ENJF Personal Statement

As an ENJF, I naturally gravitate toward leadership roles within both professional and social situations as I have an altruistic personality and I speak with passion. Using my communication skills on an inter-personal level comes naturally and I am completely at ease carrying on a conversation about nearly any topic with another person. I have worked to develop my skills speaking in front of larger groups by using any opportunities that arise to speak in front of others (most frequently at work by presenting the output of various team projects and kaizen events to senior leadership in our organization but also by regularly participating in on-the-spot presentations in our organizations Toastmasters club).

One thing which can be difficult for me as an ENJF is that my interest in the welfare of others can lead me to become too involved in their problems and I am frequently more trusting than other personality types. This overly idealistic, selfless component of my personality can lead me to be caught off guard and spread myself too thin. Additionally, since I am so interested in the welfare of others when I become aware of areas for improvement in them or their performance I can start to believe that I suffer from the same deficiency leading me to try and fix a personality issue which doesn’t exist.

The observation component of the NVA tool is one the provides a tremendous opportunity for personal improvement for me.

While I naturally empathize with others, this can lead to introspection and a projection of my own thoughts onto the situation. By focusing more on the facts of the situation instead of my emotional response I may be able to better help others to overcome

obstacles.

Another area of opportunity for me is the final aspect of the NVC model – request. I generally have no difficulty in speaking to others and have had success in inspiring others, I do have a problem making direct requests of people, especially in difficult conversations. Rather than asking others to make hard changes or sacrifices, even when it’s necessary for the job at hand, I will take things upon myself. This is neither beneficial for myself or the other person since I am spreading myself too thin and not giving them the opportunity for self-improvement.

As a leader, I have no problem with the status component of the SCARF model since I try to actively raise the contributions of teams and individual contributors to management for others to be recognized and rewarded. Where I can improve is in realizing that the accomplishments of my peers are not a threat to my own status. I am very fortunate to have been given an opportunity to improve my performance in the certainty element by being offered a position within our company as a Corporate Culture Ambassador. I will need to work with limited information to assuage people’s concerns and I look forward to developing this skill more fully.

Finally, the area which I believe presents the best opportunity from the SCARF model – fairness. People reactive negatively when there is a perception that things aren’t fair, whether it’s how we treat people or how they are compensated. I think I have an opportunity in this area by remembering that my personal feelings are not important when it comes to how I interact with others. If I like one person more than others I am far more likely to be generous and if I dislike them I am more apt to be harsh with discipline. Instead of focusing on the person I will make it a point to focus on the situation.