Three years ago I took the Meyers-Briggs personality test in order to better understand personalities of the team of people with whom I would travel overseas. I was a strong ESTJ–Extrovert, Sensory, Thinker, & Judger. My scores were off the charts favoring each of these tendencies. Three years later, I took a similar test to see if my score had changed. I now appear to be an ENTJ–Extrovert, Intuitive, Thinker, & Judger.
It’s interesting to me that I made a shift from sensory to intuitive, and more interesting that my scores into extrovert and thinker are not as extreme as they used to be. Judging has not changed. I am still 100% judging, but my extrovert and thinker have lowered to about 75%. I can see the reasons for all of these. I know I’m less of a thinker because God brought me a dear friend who is far on the feeler side. Being her friend has taught me more about having care and concern for the emotions of others than I think I would have found otherwise.
I’m still an extrovert, and still love to be around people. However, it’s not the same as it was before. My interactions with people are often quite intense for me now. While I enjoy them, I need time to recoup afterward, which was never really a thing before. I also truly value time alone with my husband. I love a night in watching movies or playing video games together, and sometimes I prefer this over going out with friends.
The change from sensory to intuitive is interesting to me. I’m not quite sure about the reasoning behind it, but I do see the change in myself. I don’t care as much about the outside world or what I observe. Instead, I often reach within my own experiences or logical thinking to consider a problem or situation.
This particular Meyers-Briggs test gives each personality type a name. According to it, I’m a field marshal. The definition of a field marshal is an officer holding the highest-rank in the army. The website describes it like this:
Of the four aspects of strategic analysis and definition it is the marshaling or situational organizing role that reaches the highest development in the Fieldmarshal. As this kind of role is practiced some contingency organizing is necessary, so that the second suit of the Fieldmarshal’s intellect is devising contingency plans. Structural and functional engineering, though practiced in some degree in the course of organizational operations, tend to be not nearly as well developed and are soon outstripped by the rapidly growing skills in organizing. But it must be said that any kind of strategic exercise tends to bring added strength to engineering as well as organizing skills.
Hardly more than two percent of the total population, Fieldmarshals are bound to lead others, and from an early age they can be observed taking command of groups. In some cases, they simply find themselves in charge of groups, and are mystified as to how this happened. But the reason is that they have a strong natural urge to give structure and direction wherever they are – to harness people in the field and to direct them to achieve distant goals. They resemble Supervisors in their tendency to establish plans for a task, enterprise, or organization, but Fieldmarshals search more for policy and goals than for regulations and procedures.
They cannot not build organizations, and cannot not push to implement their goals. When in charge of an organization, whether in the military, business, education, or government, Fieldmarshals more than any other type desire (and generally have the ability) to visualize where the organization is going, and they seem able to communicate that vision to others. Their organizational and coordinating skills tends to be highly developed, which means that they are likely to be good at systematizing, ordering priorities, generalizing, summarizing, marshaling evidence, and at demonstrating their ideas. Their ability to organize, however, may be more highly developed than their ability to analyze, and the Fieldmarshal leader may need to turn to an Inventor or Architect to provide this kind of input.
Fieldmarshals will usually rise to positions of responsibility and enjoy being executives. They are tireless in their devotion to their jobs and can easily block out other areas of life for the sake of their work. Superb administrators in any field – medicine, law, business, education, government, the military – Fieldmarshals organize their units into smooth-functioning systems, planning in advance, keeping both short-term and long-range objectives well in mind. For the Fieldmarshal, there must always be a goal-directed reason for doing anything, and people’s feelings usually are not sufficient reason. They prefer decisions to be based on impersonal data, want to work from well thought-out plans, like to use engineered operations – and they expect others to follow suit. They are ever intent on reducing bureaucratic red tape, task redundancy, and aimless confusion in the workplace, and they are willing to dismiss employees who cannot get with the program and increase their efficiency. Although Fieldmarshals are tolerant of established procedures, they can and will abandon any procedure when it can be shown to be ineffective in accomplishing its goal. Fieldmarshals root out and reject ineffectiveness and inefficiency, and are impatient with repetition of error.
Interesting. Do you see me?