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n Do I encourage my people to leverage their strengths rather than
attempt to resolve their weaknesses?
– Do I require them to think about their basic abilities and
maximize their contribution based on what they do best?

n Could I write down, right now, the key strengths of each of my
people and have every individual agree with what I have written
about them?

n Could I use Jung’s very simplified personality categories of
“Thinker”, “Intuitor”, “Sensor” and “Feeler” accurately to analyze
my team. (Details of the various types are given below.)

n Have I considered the motivational effect of making the best use of
the best people?

n Do I actively avoid job mismatching?
n Do I try to keep individuals out of situations where their

weaknesses may be exposed?
n Do I actively encourage people to work together formally or

informally so that the strengths of each are most effectively
applied to the task?
n Do I encourage as part of a learning culture, individuals to support
each other informally to enhance productivity and excellence?
n Do I create challenge at a level that enables people to stretch
themselves without experiencing damaging stress? (Some stress, at
manageable levels is not only unavoidable it is highly desirable. It
is the only specific against rust-out and depression.)

Jung’s four basic personality types each have an essential role to play
in any team. When assigning tasks it may be useful to ask the following
questions.

Is he or she:

A thinker

n Someone who enjoys tackling problems with logic.
n Is strong on analysis but often weak on implementing solutions.
n Works methodically, but is largely interested in theory and

research rather than action.
n Remains sceptical of others’ ideas unless they are backed by a

compelling logical argument.
n Good with facts, research, systems analysis, accounting and

finance.

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