posted on Oct, 31 2008 @ 10:22 AM
I'm no indigo but this is what I got...
Your Type is
Extraverted Intuitive Thinking Judging
Strength of the preferences %
Rational Portrait of the Fieldmarshal (ENTJ)
Of the four aspects of strategic analysis and definition it is marshaling or situational organizing role that reaches the highest development in the
Fieldmarshal. As this kind of role is practiced some contingency organizing is necessary, so that the second suit of the Fieldmarshal's intellect is
devising contingency plans. Structural and functional engineering, though practiced in some degree in the course of organizational operations, tend to
be not nearly as well developed and are soon outstripped by the rapidly growing skills in organizing. But it must be said that any kind of strategic
exercise tends to bring added strength to engineering as well as organizing skills.
Hardly more than two percent of the total population, Fieldmarshals are bound to lead others, and from an early age they can be observed taking
command of groups. In some cases, they simply find themselves in charge of groups, and are mystified as to how this happened. But the reason is that
they have a strong natural urge to give structure and direction wherever they are - to harness people in the field and to direct them to achieve
distant goals. They resemble Supervisors in their tendency to establish plans for a task, enterprise, or organization, but Fieldmarshals search more
for policy and goals than for regulations and procedures.
They cannot not build organizations, and cannot not push to implement their goals. When in charge of an organization, whether in the military,
business, education, or government, Fieldmarshals more than any other type desire (and generally have the ability) to visualize where the organization
is going, and they seem able to communicate that vision to others. Their organizational and coordinating skills tends to be highly developed, which
means that they are likely to be good at systematizing, ordering priorities, generalizing, summarizing, at marshaling evidence, and at demonstrating
their ideas. Their ability to organize, however, may be more highly developed than their ability to analyze, and the Fieldmarshal leader may need to
turn to an Inventor or Architect to provide this kind of input.
Fieldmarshals will usually rise to positions of responsibility and enjoy being executives. They are tireless in their devotion to their jobs and can
easily block out other areas of life for the sake of their work. Superb administrators in any field - medicine, law, business, education, government,
the military - Fieldmarshals organize their units into smooth-functioning systems, planning in advance, keeping both short-term and long-range
objectives well in mind. For the Fieldmarshal, there must always be a goal-directed reason for doing anything, and people's feelings usually are not
sufficient reason. They prefer decisions to be based on impersonal data, want to work from well thought-out plans, like to use engineered operations -
and they expect others to follow suit. They are ever intent on reducing bureaucratic red tape, task redundancy, and aimless confusion in the
workplace, and they are willing to dismiss employees who cannot get with the program and increase their efficiency. Although Fieldmarshals are
tolerant of established procedures, they can and will abandon any procedure when it can be shown to be ineffective in accomplishing its goal.
Fieldmarshals root out and reject ineffectiveness and inefficiency, and are impatient with repetition of error.
Hillary Clinton, Napoleon, Margret Thatcher, Carl Sagan, Bill Gates, Golda Meir, Edward Teller, George Benard Shaw, and General George C. Marshall are
examples of Rational Fieldmarshals.
very expressed extravert
moderately expressed intuitive personality
slightly expressed thinking personality
moderately expressed judging personality
ENTJs have a natural tendency to marshall and direct. This may be expressed with the charm and finesse of a world leader or with the insensitivity of
a cult leader. The ENTJ requires little encouragement to make a plan. One ENTJ put it this way... "I make these little plans that really don't have
any importance to anyone else, and then feel compelled to carry them out." While "compelled" may not describe ENTJs as a group, nevertheless the
bent to plan creatively and to make those plans reality is a common theme for NJ types.
ENTJs are often "larger than life" in describing their projects or proposals. This ability may be expressed as salesmanship, story-telling facility
or stand-up comedy. In combination with the natural propensity for filibuster, our hero can make it very difficult for the customer to decline.
TRADEMARK: -- "I'm really sorry you have to die." (I realize this is an overstatement. However, most Fs and other gentle souls usually chuckle
knowingly at this description.)
ENTJs are decisive. They see what needs to be done, and frequently assign roles to their fellows. Few other types can equal their ability to remain
resolute in conflict, sending the valiant (and often leading the charge) into the mouth of hell. When challenged, the ENTJ may by reflex become
argumentative. Alternatively (s)he may unleash an icy gaze that serves notice: the ENTJ is not one to be trifled with.
"Unequivocating" expresses the resoluteness of the ENTJ's dominant function. Clarity of convictions endows these Thinkers with a knack for debate,
or wanting knack, a penchant for argument. The light and heat generated by Thinking at the helm can be impressive; perhaps even overwhelming.
Experience teaches many ENTJs that restraint may often be the better part of valor, lest one find oneself victorious but alone.
The auxiliary function explores the blueprints of archetypal patterns and equips Thinking with a fresh, dynamic sense of how things work. Improvising
on the fly is something many ENTJs do very well. As Thinking's subordinate, insights are of value only insofar as they further the Right, True Cause
celebre. [n.b.: ENTJs are capable of living on a higher plane, if you will, and learning to value individuals even above their principles. The above
dynamic suggests less individuation.]
Sensing reaches out to embrace that which physically touches it.