Archive for the people Category

Myers-Briggs personality type – INFP is my profile

Posted in people on July 18, 2011 by amotings

I took the Myers-Briggs personality test and for the second time in a span of seven years, and  my personality type is of INFP.  If you are unfamiliar with it, it stands for Introvert-iNtuitive-Feeling-Perceiving. While it is not advisable to label anyone based on the test, I must admit, I am not surprised by my type.

The one thing which I must bring forth is that there is nothing right or wrong about any personality. I got a feedback from my colleagues  in the workshop for Myers-Briggs, that a person with a higher “Feeling” point, will not be able to take “right” decision. The assumption is that, it requires a more “Thinking” personality type, who uses facts to decide.

In coming to my own defense, it is impossible to be a good manager, if you do not feel and think about taking decisions. It is impossible to not feel what you are doing, it is just that we suppress it. 

We know – for example, someone not performing well needs to be given an honest feedback. But, it need not be a regressive communication, but it can be a conversation that will be inspiring moment of truth for the other. Now, how can one do it, unless you feel for the other.

 I believe it is the calling at work which drives you to go beyond what anyone else would do. It is not the personality type which matters how well you do. And yes, one’s emotions are not a prized trophy to flaunt at the workplace – but what one feels about a situation does make a difference in breaking barriers, building behavior and ensuring trust.

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Robert Sutton, on what makes a great boss

Posted in people on January 6, 2011 by amotings

This was one of the most read articles at HBR blog in 2010. I admire Robert’s writings in his blog, as he often writes on how people become toxic at work.

I personally, do not agree with the usage of “boss“, as I have some preconceived notions, often to do with a condescending nature associated with the expression boss. I would prefer manager or a supervisor, but this article still holds good for all who work with people. Thanks Bob !

Full article and other top read posts at HBR are at  HBR blog.

By Robert Sutton, author of Good Boss, Bad Boss, ponders what makes some bosses great.

  1. I have a flawed and incomplete understanding of what it feels like to work for me.
  2. My success — and that of my people — depends largely on being the master of obvious and mundane things, not on magical, obscure, or breakthrough ideas or methods.
  3. Having ambitious and well-defined goals is important, but it is useless to think about them much. My job is to focus on the small wins that enable my people to make a little progress every day.
  4. One of the most important, and most difficult, parts of my job is to strike the delicate balance between being too assertive and not assertive enough.
  5. My job is to serve as a human shield, to protect my people from external intrusions, distractions, and idiocy of every stripe — and to avoid imposing my own idiocy on them as well.
  6. I strive to be confident enough to convince people that I am in charge, but humble enough to realize that I am often going to be wrong.
  7. I aim to fight as if I am right, and listen as if I am wrong — and to teach my people to do the same thing.
  8. One of the best tests of my leadership — and my organization — is “what happens after people make a mistake?”
  9. Innovation is crucial to every team and organization. So my job is to encourage my people to generate and test all kinds of new ideas. But it is also my job to help them kill off all the bad ideas we generate, and most of the good ideas, too.
  10. Bad is stronger than good. It is more important to eliminate the negative than to accentuate the positive.
  11. How I do things is as important as what I do.
  12. Because I wield power over others, I am at great risk of acting like an insensitive jerk — and not realizing it.

By Robert Sutton

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