Reading People

by Anne Bogel

  The Functions at Work in You

  Now that I understand the cognitive functions and have identified my function stack, I can spot the functions at work in myself. As an INFP, I have a stack that looks like this:

  Dominant: Introverted Feeling

  Auxiliary: Extraverted Intuition

  Tertiary: Introverted Sensing

  Inferior: Extraverted Thinking

  When it came to my dominant Introverted Feeling, I used to be the fish who didn’t know what water was—it was such a part of my environment that I had never thought about it. Now I can see when my Introverted Feeling is firing. As evidence, I present my first-draft conclusion to this chapter. This paragraph was composed by Introverted Feeling.

  Let’s stop to appreciate the variety of mental processes available to all of us and pause to remember that on our best days we probably bring only two to the table. What a wonderful, diverse world it is—full of people who share our point of view and even more people who see the world in an entirely different way. The world is a better place for these differences, and it’s always important to remember this.

  Notice how very Introverted Feeling this is? The argument focuses on thoughts, feelings, and values. It points the reader toward the deeper meaning behind everything, urging consistency between what one believes (Isn’t the world a great place with all these different types?) and what one does (Appreciate it, darn it!).

  That’s a bit mushy for my taste—and I’m the one who wrote it! Thank goodness I have other functions in my stack. Introverted Feeling may be my dominant function, but Extroverted Intuition is my favorite. It’s the one that loves to travel and explore and try new things out in the world—books or food or cities or hiking trails. It lets me see a situation from every possible angle. It’s why I love discussing big-picture ideas.

  In my thirties, I’m finally learning to recognize the functions at the bottom of my stack. I can see tertiary Introverted Sensing kick in when I get hopelessly sentimental, when I’m accurately remembering tiny details, and when I somehow manage to be detail-oriented (for once) when I’m working on a project that’s important to me. And Extroverted Thinking, my inferior function, is at work when I’m forming persuasive arguments and following through on plans and projects.

  Don’t Give Up!

  The cognitive functions can sound intimidating at first. But if you want to embrace the full benefits of the Myers-Briggs framework, don’t give up. Your efforts will pay off. First of all, understanding the cognitive functions allows you to be confident of your MBTI type. But more than that, it gives you one more tool in your toolbox to help you understand why people behave the way they do and what to do about it, whether that person is you or someone else.

  My J friends have introduced me to a favorite tool of organizing junkies: the label maker. One friend even helped me label the files in my office to make things easier to find. Labeling everything is a tiny bit of a pain, but it’s worth it in the end. Just as I’ve learned to label my file folders and boxes, I’ve learned to label certain types of my behavior. Sorting your behaviors into the right boxes can help you understand what you’re great at and why, what you need to thrive and how you can get more of it, and what sorts of tasks make you crazy and what to do about it.

  The point isn’t to trap you in those boxes; it’s to organize your behavior in a way that makes sense and helps you understand how the pieces work together, how to find them when you need them, and how to put them to work in pursuit of your best self.

  8

  Play to Your Strengths

  the clifton strengthsfinder

  “I’ve always enjoyed reading, but it was the StrengthsFinder that made me love reading.”

  I looked at my friend in surprise. I knew the StrengthsFinder, but I’d never heard anyone give it credit for something like this before. “I don’t understand how that’s possible,” I said. “What happened?”

  “Well, when I took the StrengthsFinder assessment, I found out my biggest talent is Input. I use that for my job every day, but I’d never thought to apply it to the books I read on my own time.”

  “So how did you make the connection?”

  “Two things. First, when I got the results, they explained that my brain is basically a very thirsty sponge that wants to soak up all kinds of interesting information about everything. And that’s true—I love learning new things.”

  “What else?” I asked.

  “My results said reading is a big way to feed my Input talent. It suddenly made sense to me that even though reading my monthly book club pick can be a drag—it’s usually some new, popular novel—I love learning new information from the books I read. I started picking my books with that in mind.”

  “And that changed the way you feel about reading?”

  “It totally did. Now that I’m reading in the way that’s right for me, it’s one of my favorite things.”

  Initially, I was surprised the StrengthsFinder assessment had made such a big difference in my friend’s reading life. But I shouldn’t have been. She was using it in exactly the way it was intended. It helped her identify what she was already naturally good at and showed her how to bring more of it into her life. That is the assessment’s mission in a nutshell.

  What You Need to Know about the Clifton StrengthsFinder

  Back in 1998, Tom Rath and a team of Gallup scientists, led by Donald O. Clifton, began working on a framework that would focus on human strengths. According to Rath, “We were tired of living in a world that revolved around fixing our weaknesses.”1 They wanted to start a conversation about how people could grow by building their talents instead of punishing their weaknesses. The assessment is built on the general model of positive psychology. That means the assessment doesn’t care about what might be “wrong” with you; instead, it focuses on what’s already working.

  In 2001, the first version of the assessment was published in the bestselling book Now, Discover Your Strengths. That version is now known as StrengthsFinder 1.0; the version that’s still in use today was published in 2007 in the book StrengthsFinder 2.0.

  The creators envisioned the tool being used in the workplace. They imagined employees and managers using it in multiperson team settings. Individuals’ strengths are often featured in potential employees’ résumés, published on organizational charts, and discussed in employee performance reviews. The assessment is also often used as a coaching tool in corporate settings. While it continues to be used for this purpose, StrengthsFinder is also used in communities, schools, and organizations, and new books have been published with a wider reach, such as Strengths-Based Parenting and StrengthsExplorer for Kids Ages 10–14, and Strengths-Based Marriage.

  Because of its history and present applications, StrengthsFinder is often talked about in terms of work, but if you don’t have a day job, don’t sweat it. Think of work as “the stuff you have to get done.” (That highly technical definition is my own.) We all engage in work, whatever that looks like, and the StrengthsFinder assessment can help us see how our strengths fit into all that stuff.

  We all have different talents and bring different things to the table. And we are all happiest when we get to capitalize on our strengths and be appreciated for them. Some of us put those strengths to work at the office because we’re working on a team in a corporate setting, but if our lives don’t look like that, we still want to feel like we’re making a meaningful contribution! When we understand our strengths, we are better able to understand why we may be particularly suited to being a stay-at-home mom or making things happen in our church committee or handling logistics for the neighborhood council. When we understand our gifts, we can clearly see why it’s so important to us to tick things off our to-do lists or make introductions between friends or dream up new ideas.

  The StrengthsFinder’s premise is that we are not well-rounded. Instead, it assumes we have a kaleidoscope of strengths and helps us not only identify what we are good at but also pinpoint exactly wh
at kind of work we would be happiest doing. In stark contrast to much motivational literature, a bedrock StrengthsFinder assumption is that it’s not possible to be anything we want to be—but it is possible to cultivate a lot more of what we already are.

  Talents Come Naturally; Strengths Must Be Developed

  The StrengthsFinder is built around thirty-four “talent themes.” Talents come naturally; these are the ways we naturally think, feel, and act. Perhaps, without trying, we’re naturally outgoing at social events or we’re compassionate and empathetic when a friend cries on our shoulder or we’re flexible when plans change at the last minute. These are talents.

  The StrengthsFinder helps us identify, understand, and build on our naturally occurring talents to create areas of strength. (Technically, the assessment tool helps us identify talents, not strengths.) A strength is something we’re flat-out awesome at. If “awesome” isn’t technical enough for you, the StrengthsFinder defines a strength as “the ability to consistently provide near-perfect performance” in a given activity.2 The ability to explain a complicated financial statement to a client is a strength. So is the ability to feed and clothe a large family on a tight budget or write a funny and thoughtful personal letter to a friend. (Although some people would say that last one is an obsolete strength. Maybe I should say “email” instead of “letter”?)

  Some of these talents may come so naturally to us that we don’t realize not everyone has them. Others may feel so foreign that we don’t realize anyone could have these capabilities.

  An Overview of the Thirty-Four Themes or Strengths

  The StrengthsFinder identifies possible themes that capture our motivations, interpersonal skills, and learning styles. Through a series of questions, the assessment identifies our top five themes—that is, areas of potential strength—from among all these possibilities.

  The thirty-four themes are broken down into four loose categories: executing, influencing, relationship building, and strategic thinking. Here is an overview of how people demonstrate each of these themes.

  Executing Themes

  Achiever. Driven to work hard, enjoy being busy and productive, and want to have something to show for their efforts at the end of every single day.

  Activator. Great at making things happen.

  Adaptability. Flexible and present-oriented. They’re able not only to respond to changing needs and circumstances but also to enjoy it.

  Belief. Hold tight to their core values, which inform everything they do. They are consistent and dependable.

  Discipline. Fight life’s numerous distractions by insisting on routine, order, and predictability.

  Focus. Need clear goals to stay on track with their work. With the right goals in place, they are single-minded and efficient.

  Restorative. Love to fix things when they break, either literally or metaphorically. They are energized by the challenge of diagnosing problems and finding solutions.

  Self-Assurance. Have faith not only in their abilities but also in the unique perspective they know they alone bring to the world. (Self-assurance goes beyond self-confidence.)

  Significance. Yearn to be recognized by others. This yearning is a key motivation for their hard work.

  Influencing Themes

  Command. Have no qualms about taking charge. They are natural leaders who aren’t afraid to make decisions or be confrontational when they deem it necessary.

  Competition. Cannot help but measure success in comparison to others. They love to win, but they also love competition for its own sake.

  Developer. Can recognize and cultivate the potential they see in others.

  Maximizer. Want to make the most of what they’ve been given. They’re not satisfied with making something good—they won’t be happy unless they make something great.

  Positivity. Naturally positive, upbeat, and energetic—and their enthusiasm is contagious.

  Woo. This stands for “winning others over.” They enjoy meeting new people and securing their approval, admiration, or friendship.

  Relationship-Building Themes

  Communication. Driven to present abstract ideas in a way that other people can understand and get excited about, whether they do this by making a presentation, talking to a coworker, or using the written word.

  Empathy. Instinctively understand how others are feeling.

  Harmony. Want everyone to get along. They seek to build consensus by looking for areas of agreement.

  Includer. Naturally accepting and want everyone to feel like they’re part of the group.

  Individualization. Believe every individual possesses unique qualities and seek to understand these qualities so they can draw out the best in others.

  Relator. Drawn to people they already know. They crave genuine relationships and particularly yearn to deepen their existing relationships.

  Responsibility. Take ownership of everything they say, do, and commit to. When they take on a task, there’s no question they will get it done.

  Strategic-Thinking Themes

  Analytical. Logical, rigorous, and objective. They are excellent at formulating and recognizing sound theories and ideas.

  Arranger. Brilliant with managing all the variables of a given situation into the best possible plan. They are characterized by strong organizational skills and flexibility.

  Connectedness. Believe that at some level we are all connected. This deep trust in the underlying unity of all people makes them compassionate and empathetic, as well as excellent bridge builders between those with opposing points of view.

  Consistency. Believe it’s important to treat everyone the same, regardless of how important or influential they may or may not be in the eyes of others.

  Context. Feel as though they must understand the past to understand the present.

  Deliberative. Reserved and cautious, they move slowly and carefully through life, constantly on guard against potential risks, knowing the potential for error is everywhere.

  Futuristic. Future-oriented, meaning they’re more inspired by what could be than what is. Future possibilities excite them, and they are able to get others excited about these possibilities too.

  Ideation. Fascinated by ideas and especially enjoy drawing connections between seemingly disparate things.

  Input. Curious types who love taking in new information about anything and everything, for no other reason than that the world is full of interesting information.

  Intellection. Enjoy the mental hum of serious thinking.

  Learner. Enjoy the learning process. They find satisfaction in the journey from ignorance to mastery.

  Strategic. Adept at identifying the best way forward amidst a sea of possible paths.

  Taking the Assessment

  The StrengthsFinder assessment is online and requires an access code. You can obtain a code by purchasing the book StrengthsFinder 2.0 wherever you buy books or from the Gallup Strengths Center Store online.3

  I recently took the test for the first time in ten years so I could share the process with you. It worked like this: I went to the StrengthsFinder website and answered 177 rapid-fire questions that identify pairs of “potential” self-descriptors. (Example: “I dream about the future” versus “People are my greatest ally.”) These descriptors anchor opposite ends of a continuum, and you rate yourself on the continuum in one of five places.

  You have twenty seconds per question; the short time limit prevents you from overthinking your answers. The questions are supposed to be unfamiliar to you; the idea is that their novelty will better elicit your gut reaction (as opposed to familiar questions evoking the same old answers). If you don’t answer a question, the test moves on. That’s okay.

  Taking the test definitely felt confusing, as though I was making some incorrect choices. But I persevered, knowing this reaction is common.

  The whole thing took me about half an hour. When I finished that somewhat nerve-wracking experience, I received my results immediately in my email inbox
. That’s when the real fun began.

  Putting This Information to Work in Your Own Life

  The first step in putting the information from the StrengthsFinder assessment to use is to identify your top five areas of greatest potential strength. What are they? How are you currently utilizing them?

  I recommend actually taking the assessment, but you could probably get a pretty good idea of your top five strengths by scanning the list of thirty-four themes, paying attention to what resonates, and if you really want to do a thorough job, asking friends and family members what talents they see in you.

  With your results in hand, the next step is to get comfortable with your themes.

  I Have My Five Themes. Now What?

  The assessment told me my top five themes, in order, are:

  Input

  Ideation

  Intellection

  Strategic

  Futuristic

  Well, well. These themes surprised me. I expected Input and Ideation, but how did Strategic end up on this list? And where was Empathy? I vaguely recalled it being on my list when I took the assessment ages ago. My immediate reaction was to take the test again, but I resisted, remembering that the official literature says your first test gives the “purest and most revealing results.”4 I couldn’t recapture the long-lost results from my first test, but I’m pretty sure the StrengthsFinder gurus would have disapproved of me taking the test twice, ten minutes apart, just because I didn’t like the results I received.

  Thankfully, my answers made more sense as I dug through my results. The nineteen-page Strengths Insight and Action-Planning Guide explained each of my five themes in detail. As I reviewed them, I posed the suggested questions to myself: What words, phrases, or lines stand out to me? Out of all the talents in this insight, what would I like for others to see most in me? One example that answers both questions, from my Futuristic Insight: “Your vision opens people’s minds to new and wondrous possibilities.”