The High
Performance Team
The Temperament Factor
Buddy Dewar
The Value of
Understanding Teams
Understand why some team
members lack trust.
 Understand why some team
members are intimidated by
others.
 Understand why breakdown in
communications occur.

The Value of
Understanding Teams
Understand why some team
members seek too much control.
 Understand why some team
members do not listen.
 Understand why breakdown in
planning results occur.

A Team’s Collective
Functional Behavior
1. Team members communicate
with one another.
2. Team members filter
information.
3. Team members make
judgement.
4. Team members reach closure
by making decisions.
Team members
Come to the
meeting and
function with
four pairs of
preferences
Team Functional Preferences
II - Introversion
E - Extroversion
S - Sensation
Communications
Filter Information
N - Intuitive
T - Thinking
F - Feeling
P - Perceiving
J - Judging
Make Judgements
Reach Decisions
Characteristics Of Team
Member Preference

Introversion I
– Territorial
– Concentration
– Limited
Relationships
– Internal
Events

Extroversion E
– Sociability
– Interaction
– Multiplicity of
Relationships
– External
Events
Characteristics Of Team
Member Preference

Sensing S
– Sensible
– Practical
– Experience
– Actual
– Realistic

Intuitive N
– Imaginative
– Ingenious
– Hunches
– Possible
– Speculative
Characteristics Of Team
Member Preference

Thinking
T
– Objective
– Policy
– Laws
– Impersonal
– Justice

Feeling F
– Subjective
– Social Values
– Extenuating
Circumstances
– Personal
– Humane
Characteristics Of Team
Member Preference

Judging J
– Settled
– Decided
– Fixed
– Planned
– Closure

Perceiving P
– Pending
– Gather More
Facts
– Flexible
– Open-ended
– Open Options
ENTJ “Field Marshal”
 ENTJ
Traits:
–Always wants to lead.
–Strong urge to give structure.
–Quick to find solution - not all
solutions well thought out.
–Greatly impatient with
inefficiency.
Field Marshals.
ar
y
er
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Napoleon Bonaparte
Julius Caesar
George C. Marshall
Golda Meir
Carl Sagan
Edward Teller
Margaret Thatcher
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Buddy Dewar
Eric Gleason
Suzanne Mayr
Holly Garvey
ENTJ Approximately 3-5 percent of the population
But 25% of NFSA RO
INTJ “Mastermind”

INTJ Traits
– Enjoys theoretical and abstract
concepts
– Likes to build the castle
– Perfectionist with high expectations
– Good at designing systems
– Focused on the future
– Enjoys solitary work, most independent
of all types
Mastermind
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Ben Bernanke
Dwight D.
Eisenhower
Bill Gates
Ulysses S. Grant
Stephen Hawking
Isaac Newton
Ayn Rand

Ray Lonabaugh
Approximately 2.1 percent of the population are INTJs
ENFJ – “Teachers”
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Teachers are introspective, directive,
cooperative, and expressive.
They tend to look for the best and to expect
it from those around them.
Teachers communicate a belief that
everyone has the potential to succeed.
They may motivate others to meet the
Teacher's positive expectations.
Teachers may unintentionally overpower
others with their idealized vision.
ENFJ “Teachers”
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Mikhail Gorbachev
Pope John Paul II
Margaret Mead
Ralph Nader
Oprah Winfrey
John Wooden
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Bob Tinucci
Lorrell Bush
Wayne Waggoner
Approximately 2-5 percent of the population are ENFJs
ESFJ “Provider”
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Providers are observant, cooperative,
informative, and expressive.
They are greatly concerned with the health
and welfare of those under their care.
Providers are the most sociable of the
Guardians and they strive to provide
friendly social service.
They spend a lot of their energy making
sure social functions are successful,
traditions are upheld, and the needs of
others are met.
ESFJ “Provider”
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Dolly Madison
James Cash (J.C.)
Penny
William Howard
Taft
David Thomas
Barbara Walters
Sam Walton

Bruce Lecair
Approximately 9-13 percent of the population are ESFJs
ISTP “Crafters”
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Crafters are tactical operators, concrete in
speech and utilitarian in action.
Crafters are masters at using tools of every
type—artistic, technological, martial.
Although they are introverts, they are
authoritarian in their interactions with
others and forceful at influencing people.
They focus on accomplishing tasks
efficiently and skillfully.
To master the tool of their interest, Crafters
require a certain degree of seclusion in
which to practice.
ISTP “Crafters”
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Woody Allen
Tiger Woods
Alan Shepard
Michael Jordan
Katharine Hepburn
Michael Douglas
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Chris Gaut
Approximately 4-6 percent of the population are ISTPs
ESFP “Performer”
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Performers are tactical entertainers,
concrete in speech and utilitarian in action.
The most fun-loving of all the types,
Performers excel at delighting others with
their artistry and humor.
They continually seek stimulating
experiences with those around them.
Incurable optimists, they are generous to a
fault.
ESFP “Performer”
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Bill Clinton
Ronald Reagan
Leonard Bernstein
Magic Johnson
Elvis Presley
Elizabeth Taylor
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Cindy Giedraitis
Approximately 4-9 percent of the population are ESFPs
ESTJ “Supervisor”
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Supervisor are civic-minded individuals who
dedicate themselves to the mission.
They often rise to positions of leadership in
service organizations and in their careers.
Supervisors are strong believers in rules and
procedures, and they prefer tried methods to
experimental ones.
With their outgoing nature, Supervisors are
quick to communicate their opinions and
expectations to others.
They are hard-working, and they take their
obligations seriously.
ESTJ “Supervisor”
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George Washington
Sandra Day O’Connor
Vince Lombardi
Mike Wallace
Judith Sheindlin
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Dan Gengler
Tom Brace
Approximately 8-12 percent of the population are ESTJs
ISTJ “Inspector”
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Inspectors are careful and thorough in examining
people and institutions.
Comprising about 6 to 10 percent of the population,
Inspectors are decisive in practical affairs.
Inspectors are people of their word, intent on
preserving social and family values.
Inspectors reliably examine the people and products
that fall under their tutelage—unobtrusively ensuring
uniform quality and demanding that certain
standards of conduct are maintained.
In both their professional and personal lives,
individuals of this type are rather quiet and serious.
Inspectors are extraordinarily persevering and
dependable.
ISTJ “Inspector”
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Queen Elizabeth
Harry S. Truman
Warren Buffet
Queen Victoria
John D.
Rockefeller
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David Lafond
Ron Brown
Approximately 11-14 percent of the population are ISTJs
ENFP “Champion”
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Champions are introspective, cooperative,
informative, and expressive.
Champions have a strong desire to make
their thoughts known to the world.
Champions are greatly concerned with
ethics and justice and have a strong desire
to speak about current issues and events.
Champions are keen observers of the
people around them.
Champions are warm, energetic,
spontaneous, positive, exuberant and
dramatic.
ENFP “Champion”
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Joan Baez
Charles Dickens
Phil Donahue
Martin Luther King
Sargent Shriver
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Dom Kasmauskas
Approximately 6-8 percent of the population are ENFPs
Best Team Temperament
 Diverse
mixture of various
temperaments.
 Need Balance in all four
temperament preferences
Creating Temperament Balance
E=12
N=9
T=10
J=13
I=4
S=7
F=6
P=3
Team Will Adopt ENTJ Traits
Diversity?
Composite Score
X 10
E=120
I=40
X 20
S=180
N=140
X 20
T=200
F=120
X 20
J=260
P=60
Team Composite Score
Score
Above 65
Between 40-64
Below 40
Actions
You are on solid
ground
There are some
weaknesses that
should be addressed.
Teams will have
difficulty taking
hold. Revisit team
composition.
The Great Boat Race
Hawk’s Cay, Florida
The Manager Types Matrix
SP ISTP
ESTP
ISFP
ESFP
SJ ISFJ
ESFJ
ISTJ
ESTJ
NT INTP
ENTP
INTJ
ENTJ
NF INFJ
ENFJ
INFP
ENFP
SP - The Troubleshooter Manager
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Cleaver, graceful, flair, brave, bold.
Manger Strengths
– Practical in every sense of the word.
– Easily adapts to new situations.
– Can observe organizational systems
and determine overall effectiveness.
– Knows what is going on in the
organizational unit.
– Deals with concrete organizational
problems in an expeditious manner.
SP - The Troubleshooter Manager

Weaknesses:
– Ignores theory.
– will resist change created by others.
– Doesn’t like the unfamiliar.
– Lives for the “immediate moment.”
– Forgets past commitments.
– Unpredictable to subordinates.
– Becomes rigid when not
troubleshooting.
SJ - The Traditionalist Manager

Responsible, Thorough, loyal,
industrious and cautious.

Manager Strengths
– A stabilizer and consolidator.
– Focus on organization as a
nourishing body.
– Draws up lines of communication.
– Establishes rules and schedules.
– Expects things to be clear and
settled.
SJ - The Traditionalist Manager

Manager Weaknesses:
– Resists change - difficult with paradigm
shifts.
– Impatient with delayed projects.
– Doesn’t notice required new things.
– May not examine procedures.
– Inclined to keep ineffective processes.
– Sees some people as good, and some
people as bad.
NT - The Visionary Manager
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Ideas, Concepts, Change, Emerging
trends.
Manager Strengths:
– Works well with changing environment.
– Interested in the principles of an organization.
– Capable of seeing the dimensions of systems.
– Sees the need for an organizational system.
– Focuses on creativity of staff.
– Has awareness of behaviors that staff
displays.
NT - The Visionary Manager

Manager Weaknesses:
– Once the “castle is built” the NT loses
interest.
– Intellectually-oriented and may
unknowingly communicate, an attitude,
of not valuing employees.
– Expects too much from self and others.
– At loss for small-talk in social situations.
– Blames self when plans are not carried
out.
NF - The Catalyst Manager
Personable, Unique, Idealist,
employee-oriented.
 Manager Strengths:

– Possesses personable charisma and
commitment to the employee.
– Allows contributions by all members of the
work team.
– Can turn liabilities into assets in people
problems.
– Sees the positive side of people and events.
NF - The Catalyst Manager

Manager Weaknesses:
– Poor with time management.
– Loses self-confidence if an idea is
criticized.
– Torn between needs of subordinates
and requests from superiors.
– Never schedules time for one’s self.
– Makes administrative decisions based
on personal likes and dislikes.
– Wishes to please everyone.
Questions?