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THE STUDENT LEADER’S FIELD GUIDE
CHAPTER 1: PREFERENCES
heated debate flares up. Things heat up between thinkers and feelers when a highemotion decision—such as how to correct misbehavior—is pending. In this typical situation, the thinker desires to take the path that follows pre-established principles regardless of the OFHBUJWF FNPUJPOBM SBNJÍDBUJPOT i*U T UIF SVMFT w IF NJHIU TBZ Feelers, on the other hand, will desire the course of action that maximizes team unity and spirit. The thinker may label the GFFMFS BO iJMMPHJDBM TJMMZ CMFFEJOH IFBSU ÏVê CBMM w XIJMF UIF feeler might call the UIJOLFS B iCSVUBM JOTFOTJUJWF KFSL w "OE EVSJOH the name-calling, the thinker will have less trouble receiving that sort of criticism than the feeler. Feelers internalize and take things more personally. As a result, they can get quite angry when a thinker offers some unwanted constructive criticism. Furthermore, the feeler may be unwilling to dive into potential conflict by providing such criticism to correct a problem, thus further vexing the UIJOLFS XJUI NPSF iJMMPHJDBMJUZ w Thinkers are great for making the tougher decisions that feelers might want to avoid. But tough decisions, by the very nature of toughness, can leave people feeling bitter or alienated. Feelers can tactfully defuse some of this hostility, ensuring that everyone remains enthusiastic and committed to the group’s purpose. Feelers are also good at encouraging the people to follow through with the tasks that challenge team members. In a well-oiled organization, the feeler appreciates the thinker’s fullblown frank honesty, while the thinker envies the feeler’s ability to get people engrossed.
time as sacred. They tend to be prompt and expect the same from you. A judge tends to schedule most of his life’s events in a snazzy notebook or PDA. Sometimes judges are hardcore goal setters and planners. They like to stay on top of things, be in control, and keep detailed game plans. I know one strong judge who creates elaborate Excel worksheets to keep track of the progress he makes on each of his goals. At any given NPNFOU IF DBO UFMM NF i* N PO TDIFEVMF w Perceivers, however, are less sensitive to the pressure of a deadline. They would prefer to relax and let things unwind. ɨFZ QSFGFS UP i(P XJUI UIF ÏPX w ɨFZ BSF QFSGFDUMZ content to wait a while as they sort things out in their heads. They are more flexible and less time-driven. They would prefer to plan out the big issues and let the minor issues iron themselves out. Perceivers are hesitant to commit to a schedule or detailed plan of attack. Rather, they prefer the timing and planning to flex. They prefer open-ended spontaneity—and tend to enjoy it until the last possible moment. Judges and perceivers can really wrestle in two-person teams. The judge prefers to set up checkpoints, deadlines, rules, meeting schedules, and a road map as soon as possible. The KVEHF BEPQUT UIF iHFU AFS EPOFw philosophy. The perceiver, however, feels squeezed under all those rules and restrictions. The perceiver feels that some great thing is just around the bend, and it would be best not to commit too soon. Sometimes the judge will see the perceiver as irresponsible, as the perceiver pays less homage to the judge’s deities of deadlines and promptness. The perceiver thinks that the judge’s condition desperately requires a chill pill—after all the project doesn’t have to be done for a whole week! When judges and perceivers complement each other, tasks get done‌ and get done well. The judge keeps the perceiver’s
How do you handle your business?
Judges prefer to work in a fixed and planned environment. They love agendas. Judges work well with deadlines, and they are committed to making them. Indeed, the judge often views WWW.STUDENTLEADERSHIP.COM BY
PETE MOCKAITIS
WWW.STUDENTLEADERSHIP.COM BY
PETE MOCKAITIS