The INTP Strategist

Essays and discussion about business strategy, leadership, marketing, and communication from an INTP perspective.
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  • Communication (4)
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Recent Posts

  • Avoid Email Killer Words
  • Rise of The Introverts – Part III
  • Early Adopting Leaders Rock!
  • Rise of The Introverts – Part II
  • Rise of The Introverts – Part I
  • Social Media and Personality
  • Tweet Me
  • Don’t Just Stand There, Say Something!
  • Crushing the Lemonade Stand
  • Design is Communication

Previous Posts

  • July 2012
  • June 2012

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Jul30

Avoid Email Killer Words

by Larry Dawson on July 30, 2012 at 2:05 pm
Posted In: Communication, Uncategorized

Which of these sentences is provocative?

“I heard back from Raymond about the Fitzwilliam account.”
 
“I finally heard back from Raymond about the Fitzwilliam account.”

The only difference between these two sentences is the word finally. And yet each sentence carries very different meanings. The second one, with the word finally, implies that someone has been waiting a while for Raymond’s response. Adding the word finally shows exasperation and impatience. These may be appropriate responses because Raymond was unresponsive despite several requests and his response should not have taken as long as it did. Or, Raymond may have been working diligently on his response and the person sending this email was unsympathetic. In which case, the sender has infected the receiver of this message with their disdain for the length of time it took Raymond to respond. Furthermore, and this happens, Raymond may someday see this message and become insulted by the tone.

Here are two more:

“Brian, did you get a chance to work on those numbers I need?”
 
“Brian, did you get a chance to work on those numbers I need? I requested them four days ago.”

Sentence One is relatively benign. It states a simple request in a polite way but reminds Brian that the numbers are, indeed, needed. It is gentle. Sentence Two, however, not only reminds Brian that the numbers are needed but makes it clear to him the the sender is counting the number of days that he/she is waiting for the numbers. This more aggressive reminder is fine as long as Brian knew up front that there was an urgency to the sender’s request.

Two more:

“Just a reminder…there will be no employee photos in the next newsletter.”
 
“I thought I answered this in the meeting today, but there will be no employee photos in the next newsletter.” 
 

Sentence One is a soft way to answer a question that has already been answered. Sentence Two is a passive-aggressive way to admonish employees for not paying attention during the meeting where this question was already answered.

Words mean things…..specific things. Every single word in the English language conveys a certain meaning. Words sometimes have only subtle differences but the brain will register those differences. This is not always a conscious effort. In fact, the brain processes words so quickly that it is our subconscious that does much of the interpretation. And your subconscious will note the nuances between words like employee and worker, ASAP and soon, issue and huge mistake, shocked and surprised. In email communications, in particular, it is important to be very specific in the message you are trying to send. Sarcasm, irony, tone, and humor do not convey well in emails or other written communication. It is best to remain neutral in writing and use personal communication to convey emotion.

Avoid “killer” words that may send a message you did not intend. Do not write the way you speak. And be very specific about what you want someone to do. Remember that kindness and patience often get you more cooperation than a biting demand. There are times when a caustic response or a direct urgent request is required. In those cases pick up the phone or choose your words very carefully while writing an email.

└ Tags: Communication, Communication Breakdown, Communication Skills, email communication
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Jul30

Rise of The Introverts – Part III

by Larry Dawson on July 30, 2012 at 8:00 am
Posted In: Leadership, Strategy

The Elders, as promised, returned two days later to Hanson’s hut. They assembled in his lane while Elder Six pensively knocked on Hanson’s door. With only a brief hesitation Hanson flung it open and beckoned the Elders inside. “Please,” he urged, “make yourselves comfortable wherever you can.” The Elders noticed an urgency to Hanson’s normally taciturn manner. He seemed bright with high levels of energy. “I am pleased to see you this morning!” Hanson exclaimed.

Though they know he is a nice man Hanson’s uncharacteristic joviality was somewhat off-putting to the Elders. Elder Nine said, “Hanson, we appreciate your hospitality. We expected to be disappointed upon our return to your home. Yet, you are greeting us warmly. Are you ill?” With a chuckle, Hanson replied, “Contrarily, Elder Nine, I feel quite fit and energetic. You may say that I feel that my feet are barely tied to the earth. In fact,” he continued, “I feel more aware and sensitive than I have felt in years. Your request of me to lead the People has brought to my mind’s forefront feelings of excitement and a sense of redemption. It is with humility and gratitude that I accept your request that I become Chief Leader of the People.”

At hearing Hanson’s decision the Elders murmered amongst themselves, nodded toward each other, and exchanged glances. Their typically controlled countenances showed subtle signs of pleasure and relief. Elder Three stood, grasped Hanson’s hand, and said, “The Council is pleased by your acceptance. But we must be convinced that you understand the import of your decision. And we must know that you are completely aware of the task you have accepted. Please tell us how you arrived at your decision.” Hanson empathized with the Council’s concerns. They were giving an enormous responsibility to Hanson.

Hanson stood, still grasping Elder Three’s hand. He looked into Elder Three’s eyes and stated, “It is with enthusiasm and delight that I explain my decision to the Elders.” Releasing his grasp from Elder Three’s he slowly paced the main room of his hut while he thought about how best to begin speaking. He glanced out his one window and saw narrow columns of black smoke over a distant hill. Though nearly over, the onslaught inflicted upon the People by the Extroverts was still fresh. Wounds were just beginning to scab and everyone still jumped at loud noises. Hanson’s perception of the hammering done by the Extroverts was acute. It was also fundamental. Not only did Hanson understand, symptomatically, the Extroverts’ effect, but he also understood the deepest changes in behaviors it caused. For two days he deliberated, in the form of an internal dialogue, arguing all sides of his decision, so that he felt certain he understood the enormity of the impact of his conclusion.

Feeling ready to explain himself he turned away from his window and toward the Elders and began, “The remaining wheat in our blackened field is leaning. Through my small window I used to look at that field and ponder why those few stalks remain. They are bent, thin, and not the color they should be. Yet, they are still standing, weakly reaching for the sun, following it as it tries to push through the smoky haze. Yet, all around those remaining wheatstalks are ones that could not survive. They perished from either drought, lack of sunshine, trampling, or toxicity. For some reason those stalks were weaker than the ones remaining. One day, I decided to walk through the field outside my window. In some places the ground was hard and my feet left no prints. In other places the ground was moist and seemed just right for wheat. And in other places no wheat would ever be expected to survive, so ruined was the earth, and yet some still did. I returned to my hut to think about what I saw.”

The Elders sat silently attentive, waiting while Hanson thought about his words. He continued, “Upon returning to my hut I, once again, stared at that field through my window. After some time it occurred to me that, after having walked the field, I was beginning to see it differently. From afar it looked homogeneous. It was a singular field. But, up close, it was like the cloth my mother used to place on our table. My mother made that cloth from bits and pieces of other cloth she collected throughout the village. When I was a child I knew every patch, piece, and remnant of that tablecloth. Each piece was differently shaped and of different material. Yet, all together it made a whole tablecloth. The field, like Mother’s tablecloth, was made of different parts too, some hard, some soft, some wet, and some depleted. Together, it was a field and for many years provided an abundance of wheat to the village. In order for the field to provide that abundance of wheat the farmer, who I think was destroyed by the Extroverts, needed to cultivate each part of the field depending on its need. The depleted parts required constant fertilization. The dry parts needed heavy watering. The parts that had plenty of moisture were left alone. And the hard parts the farmer continually worked with a hoe to keep the earth loose. But when the farmer was no longer there to take care of the field then certain parts could no longer produce wheat. The wheat withered and died first in the depleted parts. Then in the dry parts. Then in hard parts, and, finally, in the moist parts as the ground water dried up.” Hanson paused as he thought about how to explain the next part of his thinking.

Elder Two, who was normally very quiet and pensive, urged Hanson to continue. Hanson, sat on his stool and continued speaking while staring at the floor of his hut. It was clear to the Elders that he was deep in thought. “Elders, I was very impressed by the few stalks that survived the Extrovert pestilence. As I walked what is left of the field I saw surviving stalks in every part, even the most foul. I was amazed to see wheat growing through parched and burnt soil, still struggling, if not to grow further, than to merely remain in existence. Had I been the farmer I believe I would have been anguished. My focus, as a so-called Tinkerer, was on the remaining wheat and how special they must be to have survived. Yet, the farmer would have focused on the dead wheat, the stalks the farmer worked so hard to keep nourished, to keep growing. For, the farmer knew there was a village to feed. And the few remaining stalks are not enough to feed the People. The farmer would know that the whole field is needed to feed the village. As I put myself in the mind of that farmer I could imagine being pleased with the very strong stalks. The farmer did not need to worry about them, especially the strong stalks in the moist ground areas of the field. The only time the farmer really needed to bother with them was when they got so thick and tall that they began to block the sun or absorb moisture from the other parts of the field that needed those, too. The farmer would then have to place a shade over those areas to control their growth so that wheat in the other areas could catch up. Occasionally some wheat, despite the farmer’s administrations, would not grow. Those areas the farmer had to plow under and return to the earth, allowing the stronger ones more space to grow.”

Hanson looked up and scanned the faces of the Elders. They were alert and still and they waited for Hanson to finish. “I remember the farmer. Her name was Grafton. Before The Bleak Times, I used to watch her tending the wheat field. She often smiled as she moved throughout the wheat. Some weeks she spent every day in one corner of the field, applying just the right amount of water, fertilizer, and hoe to coax the best growth out of the stalks. Other weeks she would appear sad as she plowed some parts under. Some days she only stood at the edge of the field surveying the wheat, looking intently for areas that may need her attention, only to return home having set not a foot among the wheat. Elders, Grafton was the wisest of the People. Every year, she provided the flour for our bread. None of us ever questioned how she did it or if, some day, she would not be able to. We simply accepted that she would. In fact, during the short times I was able to stay at village gatherings, I noticed that none of the People paid much attention to Grafton. She, like me, spoke politely with a few people and then would quietly leave. Yet, our stomachs relied on the work she did and the wheat relied on her patient administration.”

The Elders watched as Hanson’s face became pinched as if in pain. “Elders, with respectful care, I must state clearly that you share blame with the Extroverts for the state in which we find ourselves. Many in the village have worked hard and long, but silently. You have chosen, however, to lift up only those that have, like the morning chanticleer, cock-a-doodled their endeavors to whomever listens. You mistook their own professions of worth to be their true worth. Had you lifted their shiny lids you may have found empty pots. I will concede that some of the Extroverts are good, hard working, and valuable. But, they too, often fail to recognize the contribution to the village of the Introverts, like Grafton and me. I believe, Elders, that, because there are so few of the People that are like Grafton and me, that we are enigmatic. We are perplexing. And I understand that. People like Grafton and I do ourselves no favors by our reticence. I also concede that we are equally at fault for failing to teach or engage. Instead of creating porosity we harden our exteriors, having neither the courage nor the skill to do otherwise. And so, I return my diatribe to the wheatfield…..wheat does not know that it is wheat. It merely does what it knows to do. But the farmer knows that wheat is wheat. She sees different kinds of wheat and knows how each variety will thrive in which kinds of soil. Grafton, though sadly gone, lived the standard by which I will lead the People. She cultivated her wheat. She did not command her wheat to grow. The wheat knows it must grow. It can do nothing else. Grafton’s role was to give it all that it needed to grow, to put a stone wall around the field so the wheat knew where it must do its growing, to shade the wheat that grew out of control, and to plow under the wheat that would never grow. She applied water to the areas that were dry and withheld water from those areas where the ground stayed moist.

As the Chief Leader of the People, Elders, I will be both Tinkerer and Farmer. Though farming does not come naturally to me I know it must be done and, because I appreciate people, I choose to fight the internal battle that I’m certain will ensue as I stretch my own capabilities. I also understand the size and complexity of the problem with which we are faced. Therefore, I will begin a movement I will name Rise of The Introverts. There is great skill and humanity to be gained from those people who attend to their business with quiet fortitude. This is not to say that I will do the opposite of what the Extroverts did and create a reverse repression. Instead, I will raise the importance of the work and value of Introverts to that of Extroverts. The time of Extrovert dominance has ended, Elders. It is now time for thoughtful, intellectual, fair, and caring leadership. The entire wheatfield must grow, Elders, so that the whole village may eat.”

After Hanson stopped talking the hut was silent for a while. Elder Ten, with a warm smile, rose and embraced Hanson. A display of that sort was highly irregular from an Elder so Hanson knew it was significant. Elder Ten broke his embrace, held Hanson at his arms’ length, and continued to smile as he said, “Hanson, we agree with your assessment of our failures. We, indeed have been foolish. By choosing you as our new leader we hope to right some terrible wrongs. You will have our full support and want you to know that, despite our poor decisions, we have a deep love for the People, Extroverts and Introverts. We have but one very strong desire now and that is, as Chief Leader of the People, that you work closely with an open, honest Extrovert who will help you deal with the People. You are not naturally inclined to understand their emotions and thoughts, but your Extrovert helper will. They can explain the significance of those feelings and thoughts to you in ways that you will understand. There are several ESFJs left that are quite distraught about their contributions during The Bleak Times and are eager to be good again. Thank you for accepting this daunting responsibility, Hanson. We now recognize the intelligence and wisdom of your type and are eager for you to begin leading us into The Better Times.”

With those final words, the Elders left Hanson’s hut, each of them touching his shoulder, holding his hand, offering a smile, or showing affection to him in some way. As they turned at the end of his lane and returned to their business Hanson took a few minutes to return to his window and look out at the field. He saw a day, many days away, when Grafton’s field was full of shimmering wheat undulating under a bright sun, chattering as kernels gently collide, waiting to feed a thriving village.

The End

└ Tags: Communication, Communication By Type, Extroversion, Extroverts, INTP, Introversion, Introverts, leadership, Personality Types
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Jul25

Early Adopting Leaders Rock!

by Larry Dawson on July 25, 2012 at 3:41 pm
Posted In: Leadership

Does your phone look like any of these?

 

 

 

 

 

 

Does your laptop look like this?

 

 

 

 

 

 

Do you wear shoes like this?

If you answered “yes” to any of these questions then you’re undermining your credibility as a leader.

You need to get a new Ultrabook, an iPhone or Android phone, and burn your shoes after buying a new pair at Nordstrom. Remember to ask the salesperson to show you something a CEO would wear.

Your employees notice everything about you. They see that you’ve taken a long lunch. They act polite when your shirt is all wrinkled. And they wonder why you’re hauling around a 24 pound laptop. Like the way your office looks, the car you drive, your ear hair, or the magazines that you receive, you are continuously broadcasting your personality. So, I ask you…do you want to send a message to your employees that you are behind the times, unaware of the power of impressions, and ignorant of modern technology? Or would you rather have them see you as sharp, in tune with contemporary thinking, willing to adopt new technology, and sophisticated?

Some leaders will argue that their appearance and accessories do not matter. They will argue that their performance and decision making is what matters. And they are wrong. Even if you work at an internet startup and everyone wears shorts and flip-flops your dress still sends a message. Your accoutrements also tell people about who you are. Your watch, your tablet, your phone, and even your Moleskine notebook work together to build an image of you. Now, I’m not proposing that you parade around like a Foppish Fred or Showy Shirley. What I am positing is that looks matter. Especially as you near the top of an organization. So, if your mirror won’t be honest with you then talk to a trusted advisor and ask them what you could do to drag yourself into 2012. Look, dress, and accessorize in ways that project confidence, modernity, sophistication, and intelligence. Don’t gripe that your employees are not up-to-speed on the latest technologies if you look stuck in 2002. And, yes, part of leadership is acting. You may not be comfortable in black cap toe dress shoes, but get over it. You are a powerful leader and you need to look the part.

 

└ Tags: Appearance, Image, leadership
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Jul24

Rise of The Introverts – Part II

by Larry Dawson on July 24, 2012 at 2:09 pm
Posted In: Leadership, Strategy

Hanson, not knowing how he feels about the Elders’ request chose to say nothing. As is typical of Hanson, rather than speak merely to say something, he just stood silently in his doorway. The Elders were familiar with Hanson and other Introverts like him, so they waited as patiently as they could while Hanson thought. After a while Hanson said, “Elders please come inside. My hut is small but I believe we will all fit.” Hanson and the Elders moved inside Hanson’s hut and sat where they could.

“I respect your logic in choosing me to be Chief Leader of The People,” Hanson stated. “Extroverts have wrought great ruin. Their poorly considered decisions, brusque and condescending ways, and their emotion-driven actions have brought our society nearly to collapse.” Hanson paused while he thought about how best to verbalize the rest of his thoughts. He continued, “They called me a Tinkerer. To people like me, the moniker is insulting. We do not ‘tinker.’ Our machinations are well-considered and built for serious purposes. Calling our activities ‘tinkering’ makes them sound trite and childish. However, after having spent so much time enslaved by them, I came to know that they had no understanding or appreciation of logic-based enterprises or endeavors. Ironically, it was they who acted childishly, flitting from one idea to the next, devoid of any plans or discipline. All while pointing fingers at, and mocking, those of us who consciously and purposefully operate in a logical manner. It was inevitable that a society run exclusively by Extroverts would collapse. But I am unsure about how to lead it differently.”

The Elders nodded to each other as they listened to Hanson. It was painful for them to hear Hanson’s words because the Elders knew that they shared responsibility for placing only Extroverts in leadership positions. But they had wizened through The Bleak Times and are now prepared to see leadership from a different perspective. Elder Four said, “Hanson, we have known you since you were a child. We have observed your calm mannerisms. We have watched as you solved complex problems with our machinery and systems. We have been amazed by your ability to think first and then act. More than any other endeavor, we are most astonished by your ability to survive the Extroverts’ brutality. That is an amazing accomplishment. I feel terrible telling you that before The Bleak Times, after we identified you as an INTP, we disregarded you. Your value was not obvious to us. You hesitantly attended village meetings and gatherings and when you did you remained unengaged and left before everyone else. We were insulted by your behavior. We felt that you were uninterested in us and that you thought that you were better than us. But you have proven us to be wrong in our assumptions. Your kindness, calm reassurance, intelligence, and discipline have forced us to reevaluate our perceptions of you. The Council now believes that you spend much of your life living inside of your own mind. What goes on around you is not as important as the thoughts and curiosities you have. Are we correct in this assessment?”

Hanson smiled slightly at Elder Four’s words and replied, “Elder Four, you and the Council are astute and your assessment is precise and correct. But it is only through maturity that I have come to know myself in the manner in which you have. I do, indeed, spend much of my time in my own pursuits and in my own thinking. For many years, during my enslavement by the Extroverts, I was forced to engage with them in ways that were foreign and disconcerting. They expected me to gather with them, laugh at their pranks and foolishness, talk with them about inanities and banalities, and engage in their uninhibited displays of emotions. I tried earnestly, for the sake of my own survival, to act like them. But it was draining of my spirit. I would return to my shared quarters at night, after endless hours of their cavorting, absolutely exhausted, while they would eventually return to their homes seemingly energized. Even many of the other slaves seemed to gain alertness and appeared to have fun. It took some time for me to realize that I was different than them and that, despite my efforts, I would not succeed in mimicking their behaviors. In fact, the mimicry I did attempt seemed to damage my soul, my self-love.

As I continue to age I have come to an understanding of myself. Although I share many of the same emotions with Extroverts, like love, appreciation, humor, sadness, fear, and delight, I prefer to experience those within myself. At times I will share these emotions but I share them only with very special friends and my brother. If I share my emotions with the wrong kind of people then I make myself vulnerable to their misunderstanding and ridicule. Furthermore, they may want to engage in an examination of my emotions. That makes me intensely uncomfortable and I feel disoriented. Does this make sense to you, Elders?” With a patrician smile, Elder Four said, “Hanson, our son, our child, we accept these things about you and hope that you will consider our plea that you lead the People into The Better Times. We will leave you now and return in two days so that you may provide your final answer. I don’t believe it is necessary to tell you this, but please consider how your talents, way of thinking, and behaviors may provide a new kind of leadership for us.”

Hanson stood on the steps to his hut and watched as the Elders moved down his lane and on to other business. Before returning inside he breathed deeply of the morning air. The scent of scorched remains left by the Extroverts was still detectable. Many of the fires had not yet extinguished themselves, structures and machines had crumbled, and the land was violated. But rains and winds had begun cleansing the world and the stench of devastation was less acute. He scanned the huts surrounding his and realized that the Elders had presented him with a dilemma. The two horns of the dilemma are the pain of action and the pain of inaction. Both horns are equally sharp. If he chooses to become the Chief Leader then his insular world will disappear. He will be forced to interact with the People in ways that will make him unhappy. After his enslavement he is just now beginning to find peace. But if he rejects their plea and remains as just one of the People then his life and those of his fellow People may not improve and may, quite possibly, become worse. Hanson, indeed, felt in a dilemma.

He returned to his hut and sat at his table. Hanson knows that whenever he has a problem to solve he actually feels a little happy. Not because there is a problem, but because he enjoys solving problems. Usually, the first effort he makes is to completely understand the problem. He likes to consider why the problem exists, how it is manifested, and who is affected by the problem. Hanson has a way of “floating” above a problem and seeing it in its entirety, kind of like climbing a tree and seeing the village as a whole, not just the part that is in front of him.

After several hours of contemplation Hanson determined that the People were at a critical point in their history. He began to see himself as a fulcrum with the People able to pivot toward The Better Times or back toward The Bleak Times depending on his decision. Hanson knows that his society, especially in its current fragile condition, needs a strong and intelligent leader who can see clearly what it needs to do to thrive. After years of doubting himself, Hanson now knows that he has an inherent ability to see what could be and how to turn his vision into reality. It’s not as if he must try to do this. It just happens as a natural course.

If he chooses to reject the position of Chief Leader he can easily envision the search continuing for a new leader. One of the few remaining Extroverts may appear as an attractive choice. The Extrovert will bluster and boast about how they are the only ones that will be able to make the People whole again. They will smile, embrace people, and use words that sound as if they mean something but are intended to be deceptive. The Extrovert will warn the Elders that if they choose anyone but the Extrovert that certain further destruction will result. Their charisma and engaging mannerisms may blind the Elders, and some of the People will be transfixed and agree that only an Extrovert will know how to recover them from the Extroverts’ brutality. And the People will edge even further toward extinction.

The Elders may also choose an Introvert who is angry and impatient. Not all Introverts are like Hanson. Some, the INTJs, can be short-tempered and abrupt, especially when their ideas are not readily understood by others. People can feel strongly and negatively judged when around INTJs. They can also be so narrowly focused on achieving something they want that they fail to consider alternatives. People have called INTJs arrogant. This kind of Chief Leader would also be detrimental to the People. Their psyches are damaged. They are sad, and they need to feel as though they are loved and cared about, particularly their feelings and opinions. The Extroverts had so crushed their spirits during The Bleak Times that they had the firmness of empty eggshells.

Another possibility is that no Chief Leader is found. Hanson knows that the longer the People go without a Chief Leader the more fragmented and disconnected they become. Each person will begin looking out for only themselves and their own survival. His society will devolve into discrete encampments battling each other for finite resources. This will have the same result as the other two approaches…extinction.

So, Hanson concluded that either another INTP like himself is found or he must accept the role of Chief Leader. During the period before The Bleak Times when the Elders were testing everyone for their personality type they concluded that Hanson’s type, INTP, was very rare. Upon hearing that, Hanson was disbelieving of it. He didn’t feel rare. He just felt like himself. But over time he did notice that he is different than most other people. As he got older he realized that his mind works differently than most others and his personality and behaviors are unique. With this remembrance, Hanson realized that it is unlikely that the Elders will be able to find another INTP to be Chief Leader. Hanson was left with an obvious and unavoidable choice. Hanson will accept the position of Chief Leader of the People. This conclusion is inevitable he knew and, upon accepting this, began formulating his leadership strategy.

When the Elders return to hear his decision Hanson will not only accept their offer but he will be prepared to outline his vision and strategy for returning the People to a thriving, secure society. He will also make it clear to the Elders what his style will be like and ask for their support as he begins the process of leading into The Better Times. Introverts will rise in The Better Times and be recognized as important People and live alongside the rest of the People in peace.

 

Coming Soon…Rise of The Introverts – Part III. Discover how Hanson will lead.

└ Tags: Extroversion, INTP, Introversion, leadership, Personality Types
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Jul19

Rise of The Introverts – Part I

by Larry Dawson on July 19, 2012 at 7:59 pm
Posted In: Leadership, Strategy

The change is beginning. The survivors are sensing a new time. Extroverts had ravaged the world, their tactics ingeniously brutal. They left villages in ruins, stripping from them their soul, their humanity. Extroverts could be heard in the hills at night when they finally moved on, sated and bloated. Their nocturnal cavorting mocked the survivors who were left scrabbling and bewildered, unable to understand the injustice inflicted upon them. The world is in a perpetual dusk, darkened by Extrovert greed and overwhelming force. The land is charred and barren. The Extroverts had decimated themselves. While incessantly chattering nonsense they killed each other, nearly to extinction, in fits of rage, jealousy, misunderstanding, and emotional turmoil. But those who survived the Extroverts are coalescing, gaining strength, and gathering power. The change is beginning. The Bleak Times are ending.

The Better Times, as the hopeful survivors named it, will be different. They vowed to set the world right again, to look at things anew, and to challenge all they were led to believe. They will tear down the images of their Extrovert false gods and seek a leader to bring them better, peaceful, and prosperous times. The survivors are also beginning to understand how their own choices and behaviors had invited the bleakness. Their hearts are still wounded but their minds are healing. They found their leader in Hanson.

Hanson is one of the Tinkerers, a name given by the Extroverts. Tinkerers are a class of people who build and fix things. They are intelligent, quiet, and intense. Many Tinkerers were enslaved by Extroverts during the Bleak Times. Extroverts needed the intellectual powers of the Tinkerers to build their war machines and structures. In moments of honesty some Extroverts even respected the Tinkerers, so amazed were they by Tinkerers’ abilities to envision structures, objects, machines, and solutions that didn’t yet exist. Extroverts tried to do this themselves but usually ended up arguing and fighting with each other. The things they tried to build, before enslaving Tinkerers, were ludicrous and never functioned.

Before The Bleak Times Hanson was called an Introvert. After multiple tests by the Elders he was classified as an Introverted, Intuitive, Thinking, Perceiving type. Everyone in his village were forced to place a placard outside their hut to indicate their type. Hanson’s said INTP. Others had ESFJ, ISTJ, ENTJ, or some other four-letter designation on their placards. The Elders had created sixteen possible types for people. The placards were meant to be helpful, so that everyone would know how to best work and play with each other. Hanson didn’t really understand what the classifications meant but he agreed when the Elders described his personality type. He knew he liked to work alone and think very deeply about things. In fact, he is always thinking and trying to understand the world around him. Often, he can tell people what is going to happen in any situation without even knowing how he knows it. He also knows how to build things without any plans and fix things he has never seen. Before The Bleak Times he was treated as though he were strange and mystical. He had few friends and didn’t seem to care much for village gatherings. The few people that did know him and spoke with him in their course of business told the others that Hanson was quite kind and even made them laugh sometimes.

Hanson was one of the fortunate few Tinkerers who survived the brutality of the Extroverts. Of any, the Extroverts treated Tinkerers the most ruthlessly. Despite their grudging respect for Tinkerers the Extroverts were often confounded by Tinkerers’ calm ways and deep intelligence. They felt threatened and judged by the Tinkerers and feared their rational ways. To the Extroverts, Tinkerers were strange and seemed not to feel emotions. Extroverts, always saying what was on their minds, often yelling over each other, and constantly telling each other how they feel, could not grasp that Tinkerers did not want to act the same way. Extroverts got it in their heads that Tinkerers thought they were better than the Extroverts and so they killed almost all of them after their usefulness was consumed.

The Elders approached Hanson after lengthy council meetings in which they discussed the future of The People. Leading to The Bleak Times, when food was plentiful and prosperity was abundant, the Elders often chose Extroverts as village leaders. At the time it seemed logical. Extroverts asked for leadership positions, they seemed to know everyone in the village, and often had many friends. Some were quite good at frightening The People for the purpose of getting them to do things they didn’t want to do. But, as the elders began to realize, Extroverts seemed more interested in having power than in being empowering. Many days, the Extrovert leaders would disappear together. The People came to know that the Extroverts were all meeting at the river, dancing and talking, while everyone else did the village’s work. Upon their return, the Extroverts would yell quite loudly at The People for not completing all their chores. That made The People feel badly because they had worked so hard each day. Secretly, The People did not respect the Extroverts and only did as they were told to save themselves from humiliation. But they did the least amount possible, just enough to not be noticed by the Extrovert leaders.

As the Extroverts gained power the Elders lost control of them. Sensing their growing power, the Extroverts became bolder and increasingly dismissive of the Elders and The People. Soon thereafter, the Extroverts’ reckless behaviors and cruelty caused The Bleak Times. Those times lasted for two decades. For twenty years Extroverts pillaged, raped, and crushed the world around them. And it is this damaged world that Hanson will lead. The Elders, having learned from the past mistake of only selecting Extroverts as leaders, selected Hanson because he is the opposite of the Extroverts. Where Extroverts made bold but rash decisions Hanson was cautious and thoughtful. Where Extroverts easily lashed out at The People for minor transgressions Hanson only smiled and went about his business. Hanson planned his work before he started it while the Extroverts usually started their work somewhere in the middle instead of at the beginning. While the Extroverts said whatever was on their minds, no matter how inane or hurtful, Hanson spoke only after giving careful consideration to what he said and how he said it. Hanson did nearly everything differently than the Extroverts.

The members of the council knocked on the door of Hanson’s hut. They fought impatience as Hanson slowly made his way to the front of his hut and then eyed them with cautious curiosity on his front step. He considered the group, analyzing each member, before saying, “Good morning, Elders. How may I help you?”

“Hanson, you are a man of depth and character and we need your help,” said Elder One.

“Why?” Hanson asked.

“We need you to lead The People into The Better Times,” replied Elder Four.

“Elders, although I care deeply about The People, I am not a leader,” Hanson stated.

“We knew you would reply this way, Hanson. It is because you do not think of yourself as a leader that we want you to be ours,” explained Elder Nine.

Hanson looked at them quizzically and said, “Please explain further, Elders.”

It was Elder Five who said, “Hanson, the Council of Elders has made some grave mistakes in whom we have chosen to be our leaders. We have installed those who have fought and argued for leadership positions, thinking that because they so desired to be leaders that they must be confident in their leadership abilities. Furthermore, because of their passion in wanting to be leaders we wrongly assumed that they were motivated by their love of The People and that they wanted to give them better lives. What we have learned, Hanson, is that the Extroverts whom we selected to be leaders were nearly always interested in bettering their own lives, even if it meant making those of The People worse. Now that those types have caused so much destruction we have decided to choose a Chief Leader who thinks and acts quite differently than Extroverts. The first of The People to come into our minds was you, Hanson. Since you have not sought a leadership role among The People then you must not want one. Therefore, if you accept the role, you will be doing it, not for yourself, but for the good of The People. We understand that leading and attending our village gatherings causes you great discomfort. We also recognize that you do not ever seem to want to make others feel they are less than you. You speak to us Elders and the Water Woman in exactly the same way, with respect and kindness. It is for these reasons that we have selected you to be Chief Leader of The People. You, Hanson, are the Reluctant Leader whom we have sought. Will you accept?”

Watch for Part II soon!

 

└ Tags: Communication Skills, Communication Style, Extroverts, Intelligence, INTP, Introverts, leadership
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Develop Your Strengths. Hire Your Weaknesses.

"Each of us has an inherent set of strengths. Through training we develop those strengths into talents. Then, to be successful, we apply those talents in the right environment.

Although your weaknesses can be improved they will not make you successful. So, hire or pair with people who are strong where you are weak. That will free you to focus on your talents and apply them for the greatest benefit.

You will not be able to change your strengths. Nor will you be able to change your weaknesses. They are determined by your DNA and synaptic architecture. The moment you begin focusing on your strengths instead of your weaknesses is the moment you begin a new path to success and the freedom to be the best you."

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