and show how the proposal will improve quality and/or break new ground

·         Present your ideas accurately, logically, and unemotionally

·         Remember, the ENTP doesn’t dwell on specifics so be prepared to ask for the details and facts you need for clarification

·         Encourage the ENTP to delegate the implementation tasks, policies, and procedures issues

·         Keep in mind the ENTP enjoys debating and can speak to multiple sides of an issue at the same time

·         Allow the ENTP time to process



Setting the Ground Rules

Ground Rules define the operating norms of the group and are designed to help set a positive, respectful tone for the discussion while helping to ensure all attendees have the opportunity to interact and contribute and remain within the allotted timeframe on the agenda schedule.



·         Participation is open to all. The goal is to make sure that everyone contributes and is heard

·         Be professional:

·         Give others the opportunity to state their opinions

·         Do not interrupt

·         Attack the issues/problem not the person or idea

·         Remember that opinions do not necessarily reflect reality; there may be several different perceptions of the same situation

·         Use “I” messages and talk about your own experience, and thoughts. For example, “I think the Vision Statement should include…” instead of “Some people think the Vision Statement should include…”

·         Disputes remain within the team; once a decision or conclusion is made or reached, we leave as a team, “speak with one voice”, and team members are expected to abide by the conclusion



Suggestions for the Leader are:

·         Set the ground rules

·         Facilitate brainstorming activities to generate new information and alternative points of view

·         Clarify roles and responsibilities

·         Spell out the details

·         Encourage both written and verbal input and feedback to keep communication lines open and ensure that all types’ input is employed

·         Look to your STJs for help with the tactical and strategy implementation

·         Give positive feedback and recognition for follow through

·         Prepare and distribute the agenda before the meeting so the:

·         Extraverts will have time to clarify some thoughts by talking with others before the meeting

·         Thinkers will consider it the logical thing to do

·         Feelers will appreciate your consideration of others

·         Judgers will respect you and want the standards, procedures, expectations and concerns clearly defined as well

·         Perceivers will be prompted to explore and condense information they bring, and they will be reminded, again, what time the meeting begins and may arrive closer to the starting time

       ·    Identify and utilize the right strengths for the task. Look to:
·         Feelers for input on relationships with clients, employees, vendors, community, and stakeholders

·         Intuitors for their creativity, visioning, holistic innovation, and transformational change focus

·         Thinkers for their pro and con critique

·         Judgers for their ability to define things clearly and make decisions

·         Perceivers for their intelligence gathering and willingness to challenge assumptions

·         Sensors for practical input and understanding of bottom line impact

The Ryan Group - Leaders in Human Capital Management Solutions