Perfect Position as an Intj

¶ … perfect position as an INTJ (Introverted, Intuitive, Thinking, Judging) leader

My perfect position as an INTJ (Introverted, Intuitive, Thinking, Judging)

According to my Jungian personality type analysis, I am classified as an INTJ (Introverted, Intuitive, Thinking, and Judging) individual. An INTJ is someone who is skeptical, critical, independent, determined, and often stubborn, and quite task-oriented. In my current position as a controller for a construction company, these qualities seem well-suited to my sphere of influence and duties. I need to not only be 'on task' myself, but I also monitor others to ensure that necessary deadlines are met, and that projects come within their specified budgets. When describing my 'type,' one website devoted to breaking down the Jungian typologies stated: "INTJs are perfectionists, with a seemingly endless capacity for improving upon anything that takes their interest" (Heiss 2009). One of the aspects of my current position that I enjoy the most is the fact that it is based in data-oriented analysis. While I like the excitement of the construction industry, I enjoy feeling as if I am an anchor in what often seems like a sea of chaos, and that I can bring definition to confusing reams of data.

It is also said that "to outsiders, INTJs may appear to project an aura of 'definiteness,' of self-confidence. This self-confidence, sometimes mistaken for simple arrogance by the less decisive, is actually of a very specific rather than a general nature; its source lies in the specialized knowledge systems that most INTJs start building at an early age" (Heiss 2009). I think one of my strengths as a leader is that I do not lead out of a desire for personal gratification. I often think of the saying 'I would rather be right than the President.' It is true, I would rather be right than simply have the authority to make people obey me and to do my bidding, right or wrong. However, my ideal job would be one which encompassed both authority and the ability to use my specialized knowledge. That is why my ideal position would be as CFO of my current company. A Chief Financial Officer must show leadership, know the ins and outs of finance, yet also use his or her knowledge to foster creativity and others and provide a scope of vision beyond that of the purely technical. It is said that INTJs "possess the unusual trait combination of imagination and reliability. Whatever system an INTJ happens to be working on is for them the equivalent of a moral cause…both perfectionism and disregard for authority may come into play, as INTJs can be unsparing of both themselves and the others on the project" (Heiss 2009).

I realize, of course, that this perfectionism can be counterproductive in some leadership contexts. Guided by the ideals of Transformational Leadership principles, I know that individuals cannot be forced to do what they do not wish to do beyond a certain point: there must be that indefinite 'inspirational' aspect to leadership. Leaders must understand the psychology of the individuals they are motivating. The strength that I could build upon as a CFO, in an industry and a profession (finance and accounting) that has been pilloried in the media recently, is that I have great technical knowledge yet also a strong sense of ethics and the desire to motivate people to want to live up to those standards. Because I hold myself to high standards, I believe I stand as an example of strong leadership: INJTs can be transformational leaders because they "show by their attitudes and actions how everyone else should behave. They also make continued efforts to motivate and rally their followers, constantly doing the rounds, listening, soothing and enthusing…it is their unswerving commitment as much as anything else that keeps people going, particularly through the darker times when some may question whether the vision can ever be achieved" (Straker 2010).

However, there is no denying that having a strong sense of what is right can be a weakness at times as a leader. There is a school of thought known as participative management, after all, that stresses that leadership is created by a collective and holistic spirit and mutual sharing of information, rather than from a top-down direction. While I do see the value in many of these ideals, I know that as someone who is introverted by nature, and whose internal 'battery' is charged when alone, I may not fully take into consideration the potential contributions of others. However, in my capacity as a Chief Financial Officer, because I would be able to deal with the 'balance sheet' of the company, I think that my adherence to accounting ethics and my determination to focus upon the facts of my company's financial situation would work to stifle any temptation to only see my own point-of-view, and to put on blinders regarding alternative sources of data. Additionally, to succeed at a $50 million construction company and to flourish, I have had to learn to listen and to listen well to others, given the ever-changing nature of the financial data in the industry, and the many contingent variables that can affect a project.

Although my job is based in numbers, to get my point across to other members of the organization requires superior communication skills. The more technical the information I must convey, the stronger and clearer my speaking and written skills must be. My appreciation for the need for communication and the ability to simplify complex data is yet another reason why I believe that I could succeed in an executive position as a CFO.

In my current position, given the great changes that have overswept the industry and accounting, I have also had to retain a high degree of flexibility regarding how I approach problems. Although I may be a perfectionist, I am capable of learning from others. "When it comes to their own areas of expertise -- and INTJs can have several -- they will be able to tell you almost immediately whether or not they can help you, and if so, how. INTJs know what they know, and perhaps still more importantly, they know what they don't know" (Heiss 2009). I love to learn, and am more than willing to admit when I am wrong -- an important trait in a leader -- just as much as I am willing to advance my position when I believe I am right.