Home > College!, Food for Thought > who I am. (according to some doctors who don’t know me)

who I am. (according to some doctors who don’t know me)

There is a lot of info, probably 10 pages of ‘ME’ assessment here so I wont feel bad if you dont read it in its entirety. It’s more for me than you anyway. I want to have this on record somewhere where I can access it anytime from any place as a reminder, in case I were to ever forget. Hope you dont think too poorly of me afterwards because I require your approval (you’ll see what I mean if you read this). If you do, oh well, you’ll get over it, or not.

The Interactive Style (I Style):
The Interactive Styles are friendly, enthusiastic “party animals” who like to be where the action is. They thrive on the admiration, acknowledgment, and compliments that come with being in the limelight. The I Styles just want to have fun. They are more relationship-oriented than task-oriented. They would rather “schmooze” with clients over lunch than work in the office.

The Interactive Style’s strengths are enthusiasm, charm, persuasiveness, and warmth. They are gifted in people skills and communication skills with individuals as well as groups. They are great influencers. They are idea-people and dreamers who excel at getting others excited about their vision. They are optimists with an abundance of charisma. These qualities help them influence people and build alliances to accomplish their goals.


You are predominantly an Interactive Style.

We break each main Style down into four Substyles. Yours is the Id, which we like to call The Enthusiast. The Enthusiast is LESS open and MORE direct than most other Interactive styles. Below is a snapshot of The Enthusiast Substyle… as such, it’s a closer look at you!

The primary goal that motivates you is influencing people. You enjoy symbols of authority and prestige. You feel uncomfortable with any kind of confinement or restriction of freedom. Your high level of self-confidence enables you to withstand criticism from others. Each new person and situation is interesting to you, so life seems continually fresh.


l Seeking and enjoying status symbols
l Admiring people who express themselves well
l Disliking routines, slow paces, and needless details
l Being comfortable delegating as well as taking charge
l Exuding a positive, enthusiastic outlook on life
l Being persuasive and inspirational
l Trusting other people quickly and giving them a lot of latitude
l Becoming soft or evasive when under pressure


With Tasks:
You focus on the big picture and keep moving from one new opportunity to the next. As a result, you may not fully understand what’s involved in accomplishing difficult or complex tasks. You can strengthen your performance by: (a) showing more commitment and followthrough on key tasks; (b) trying to be a more analytical thinker and listener; and (c) staying current with changing know-how.

With People:
Try to be less impulsive, especially when a low-keyed approach is more appropriate, such as during conflict. You can also help yourself by working more closely with people who are taskoriented.


l Improve your ability to deal with the substance of tasks by targeted reading, training, and asking the help of mentors or colleagues.
l State your positive views and intentions in more low-keyed ways while providing plenty of opportunity for others to express themselves.
l Make it a point to learn from the Steadiness Style how to better focus on routine, from the Cautious Style on how to be efficient with tasks, and from Dominance Style on efficiency with people, including dealing directly with resistance.

The goal that motivates The Enthusiast (or Id) is influencing people. You enjoy symbols of authority and prestige. You feel uncomfortable with any kind of confinement or restriction of freedom. Your high level of self-confidence enables you to withstand criticism from others. Each new person and situation is interesting to you, so life seems continually fresh.

An Overview of Your Primary Behavioral Style

Interactive styles are fast-paced and people-focused. They are also open and direct, exhibiting
characteristics such as animation, intuitiveness, and liveliness.

Interactive styles’ actions and decisions are spontaneous. They are seldom concerned about facts and details and try to avoid them as much as possible. Their motto is “Don’t confuse me with the facts.” This disregard for details sometimes prompts them to exaggerate and generalize facts and figures. It also gives them a built-in excuse when they are wrong: “I didn’t have all the facts!” Interactive styles are more comfortable with “best guesstimates” than with exact, empirical data.

Interactive styles’ primary strengths are their enthusiasm, persuasiveness, and delightful sociability. Their primary weaknesses are getting involved in too many things, impatience and their short attention span, which causes them to become bored easily. They can sometimes be viewed as manipulative, impetuous, and excitable when displaying behavior inappropriate to the situation.

Interactive styles are idea people. They have the ability to get others caught up in their dreams because of their good persuasive skills. They influence others and shape their environment by bringing others into alliance to accomplish results. They seek approval and recognition for their accomplishments and achievements. They have that dynamic ability to think quickly on their feet.

Interactive styles are true entertainers. They love an audience and thrive on involvement with people. They tend to work quickly and enthusiastically with others. If they had a motto that would aptly describe their behavior, it might be: “Ain’t we got fun!”

Interactive styles are stimulating, talkative and gregarious. They tend to operate on intuition and like to take
risks. Their greatest irritations are boring tasks, being alone, and not having access to a telephone. Interactive styles may find themselves in occupations such as sales, entertainment, public relations, professional hosts, politicians, social directors, and other glamorous, high profile careers. In the business environment, they like other people to be risk-takers and to act quickly. In a social environment they like others to be uninhibited, spontaneous and entertaining.

Interactive styles design and use their space in a disorganized and cluttered manner; however, they know if something is missing. Their walls may contain awards, stimulating posters or notes and motivational, personal slogans. The seating arrangement indicates warmth, openness and a willingness to make contact. Since they are touchers and don’t mind a slap on the back or a warm handshake, they often move to alternative seating arrangements when talking with visitors. There is little danger of alienating them by standing too close or playing with something on their desk.

To achieve more balance and behavioral flexibility, they need to: control their time and emotions; develop a more objective mindset; spend more time checking, verifying, specifying and organizing; develop more of a task-focus; and take a more logical approach to projects and issues.


In general, Interactive styles are stimulated by the positive response they elicit from others – applause, laughter, compliments, or other acknowledgments. This explains their “it’s show time” behavior. Their theme in life could well be “let me entertain you.” Their need for recognition explains their highs and lows. When recognition is not present, they lose their energy and interest. Among athletes and other professional performers, Interactive Styles feel that “it’s not just whether you win or lose – it’s actually how you look to others while you play the game.”

The loss of recognition, especially from significant people and groups in their life, would be the ultimate personal disaster for them. No matter what the situation – business or social – the loss of recognition is likely to trigger varying levels of humiliation and feelings of worthlessness.

Since they are people-oriented, it might seem that their only core competencies would be their people skills. This is not the case. They also possess a trait that is valuable for performing tasks: they tend to be very receptive to change. They like to be part of new, varied, or different experiences, especially if they will benefit them. As a result, they can be an impressive, eloquent, silver-tongued spokesperson for change. As a change-advocate, they can contribute other skills such as enthusiasm and optimism – exactly what people respond to when hopes, dreams, and opportunities are in limbo. In addition, they tend to be a quick decision-maker who is fast-paced. In situations where the problem has been studied and the solution found, they may excel at getting people to buy in quickly.

Interactive styles possess the talent that sales trainers and social psychologists have identified as the single most valuable trait – personal warmth. Their down-to-earth approach often results in comments such as, “we just met twenty minutes ago and yet I feel as though I have known you all my life.”

Interactive styles have a natural charisma. They do well at building relationships and often have long lists of people whom they describe as “friends.” Finally, they tend to be a naturally fun-loving personality. Their theme song might be “Celebration!”


Interactive styles are interested in a variety of things, so they tend to have a shorter attention span than people with the other behavioral styles. This is often manifested in their avoidance of details or their lack of follow-through. They may become easily bored by repetitive routines and complexities that take them away from their first love – interacting with people!

When they feel pressured or stressed, they become emotional and impulsive and exhibit actions that are unplanned, nonsystematic, disorganized, and inconsistent. During such times, they are likely to respond to tasks either superficially or incompletely. They may also fail to perform up to expected standards.

Interactive styles tend to avoid conflicts at all costs. Conflicts pose the possibility of loss of recognition and approval, which is antithetical to their raison d’être. They can benefit from controlling their emotional responses and their tendency to wear their heart on their sleeve. They need to learn effective conflict management skills and effective listening and questioning skills. They may often be talking when they really need to be listening.

Interactive styles need to get involved with people more slowly, which would help them avoid interactions that they later regret. They need to place greater emphasis on their sense of self-worth and self-esteem. They need to strive for congruency between what they value and what they think they need in life. They would benefit from being more inner-directed rather than letting the reactions of other people determine so many of their choices in life.

A Summary of the Interactive Style

l Interactive styles fast-paced and people-focused
l Their actions and decisions are spontaneous
l They like involvement
l They dislike being alone
l They exaggerate and generalize
l They tend to dream and get others caught up in your dreams
l They jump from one activity to another
l They work quickly and excitedly with others
l They seek esteem and acknowledgement
l They have good persuasive skills

STRENGTHS: Persuading, Optimistic, Motivating, Enthusiastic
WEAKNESSES: Disorganized, Careless, Exaggerates, Poor follow-through
PACE: Fast/Spontaneous
GOALS: Applause, Involvement, Recognition
FEARS: Loss of prestige, Social rejection
MOTIVATORS: The Chase, Attention, Opportunities to talk
IRRITATIONS: Routine, Perfectionism
UNDER STRESS: Become superficial
DECISIONS ARE: Spontaneous
FOCUS: People
WORKPLACE: Stimulating, Cluttered
GAINS SECURITY THROUGH: Others’ approval, Playfulness

Interactive Styles on the Job

l Like to brainstorm and interact with colleagues and others
l Want freedom from control, details, or complexity
l Like to have the chance to influence or motivate others
l Like the feeling of being a key part of an exciting team
l Want to be included by others in important projects, activities, or events
l May trust others without reservations – taking them at their word and not checking for yourself
l Typically have a short attention span, so you do well with many short breaks

l Like to work participatively with others
l Need immediate feedback to get or stay on course
l Like to mingle with all levels of associates and call them by their first names
l Enjoy compliments about yourself and your accomplishments
l Seek stimulating environments that are friendly and favorable
l Motivated to work toward known, specific, quickly attainable incentives or external motivators; dislike pursuits which drag out over long time periods
l Open to verbal or demonstrated guidance for transferring ideas into action
l Like to start projects and let others finish them

l Take time to negotiate and clarify realistic time frames with associates in order to avoid misunderstanding and disappointment… don’t take on more than you can handle just to avoid saying “no” to someone
l Avoid exaggeration and hyperbole… be realistic in your work-related comments
l Use a simple calendar or reminder system to keep track of your commitments, appointments, and deadlines… remember that most tasks will take more time than you think is necessary
l Acknowledge that your success is often dependent upon the work of others… be sure to publicly acknowledge their contributions and thank them frequently
l Whenever possible, delegate the more detailed tasks that you are not comfortable doing… being sure to specify exactly what you want done and the time you need it and setting up a process to monitor the progress on the projects you have delegated
l Avoid relying too heavily upon your feelings and emotions… focus on the results you desire and don’t sacrifice productivity in order to please everyone
l Write things down… don’t rely on your memory for important facts and details

The Interactive Style’s Behavior and Needs Under Stress

Under stress, THEY will tend to disregard it.

An example of a typical response to a stressful situation from Interactive styles might be:
“Hey, let’s get on to something more positive!”

l Manipulative
l Overeager
l Impulsive
l Inconsistent
l Superficial
l Unrealistic
l Wasteful of time

l To get credit
l Action and interaction
l A quick pace for stimulation and excitement
l Prestige

How to Reduce Conflict
l They are quite uncomfortable with conflict, aggression and anger. They do whatever they can to avoid them. If possible, they may physically avoid an environment filled with conflict or anger. If that is not possible, they will probably seek to use their natural humor and story-telling ability to reduce the level of tension. If neither approach works, they may attempt to ignore the conflict. Given their strong focus on relationships, however, this tactic is rarely successful.
l Their anger is generally a response to a personal attack on them or, possibly, the failure of someone to support them when they were really counting on that person’s support. Of course they may interpret a comment intended to refer to a task-related problem as a personal attack, especially if it concerns their contribution to the problem.
l If a conflict persists or their anger increases, they are likely to lash out with a strong verbal (or, possibly, even physical) attack on the other person. This may have a startling effect on others since it is so unlike their normal behavior.
l They may experience a desire to get even if someone thwarts a major component of their personal agenda; however they are not very likely to follow through. They may choose to overlook the matter in order to preserve the relationship or they may simply lash out in anger.

l Recognize that you can never resolve a conflict by avoiding it. Risk damaging a relationship or losing someone’s approval by stating your feelings and clarifying your expectations. Be sure, of course, to listen attentively to the responses of others.
l Take time to clarify the commitments and expectations of others. Do not make any assumptions about what others will do. Always get a specific commitment.
l Avoid giving others a false impression of the level of support you will give them. When promising your support, make clear precisely what it is that you will do.
l Be sure to fulfill all of your commitments. If you will be unable to keep a commitment or meet a deadline, inform the people involved as soon as possible. Don’t assume that others will automatically step in to cover for you.

This is me in 2714 words. Scary

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