Situation - Do you or do you observe the other person regarding how they approach goals and achieving rapport? How do you work with them? What is their most masked ability?
Plus, OWN GOALS - How to root your own company or organization.

Everybody approaches goals and achieving rapport differently, don't they?
How do you work with this person?

These proven methods on this site are totally useless if you have not worked out the other person's Disc behaviour pattern. The descriptions are how people approach goals so you can impose on them irrespective of what your Disc is. It is the environment the other person thrives in is what you want to create. It also will further highlight whether employees are in the right seat on the bus. Our Consultant, Stratton Oakmont™, has been kind enough to compose this page for which remuneration is deferred.

Also included are some clues about building rapport which may start when you enter a crowded room of people that you do not know or do not know well at some sort of networking event.
The expectation of gaining new business connections can be a daunting task. Introverts may find it challenging to initiate a conversation, while extroverts may find it difficult to give others an opportunity to speak in the conversation as they drown others out.
In a gathering that is supposed to work as a business-building networking event, how do you mingle? More importantly, how do you mingle for success?
Many believe that you need to be loud, funny and full of energy to be noticed in a room full of people. This is not always the case, especially when seen from the perspective of different patterns.
The key is to overcome your networking fears by socialising in a way that best suits your patterns strengths while having the self-awareness to impose correctly on the the person with whom you are wanting to build rapport. e.g. If a Promoter bombards an Enhancer with appeals to their emotion, they will get the death stare and get absolutely fcuking nowhere.
Do you know the other person's masked ability when you want one of your team to be mobilized to solve an issue?
Each pattern does not need to depart their comfort zone. Treat the other person the way they want to be treated; it is most likely that they are not your pattern anyway.
How do actually work with the other person?

Enjoy our section on OWN GOALS. How to root your own company or organization.

Conducted and composed by our Consultant Stratton Oakmont™ - Last Update August 3, 2022

 

1. What are More Goals, Rapport & How to work with™ for the Director - ESTJ?

∴ Leadership Context™: Operations, military, short-term strategy, managing smaller business

Broad-brush style relating to goals:

♦ Enjoys discussing their ideas and goals out-loud with others.
♦ Comes to firm decisions quickly.
♦ Usually has a singular focus.
♦ Appreciates goals that are measurable.
♦ Works in a methodical fashion.
♦ Enjoys being part of a team.
♦ Tends to determine early on in their life what their goals should be. ♦ Tends to live intentionally and methodically and they have a strong focus on time. ♦ More likely to get impatient and worked up over deadlines because they are so conscious of them and so determined to accomplish things ahead of schedule. ♦ Can be very hard on themselves when they fail to achieve their objectives in a timely manner. ♦ While they tend to be productive and methodical, they can also run the risk of being pushy to the people around them. If they believe a goal is in the best interest of 'the group', they may have very little tolerance for people who are not fully on-board. They may assume that other people are also interested in achieving an objective when they have not actually voiced their approval. That said, they are also great motivators and can be a unifying force in getting a team to work efficiently, the Director and the Developer whereas the Persuader and the Appraiser prefer harmony.
♦ The Director and the Appraiser focus on structure, order and getting goals achieved in a sequential set of steps. They are usually good at the logistics-side of goal-achievement. The Achiever tends to know where to put people and the roles that will meet their needs most fully. The Director tends to know which processes are inefficient or which are slowing people down. Both of these patterns tend to be responsible and methodical, working step-by-step until an objective is attained. Both can also run the risk of getting caught up in the details or a project and losing sight of the overall big picture. ♦ The Director and the Persuader focus on the long-term impacts of whatever goals they are trying to achieve. They tend to think ten-steps ahead of wherever they are in the present moment. Looking to the future, they envision where they want to be and then backtrack to figure out how to get there. They are usually insightful, progressive and determined. At the same time, they can get tripped up because they are so focussed on the big picture that they lose sight of details that are important but which they view 'insignificant'.

Specific attributes relating to goals:

♦ Together with the Developer, plans out their objectives well in advance and organizes everything they can to achieve those objectives as quickly as possible. They are motivated by making decisions, checking items off a list and having closure. They are highly decisive and they cannot stand procrastination or distractions. They will usually have a schedule they follow to make sure everything is moving at a quick pace. They are skilled at breaking down large projects into bite-sized steps and they will pay attention to anything that is illogical, inefficient or ineffective.

♦ This pattern has a reputation as being good at achieving their goals. They like getting things done in the external world and find meaning in it. Just make sure that goals are practical as nothing annoys a Director more than the abstract and short-term rather than long-term. They tend to live more in the moment and find motivation in getting things done now.

E. Hunter™'s comments regarding goals, as told to Stratton Oakmont™:

They are extremely difficult to work with if their goals are required to be altered to those of the corporation. This is due to their 'my way or the highway' outlook. They can be loathed accordingly. They can also be very difficult to manage especially by weak managers (such as the Practitioner).

E. Hunter™'s comments regarding rapport, as told to Stratton Oakmont™:

The High D is just that - dominant. They have natural leadership abilities that make it easy for them to initiate a conversation. The central aspect that a High D must follow is the approach. At times, they can be automatically intimidating by coming across as too strong, too direct, too intrusive or some or all of these three. The correct Oxor Imposition™ contemplates aiming to have a softer approach when building relationships by being positive and empathetic if the conversation is steered in that direction. Smiling and showing interest in others by asking open-ended questions can also help soften the traditional domineering approach. You learned this here.

E. Hunter™'s comments regarding masked ability, as told to Stratton Oakmont™:

MAKING WORKABLE PLANS AT A MOMENT’S NOTICE.

The intensely practical Director excels at crafting plans that will not only solve problems but actually work. They can see problems in a system and find the most efficient ways to fix them, as well as the most effective ways to implement their plans. Organization and planning come naturally to them and they thrive when given challenges that require those strengths.

Specific attributes relating to who they are at work:

THE EFFICIENT ORGANIZER. Is a pragmatic decision-maker who is traditional, organized, hard-working, methodical and loyal. If your business was a sports team, they would be the veteran captain.

E. Hunter™'s comments regarding How you work with™, as told to Stratton Oakmont™:

They love to organize themselves, other people and the world around them. This can be an asset but can also cause them to come across as bossy and aggressive – particularly when they are dishing out instructions without any face-to-face contact. They often need to be reminded to be tactful with others, particularly in an environment where they are primarily communicating via email or messaging and leaving their sentences open to greater interpretation.

 

2. What are More Goals, Rapport & How to work with™ for the Developer - ENTJ?

∴ Leadership Context™: Efficiency, vision, military, large corporation

Broad-brush style relating to goals:

♦ Enjoys discussing their ideas and goals out-loud with others.
♦ Comes to firm decisions quickly.
♦ Usually has a singular focus.
♦ Appreciates goals that are measurable.
♦ Works in a methodical fashion.
♦ Enjoys being part of a team.
♦ Tends to determine early on in their life what their goals should be. ♦ Tends to live intentionally and methodically and they have a strong focus on time. ♦ More likely to get impatient and worked up over deadlines because they are so conscious of them and so determined to accomplish things ahead of schedule. ♦ Can be very hard on themselves when they fail to achieve their objectives in a timely manner. ♦ While they tend to be productive and methodical, they can also run the risk of being pushy to the people around them. If they believe a goal is in the best interest of 'the group', they may have very little tolerance for people who are not fully on-board. They may assume that other people are also interested in achieving an objective when they have not actually voiced their approval. That said, they are also great motivators and can be a unifying force in getting a team to work efficiently, the Director and the Developer whereas the Persuader and the Appraiser prefer harmony.
♦ The Director and the Appraiser focus on structure, order and getting goals achieved in a sequential set of steps. They are usually good at the logistics-side of goal-achievement. The Achiever tends to know where to put people and the roles that will meet their needs most fully. The Director tends to know which processes are inefficient or which are slowing people down. Both of these patterns tend to be responsible and methodical, working step-by-step until an objective is attained. Both can also run the risk of getting caught up in the details or a project and losing sight of the overall big picture. ♦ The Director and the Persuader focus on the long-term impacts of whatever goals they are trying to achieve. They tend to think ten-steps ahead of wherever they are in the present moment. Looking to the future, they envision where they want to be and then backtrack to figure out how to get there. They are usually insightful, progressive and determined. At the same time, they can get tripped up because they are so focussed on the big picture that they lose sight of details that are important but which they view 'insignificant'.

Specific attributes relating to goals:

♦ Together with the Director, plans out their objectives well in advance and organizes everything they can to achieve those objectives as quickly as possible. They are motivated by making decisions, checking items off a list and having closure. They are highly decisive and they cannot stand procrastination or distractions. They will usually have a schedule they follow to make sure everything is moving at a quick pace. They are skilled at breaking down large projects into bite-sized steps and they will pay attention to anything that is illogical, inefficient or ineffective.

♦ The Developer is probably the best pattern when it comes to setting and meeting goals. They are ambitious, have big dreams and nothing makes them happier than taking action to meet those big goals. The best way is for them to let themselves dream and plan. Even if the goals seem too big, with the driven mind and personality it may be that they are left in the dust and things move on.

E. Hunter™'s comments regarding goals, as told to Stratton Oakmont™:

They are have a well earned reputation as the bully. Followers, generally the High S's and the Practitioner may like them though as they, the followers, are not involved in the decisions!

E. Hunter™'s comments regarding rapport, as told to Stratton Oakmont™:

The High D is just that - dominant. They have natural leadership abilities that make it easy for them to initiate a conversation. The central aspect that a High D must follow is the approach. At times, they can be automatically intimidating by coming across as too strong, too direct, too intrusive or some or all of these three. The correct Oxor Imposition™ contemplates aiming to have a softer approach when building relationships by being positive and empathetic if the conversation is steered in that direction. Smiling and showing interest in others by asking open-ended questions can also help soften the traditional domineering approach. You learned this here.

E. Hunter™'s comments regarding masked ability, as told to Stratton Oakmont™:

CREATING STRUCTURE OUT OF CHAOS.

The Developer is efficient and insightful who can quickly see through problems and figure out effective solutions. Whether it is an inefficient work flow or a chaotic system for living your life, they can figure out a way to restructure that chaos into an order that is personalized to your needs and has the potential to work long-term.

Specific attributes relating to who they are at work:

THE DECISIVE STRATEGIST. A logical planner who loves breaking down boundaries and identifying solutions. They value knowledge and have little patience with inefficiency. Above all, they are about goal-setting, structure and organization. They are generally charismatic and confident and can motivate others behind a common goal.

E. Hunter™'s comments regarding How you work with™, as told to Stratton Oakmont™:

They naturally likes big pictures and big decisions and that can create problems when working from home. They do not always see the finer details when implementing plans and, in a remote working environment, that puts them at greater risk of pushing through decisions without properly taking in the views of others. To truly excel, they need to remember the necessary balance between directing and consulting.

 

3. What are More Goals, Rapport & How to work with™ for the Results - ESTP?

∴ Leadership Context™: Sports leaders, team captains, entrepreneurial leaders

♦ Explores all the alternatives out-loud first.
♦ Verbalizes the possibilities.
♦ Continually redefines goals.
♦ Becomes intimidating and argumentative if they feel their options are being narrowed.
♦ Moves towards goals in bursts of energy and inspiration.
♦ Works spontaneously rather than methodically.
♦ Enjoys mixing work with play and possesses a high tolerance for interruptions.
♦ Tends to explore alternatives and possibilities for a great deal of time before they settle down and accomplish a singular objective (Promoter excluded as they are woeful finishers).
♦ Will want to argue about the goal for a while. Sometimes this can be very frustrating indeed for subordinates and others in such situations to get a clear picture of exactly what the goals actually are.
♦ Goals can change overnight or even in mid-sentence as items are refined verbally and feedback is sought from others.
♦ Possesses an exploratory style and hates feeling tied down. If they are pushed towards one singular goal too quickly they feel confined and become rebellious and sometimes obnoxious. Likes doing things that have never been done before and they greatly prize independence. Accordingly, they tend to venture towards entrepreneurial objectives. They also like to get frequent changes-of-scenery throughout the process of achieving a goal. They want to get up and move around, stretch their legs, open a new tab on their Internet browser etc. etc. Variety inspires and stimulates them and sameness bores them.
♦ Enjoys theorizing about possibilities, hypothesizing about the future and discussing novel enterprises. Goals that revolve around personal-growth, innovation and stepping away from tradition have strong appeal to the Inspirational and the Promoter.
♦ Enjoys a lot of action. They want to be up moving around and getting their hands on things. They enjoy a challenge or a gamble and have a high tolerance for risk. Concrete goals that require quick thinking and physical prowess tend to appeal to the Director and the Counselor.

Specific attributes relating to goals:

♦ Together with the Inspirational, are more motivated to achieve their goals when they are being challenged or are competing against others. Trying to lose 5 kg? These types will be more motivated if they are competing against their friends to see who can do the most sit-ups, push-ups, etc.. They are also concerned with the underlying logic of the goal they are working on. They will categorize the different facets of the goal, prioritize each part of the process and work with precision.

♦ Often often has trouble sacrificing the present, all the things that they could be doing and experiencing, for the future that a goal offers. This is one of their biggest problems with goal setting and they will often abandon their goals if they get in the way of their present enjoyment. They need practical, short-term goals that they can see a clear need for. Long-term or big goals are not motivating for this pettern but they do like to get things accomplished so smaller goals will work well at driving them forward.

E. Hunter™'s comments regarding goals, as told to Stratton Oakmont™:

Put them in a competitive situation and they will really go well, especially in a crisis.

E. Hunter™'s comments regarding rapport, as told to Stratton Oakmont™:

The High D is just that - dominant. They have natural leadership abilities that make it easy for them to initiate a conversation. The central aspect that a High D must follow is the approach. At times, they can be automatically intimidating by coming across as too strong, too direct, too intrusive or some or all of these three. The correct Oxor Imposition™ contemplates aiming to have a softer approach when building relationships by being positive and empathetic if the conversation is steered in that direction. Smiling and showing interest in others by asking open-ended questions can also help soften the traditional domineering approach. You learned this here.

E. Hunter™'s comments regarding masked ability, as told to Stratton Oakmont™:

FAST REFLEXES.

The Results brain is wired to respond quickly when things around them go in an unexpected direction. The 'tennis hop' is the favourite function of the Results. Their brains are always ready for whatever the world throws their way just like a tennis player constantly anticipates the ball’s next move.

Specific attributes relating to who they are at work:

THE ENERGETIC PROBLEM SOLVER. They are a risk taker who thrives on solving big problems at a fast pace. They are passionate about their pursuits but can also get impatient with longer-term projects as they suffer from a short attention span. Entrepreneurs can be a major asset to any team, but they can also be hard to manage because they are not particularly respectful of rules.

E. Hunter™'s comments regarding How you work with™, as told to Stratton Oakmont™:

They love to organize themselves, other people and the world around them. This can be an asset but can also cause them to come across as bossy and aggressive – particularly when they are dishing out instructions without any face-to-face contact. They often need to be reminded to be tactful with others, particularly in an environment where they are primarily communicating via email or messaging and leaving their sentences open to greater interpretation.

 

4. What are More Goals, Rapport & How to work with™ for the Inspirational - ENTP?

∴ Leadership Context™: Cultural innovation and progress

Broad-brush style relating to goals:

♦ Explores all the alternatives out-loud first.
♦ Verbalizes the possibilities.
♦ Continually redefines goals.
♦ Becomes intimidating and argumentative if they feel their options are being narrowed.
♦ Moves towards goals in bursts of energy and inspiration.
♦ Works spontaneously rather than methodically.
♦ Enjoys mixing work with play and possesses a high tolerance for interruptions.
♦ Tends to explore alternatives and possibilities for a great deal of time before they settle down and accomplish a singular objective (Promoter excluded as they are woeful finishers).
♦ Will want to argue about the goal for a while. Sometimes this can be very frustrating indeed for subordinates and others in such situations to get a clear picture of exactly what the goals actually are.
♦ Goals can change overnight or even in mid-sentence as items are refined verbally and feedback is sought from others.
♦ Possesses an exploratory style and hates feeling tied down. If they are pushed towards one singular goal too quickly they feel confined and become rebellious and sometimes obnoxious. Likes doing things that have never been done before and they greatly prize independence. Accordingly, they tend to venture towards entrepreneurial objectives. They also like to get frequent changes-of-scenery throughout the process of achieving a goal. They want to get up and move around, stretch their legs, open a new tab on their Internet browser etc. etc. Variety inspires and stimulates them and sameness bores them.
♦ Enjoys theorizing about possibilities, hypothesizing about the future and discussing novel enterprises. Goals that revolve around personal-growth, innovation and stepping away from tradition have strong appeal to the Inspirational and the Promoter.
♦ Enjoys a lot of action. They want to be up moving around and getting their hands on things. They enjoy a challenge or a gamble and have a high tolerance for risk. Concrete goals that require quick thinking and physical prowess tend to appeal to the Director and the Counselor.

Specific attributes relating to goals:

♦ Together with the Results, are more motivated to achieve their goals when they are being challenged or are competing against others. Trying to lose 5 kg? These types will be more motivated if they are competing against their friends to see who can do the most sit-ups, push-ups, etc.. They are also concerned with the underlying logic of the goal they are working on. They will categorize the different facets of the goal, prioritize each part of the process and work with precision.

♦ Setting goals is usually not much of a problem as they are famous for their big dreams. Where they have a problem is sticking to the goal to the very end. They like to explore and change and the idea of being locked into one goal for a long time is stifling. So it is best to ensure that they get plenty of novelty in other parts of their life. They should set goals for their career, but feed the restless brain in their personal life, in their relationships and in their hobbies. This will help to cut down on the urge to run after the next amazing thing that flies by.

E. Hunter™'s comments regarding goals, as told to Stratton Oakmont™:

Put them in a situation where debate flourishes and they can be very effective.

E. Hunter™'s comments regarding rapport, as told to Stratton Oakmont™:

The High D is just that - dominant. They have natural leadership abilities that make it easy for them to initiate a conversation. The central aspect that a High D must follow is the approach. At times, they can be automatically intimidating by coming across as too strong, too direct, too intrusive or some or all of these three. The correct Oxor Imposition™ contemplates aiming to have a softer approach when building relationships by being positive and empathetic if the conversation is steered in that direction. Smiling and showing interest in others by asking open-ended questions can also help soften the traditional domineering approach. You learned this here.

E. Hunter™'s comments regarding masked ability, as told to Stratton Oakmont™:

FINDING UNCONVENTIONAL SOLUTIONS.

The Inspirational can make figuring out solutions for problems that others think are impossible to solve seem like childs’ play. They are masters of invention, whether it is crafting a super suit in a cave from spare parts or offering a new way of looking at the problems facing your business. Their quick-wittedness and unique way of thinking gives them an unconventional brand of creativity.

Specific attributes relating to who they are at work:

THE ENTERPRISING EXPLORER. They are a charismatic intellectual who enjoys pulling strings. Many CEOs are of this pattern. They are logical, rational and objective but need constant mental stimulation. Often leaders and managers, they prefer to focus on big ideas and resist repetitive tasks and routines.

E. Hunter™'s comments regarding How you work with™, as told to Stratton Oakmont™:

They are a debater and, predictably are very good at debating, so it makes sense to play to their strengths. They tend to be great on new ideas and products together with bigger discussions about how to move the business or organization forward. They are also adept at impressing clients and pitching for new business, so put them on any game-changing Zoom calls. A bit of caution is needed as it might be wise to remind them to mute themselves occasionally because, if unchecked, they may dominate the conversation.

 

5. What are More Goals, Rapport & How to work with™ for the Persuader - ENFJ?

∴ Leadership Context™: Nonexistent leadership material, or common vision of change, social reforms and causes

Broad-brush style relating to goals:

♦ Enjoys discussing their ideas and goals out-loud with others.
♦ Comes to firm decisions quickly.
♦ Usually has a singular focus.
♦ Appreciates goals that are measurable.
♦ Works in a methodical fashion.
♦ Enjoys being part of a team.
♦ Tends to determine early on in their life what their goals should be. ♦ Tends to live intentionally and methodically and they have a strong focus on time. ♦ More likely to get impatient and worked up over deadlines because they are so conscious of them and so determined to accomplish things ahead of schedule. ♦ Can be very hard on themselves when they fail to achieve their objectives in a timely manner. ♦ While they tend to be productive and methodical, they can also run the risk of being pushy to the people around them. If they believe a goal is in the best interest of 'the group', they may have very little tolerance for people who are not fully on-board. They may assume that other people are also interested in achieving an objective when they have not actually voiced their approval. That said, they are also great motivators and can be a unifying force in getting a team to work efficiently, the Director and the Developer whereas the Persuader and the Appraiser prefer harmony.
♦ The Director and the Appraiser focus on structure, order and getting goals achieved in a sequential set of steps. They are usually good at the logistics-side of goal-achievement. The Achiever tends to know where to put people and the roles that will meet their needs most fully. The Director tends to know which processes are inefficient or which are slowing people down. Both of these patterns tend to be responsible and methodical, working step-by-step until an objective is attained. Both can also run the risk of getting caught up in the details or a project and losing sight of the overall big picture. ♦ The Director and the Persuader focus on the long-term impacts of whatever goals they are trying to achieve. They tend to think ten-steps ahead of wherever they are in the present moment. Looking to the future, they envision where they want to be and then backtrack to figure out how to get there. They are usually insightful, progressive and determined. At the same time, they can get tripped up because they are so focussed on the big picture that they lose sight of details that are important but which they view 'insignificant'.

Specific attributes relating to goals:

♦ Together with the Appraiser, plans out their objectives well in advance but are more open to modifications and compromise if the needs of people call for an adjustment. Most importantly is that unity and group cohesion is maintained. They are motivated by seeing people happy and being able to achieve closure. They may get so caught up in caring for other people that their individual goals are put on the back-burner indefinitely. This tends to frustrate them a lot! Both have a knack for getting people to co-operate and work together. The Appraiser is skilled in organizing people logistically and noticing things like health, well-being, stability or lack thereof. The Persuader is skilled at diplomacy, making sure everyone feels heard and foreseeing implications. They tend to aim towards idealistic and long-range visions.

♦ Extremely people focussed. They spend a lot of their time making sure that the people around them are happy now and will be happy in the future. This tendency has to be considered when they are setting goals. They need to choose goals that will not only improve their life but the lives of the people around them at the same time. And if that is not possible, at least make sure their goals will not cause harm to others. Otherwise, they might find that their motivation suddenly vanishes when they realize what is about to happen.

E. Hunter™'s comments regarding goals, as told to Stratton Oakmont™:

They can sell ice to the Eskimos and are often at the forefront of causes. They tend to interfere. Many Social Justice Warriors are Persuaders. Click here

E. Hunter™'s comments regarding rapport, as told to Stratton Oakmont™:

The High I can shine in building rapport at networking events. They have a well known reputation to be social butterflies in groups. However, they still need to proceed with caution - something that is seldom acknowledged. The desire to socialize and be the center of attention can be so intense at times that they can overpower a conversation. They are generally poor listeners as they are waiting to spit out the next sentence. They should be asking the other person to expand on a subject they are speaking about and, most importantly, not interrupt while someone is still talking. A classic High I trait. Making people feel comfortable is a massive strength of a High I. The Oxor Method™ contemplates making adjustments to communication styles can well lead to an abundance of strong relationships in a crowded room. But High Is rarely use the method - they do not have a sufficiently well endowed concentration span to study it. You learned this here.

E. Hunter™'s comments regarding masked ability, as told to Stratton Oakmont™:

SEEING OTHERS’ POTENTIAL.

There is a good chance that not only is the Persuader perceived to be a natural leader, they are fantastic at seeing others’ potential. They are compassionate, empathetic people who can see how amazing other people can become. And they also have the insight needed to help encourage others to achieve their potential.

Specific attributes relating to who they are at work:

THE COMPASSIONATE FACILITATOR. They are more of a community leader rather than a fair dinkum business leader. Unlike the Inspirational, they are driven more by intuition and feelings than logic and rationality. If they are managers, they are the inspirational type: extremely driven but also extremely empathetic to the needs of those around them.

E. Hunter™'s comments regarding How you work with™, as told to Stratton Oakmont™:

They are a people-focussed diplomat who tends to forget their own needs in favour of the greater good. This can sometimes be detrimental – not just in terms of burnout, but also when completing their own tasks. However, the positives tend to vastly outweigh the negatives; providing you like you like an interferer in your life. They are a useful resource to lead group discussions, even if they are not in a leadership role. This is because they excel at doing this. They are good as a go-to Zoom meeting host and being at the heart of any situation involving discussion, consensus and the bringing together of people and ideas.

 

6. What are More Goals, Rapport & How to work with™ for the Appraiser - ESFJ

∴ Leadership Context™: Local community, activities and their welfare

Broad-brush style relating to goals:

♦ Enjoys discussing their ideas and goals out-loud with others.
♦ Comes to firm decisions quickly.
♦ Usually has a singular focus.
♦ Appreciates goals that are measurable.
♦ Works in a methodical fashion.
♦ Enjoys being part of a team.
♦ Tends to determine early on in their life what their goals should be. ♦ Tends to live intentionally and methodically and they have a strong focus on time. ♦ More likely to get impatient and worked up over deadlines because they are so conscious of them and so determined to accomplish things ahead of schedule. ♦ Can be very hard on themselves when they fail to achieve their objectives in a timely manner. ♦ While they tend to be productive and methodical, they can also run the risk of being pushy to the people around them. If they believe a goal is in the best interest of 'the group', they may have very little tolerance for people who are not fully on-board. They may assume that other people are also interested in achieving an objective when they have not actually voiced their approval. That said, they are also great motivators and can be a unifying force in getting a team to work efficiently, the Director and the Developer whereas the Persuader and the Appraiser prefer harmony.
♦ The Director and the Appraiser focus on structure, order and getting goals achieved in a sequential set of steps. They are usually good at the logistics-side of goal-achievement. The Achiever tends to know where to put people and the roles that will meet their needs most fully. The Director tends to know which processes are inefficient or which are slowing people down. Both of these patterns tend to be responsible and methodical, working step-by-step until an objective is attained. Both can also run the risk of getting caught up in the details or a project and losing sight of the overall big picture. ♦ The Director and the Persuader focus on the long-term impacts of whatever goals they are trying to achieve. They tend to think ten-steps ahead of wherever they are in the present moment. Looking to the future, they envision where they want to be and then backtrack to figure out how to get there. They are usually insightful, progressive and determined. At the same time, they can get tripped up because they are so focussed on the big picture that they lose sight of details that are important but which they view 'insignificant'.

Specific attributes relating to goals:

♦ Together with the Persuader, plans out their objectives well in advance but are more open to modifications and compromise if the needs of people call for an adjustment. Most importantly is that unity and group cohesion is maintained. They are motivated by seeing people happy and being able to achieve closure. They may get so caught up in caring for other people that their individual goals are put on the back-burner indefinitely. This tends to frustrate them a lot! Both have a knack for getting people to co-operate and work together. The Appraiser is skilled in organizing people logistically and noticing things like health, well-being, stability or lack thereof. The Persuader is skilled at diplomacy, making sure everyone feels heard and foreseeing implications. They tend to aim towards idealistic and long-range visions.

♦ Most are task orientated as well as people orientated and love to get things accomplished. This makes them happy to set and work towards their goals. Their only weakness in this area is a tendency to focus too much on the now. For them to achieve and grow, they need to consider the future they want and set long-term goals for their life.

E. Hunter™'s comments regarding goals, as told to Stratton Oakmont™:

These are the very good sport coaches, or similar.

E. Hunter™'s comments regarding rapport, as told to Stratton Oakmont™:

The High I can shine in building rapport at networking events. They have a well known reputation to be social butterflies in groups. However, they still need to proceed with caution - something that is seldom acknowledged. The desire to socialize and be the center of attention can be so intense at times that they can overpower a conversation. They are generally poor listeners as they are waiting to spit out the next sentence. They should be asking the other person to expand on a subject they are speaking about and, most importantly, not interrupt while someone is still talking. A classic High I trait. Making people feel comfortable is a massive strength of a High I. The Oxor Method™ contemplates making adjustments to communication styles can well lead to an abundance of strong relationships in a crowded room. But High Is rarely use the method - they do not have a sufficiently well endowed concentration span to study it. You learned this here.

E. Hunter™'s comments regarding masked ability, as told to Stratton Oakmont™:

SENSING OTHERS’ NEEDS.

The Appraiser has a remarkable ability to see what others need. They love deeply and the closer they are to someone, the more likely they are to always know exactly what that person needs and how to help them. Creating harmony among the people around them and keeping them happy and safe is a priority and they often know exactly how to do that.

Specific attributes relating to who they are at work:

THE SUPPORTIVE CONTRIBUTOR. They are a nurturing caregiver who thrives on serving the collective. They are sociable, kind and considerate – and will typically put others’ needs first. They will be the ones messaging colleagues directly to check on their wellbeing, while trying to organize online quizzes and virtual happy hours.

E. Hunter™'s comments regarding How you work with™, as told to Stratton Oakmont™:

They are a pretty good project manager as people love working for them. They are organized, as well as thoughtful, so are ideal for bringing projects together on time. Thanks to their caring, patient nature, they would also be a strong choice for face to face or remote employee induction sessions.

 

7. What are More Goals, Rapport & How to work with™ for the Promoter - ENFP?

∴ Leadership Context™: Nonexistent leadership material or literature and inspirational arts

Broad-brush style relating to goals:

♦ Explores all the alternatives out-loud first.
♦ Verbalizes the possibilities.
♦ Continually redefines goals.
♦ Becomes intimidating and argumentative if they feel their options are being narrowed.
♦ Moves towards goals in bursts of energy and inspiration.
♦ Works spontaneously rather than methodically.
♦ Enjoys mixing work with play and possesses a high tolerance for interruptions.
♦ Tends to explore alternatives and possibilities for a great deal of time before they settle down and accomplish a singular objective (Promoter excluded as they are woeful finishers).
♦ Will want to argue about the goal for a while. Sometimes this can be very frustrating indeed for subordinates and others in such situations to get a clear picture of exactly what the goals actually are.
♦ Goals can change overnight or even in mid-sentence as items are refined verbally and feedback is sought from others.
♦ Possesses an exploratory style and hates feeling tied down. If they are pushed towards one singular goal too quickly they feel confined and become rebellious and sometimes obnoxious. Likes doing things that have never been done before and they greatly prize independence. Accordingly, they tend to venture towards entrepreneurial objectives. They also like to get frequent changes-of-scenery throughout the process of achieving a goal. They want to get up and move around, stretch their legs, open a new tab on their Internet browser etc. etc. Variety inspires and stimulates them and sameness bores them.
♦ Enjoys theorizing about possibilities, hypothesizing about the future and discussing novel enterprises. Goals that revolve around personal-growth, innovation and stepping away from tradition have strong appeal to the Inspirational and the Promoter.
♦ Enjoys a lot of action. They want to be up moving around and getting their hands on things. They enjoy a challenge or a gamble and have a high tolerance for risk. Concrete goals that require quick thinking and physical prowess tend to appeal to the Director and the Counselor.

Specific attributes relating to goals:

♦ Together with the Counselor, are more motivated to achieve their goals when there is a personal value that aligns with their objectives. Are they animal lovers? Dog-walking 5x a week will probably help them stick with their exercise goals better than walking alone. They are also more motivated to stick with their goals when they work as a team with other individuals. Having human companionship and encouragement keeps them focussed and helps their tasks to feel less like a 'chore'.

♦ Loves new things. This quality leads them to explore the world and their life, but it can be a problem in goal setting and achievement. They usually set goals easily, but then get bored and abandon them or find something more interesting to do. If they need to set a goal, they also need to have measures in place to keep them on track. It will also help if they ensure that their goals are in alignment with their deepest values and beliefs.

E. Hunter™'s comments regarding goals, as told to Stratton Oakmont™:

Abjectly hopeless finishers who can become very toxic. Many Social Justice Warriors are Promoters. Click here

E. Hunter™'s comments regarding rapport, as told to Stratton Oakmont™:

The High I can shine in building rapport at networking events. They have a well known reputation to be social butterflies in groups. However, they still need to proceed with caution - something that is seldom acknowledged. The desire to socialize and be the center of attention can be so intense at times that they can overpower a conversation. They are generally poor listeners as they are waiting to spit out the next sentence. They should be asking the other person to expand on a subject they are speaking about and, most importantly, not interrupt while someone is still talking. A classic High I trait. Making people feel comfortable is a massive strength of a High I. The Oxor Method™ contemplates making adjustments to communication styles can well lead to an abundance of strong relationships in a crowded room. But High Is rarely use the method - they do not have a sufficiently well endowed concentration span to study it. You learned this here.

E. Hunter™'s comments regarding masked ability, as told to Stratton Oakmont™:

GENERATING UNUSUAL POSSIBILITIES.

Among the most energetic, imaginative and driven pattern, the Promoter possess the ability to imagine endless possibilities. They do not just stop with imagination, though. They have a drive to succeed and grow and explore and they are happy to take others along with them on this grand adventure, that is never completed.

Specific attributes relating to who they are at work:

THE IMAGINATIVE MOTIVATOR. They are perceptive people-pleasers, who love to experiment and explore. They have a strong, intuitive nature and like to be around others, operating from feelings above logic. Crucially, they are motivated more by heartfelt goals than by money. But they can be toxic.

E. Hunter™'s comments regarding How you work with™, as told to Stratton Oakmont™:

They excel at both idea-generation and collaborative projects, so they would be a major asset in brainstorming sessions and any big picture thinking. Their weakness is that they are definitely not the best starters nor finishers so deadlines are almost always an issue. That can be exacerbated when working remotely, when they do not always see messages or respond quickly enough to colleagues. As a result, they often need gently or close managing in order to realize their high creative value or to do what is set down to be done by the hierarchy. They have a micro attention span.

 

8. What are More Goals, Rapport & How to work with™ for the Counselor - ESFP

∴ Leadership Context™: Showbusiness (Actors, musicians, hosts etc.)

Broad-brush style relating to goals:

♦ Explores all the alternatives out-loud first.
♦ Verbalizes the possibilities.
♦ Continually redefines goals.
♦ Becomes intimidating and argumentative if they feel their options are being narrowed.
♦ Moves towards goals in bursts of energy and inspiration.
♦ Works spontaneously rather than methodically.
♦ Enjoys mixing work with play and possesses a high tolerance for interruptions.
♦ Tends to explore alternatives and possibilities for a great deal of time before they settle down and accomplish a singular objective (Promoter excluded as they are woeful finishers).
♦ Will want to argue about the goal for a while. Sometimes this can be very frustrating indeed for subordinates and others in such situations to get a clear picture of exactly what the goals actually are.
♦ Goals can change overnight or even in mid-sentence as items are refined verbally and feedback is sought from others.
♦ Possesses an exploratory style and hates feeling tied down. If they are pushed towards one singular goal too quickly they feel confined and become rebellious and sometimes obnoxious. Likes doing things that have never been done before and they greatly prize independence. Accordingly, they tend to venture towards entrepreneurial objectives. They also like to get frequent changes-of-scenery throughout the process of achieving a goal. They want to get up and move around, stretch their legs, open a new tab on their Internet browser etc. etc. Variety inspires and stimulates them and sameness bores them.
♦ Enjoys theorizing about possibilities, hypothesizing about the future and discussing novel enterprises. Goals that revolve around personal-growth, innovation and stepping away from tradition have strong appeal to the Inspirational and the Promoter.
♦ Enjoys a lot of action. They want to be up moving around and getting their hands on things. They enjoy a challenge or a gamble and have a high tolerance for risk. Concrete goals that require quick thinking and physical prowess tend to appeal to the Director and the Counselor.

Specific attributes relating to goals:

♦ Together with the Promoter, are more motivated to achieve their goals when there is a personal value that aligns with their objectives. Are they animal lovers? Dog-walking 5x a week will probably help them stick with their exercise goals better than walking alone. They are also more motivated to stick with their goals when they work as a team with other individuals. Having human companionship and encouragement keeps them focussed and helps their tasks to feel less like a 'chore'.

♦ Have a key blind spot when it comes to goals. They are not usually interested in or motivated by the long term, so their goals tend to be limited. This results in being able to very much enjoy the moment, but tend to move through life without clear direction. They really need to learn to think about life in a more strategic way, at least some of the time.

E. Hunter™'s comments regarding goals, as told to Stratton Oakmont™:

Can be distracted from goals by opportunities to be the centre of attention. A poor goal setter which leads to being a poor leader.

E. Hunter™'s comments regarding rapport, as told to Stratton Oakmont™:

The High I can shine in building rapport at networking events. They have a well known reputation to be social butterflies in groups. However, they still need to proceed with caution - something that is seldom acknowledged. The desire to socialize and be the center of attention can be so intense at times that they can overpower a conversation. They are generally poor listeners as they are waiting to spit out the next sentence. They should be asking the other person to expand on a subject they are speaking about and, most importantly, not interrupt while someone is still talking. A classic High I trait. Making people feel comfortable is a massive strength of a High I. The Oxor Method™ contemplates making adjustments to communication styles can well lead to an abundance of strong relationships in a crowded room. But High Is rarely use the method - they do not have a sufficiently well endowed concentration span to study it. You learned this here.

E. Hunter™'s comments regarding masked ability, as told to Stratton Oakmont™:

AMPING UP THE ENERGY OF THE ROOM.

The Counselor is known for their optimism and energy and they also have the ability to enjoy every moment while inspiring others to do the same. With their unique, hopeful perspective on the world and their deep concern for what is right and good, they can help others find the light even in the darkest times. They are also very observant and they are likely to pick up on it when the people around them need a little brightness injected into their day.

Specific attributes relating to who they are at work:

THE ENTHUSIASTIC IMPROVISER. They are the life and soul of the workplace who likes to show up and show off. They are energetic, enthusiastic and natural performers who often end up in creative or artistic professions. But while they love the spotlight they are also sympathetic, warm and generous.

E. Hunter™'s comments regarding How you work with™, as told to Stratton Oakmont™:

They need to be given time to sparkle in front of others, so remote working can drain them. Wherever possible, it can be beneficial to have them involved in videos, voiceovers, podcasts or any project that involves creative performance. They will also be superb in remote pitches, as they will bring a persuasive energy which could otherwise be lacking by others when using Zoom.

 

9. What are More Goals, Rapport & How to work with™ for the Specialist - ISFP

∴ Leadership Context™: Visual arts

Broad-brush style relating to goals:

♦ Collects information about possible goals.
♦ Spends time alone sifting through the information.
♦ Explores possibilities either alone or one-on-one with a trusted friend.
♦ Needs time to reflect after discussions about goals with others.
♦ Are often inwardly resolute but outwardly appear flexible.
♦ Tends to work well independently.
♦ Tends to start goals with a very firm idea of what they want. From that stance of resolute-focus, they then look outwards for possibilities, alternatives and other perspectives. A suggestion is to imagine their thinking process like a diamond; starting with closure, moving out towards possibilities and alternatives, then back towards closure again. They are typically focused on living a meaningful, purposeful life without a lot of outside boundaries and restrictions. Their goals are for their joy and pleasure or for a value or cause that they hold dear. They are not very motivated by external pressures and a lot of awards or accolades. Their goals are often driven by an inner vision that they may not even share with others. It is very common for them to achieve a goal beneath-the-radar, only to surprise their friends and family members when they have accomplished something nobody realized they were aiming for. They explores all the alternatives out aloud first.
♦ Are conceptualizers and theorists, imagining all the possibilities and abstract relationships between things.
♦ The Perfectionist and the Agent are very imaginative and enjoy adding to their goals through quiet periods of envisioning and foreseeing. They may call up a trusted friend and brainstorm ideas, alternatives, or ways they could continually improve on their projects and ideas. They will try to find new ways to achieve things rather than relying on traditional methods. The original idea might resemble the roots or stump of a tree and then, during the exploration process they will develop many branches of related possibilities and objectives.
♦ The Specialist and the Achiever, however, move from a firm decision or viewpoint to exploring ways to physically improving upon their idea. What details could improve their project or goal? What additions or alternatives could make it really stand out? For example, if an Achiever has a goal to design a backpack, they might think about how they could create specialized pockets for iPhones and tablets. If a Specialist wanted to lose 5 kg, they might think about how they should focus on waist measurements more than kgs and look up the best ways to whittle away at the waist.

Specific attributes relating to goals:

♦ Together with the Agent are more motivated to achieve their goals when they align with their personal values. Both types are highly creative and purposeful and will usually put a lot of themselves and their passion into whatever they do. They often struggle with breaking large goals down into achievable steps. They may rely upon the Director or Objective Thinker to help them to break down large projects and streamline them into a more manageable process.

♦ Can seem aimless to other, more driven types. They are present focussed, need a lot of freedom and autonomy and have trouble planning for the future. They need to ensure that their goals are based on behaviours and actions as they are probably very action focused. Goals that are abstract and impractical will demotivate them every time.

E. Hunter™'s comments regarding goals, as told to Stratton Oakmont™:

They do not have a reputation of being the occupier of leadership positions. If they are, they will probably be reasonably ineffective, at best.

E. Hunter™'s comments regarding rapport, as told to Stratton Oakmont™:

The High S has a major strength in that they have a reputation for being very friendly. It can be challenging for these patterns to adjust to a new environment or to initiate a conversation without a co-worker by their side. This is the reluctance to accept change. Even though starting a conversation alone can seem tricky, once they get the hang of the Oxor Method™ and feel comfortable, they will be a natural listener, quite confident and come across as being very understanding and have a lot of patience. It is likely that they will be more apt to give other patterns the chance to create a relationship as relationships are important. The Oxor Method™ contemplates initiating a conversation by conversing about a similar work interest or complimenting a piece of jewellery or clothing a networking colleague might be wearing. You learned this here.

E. Hunter™'s comments regarding masked ability, as told to Stratton Oakmont™:

HOLDING SPACE FOR INDIVIDUALITY.

Like other 'FP's, most Specialists have a rock-solid sense of what is good and right. They have strong morals and values which are very difficult to sway. Compromising their integrity or letting themselves be controlled is anathema to this type. They will also fight to safeguard other peoples’ rights to hold their own truths.

Specific attributes relating to who they are at work:

THE VERSATILE SUPPORTER. They are a sensitive doer who thrives when creating for others. They are warm, approachable, friendly and averse to confrontation. They also see the value of exploring new things and discovering new experiences.

E. Hunter™'s comments regarding How you work with™, as told to Stratton Oakmont™:

They like to live in the moment and can become completely wrapped up in their work. Working from home and without colleagues physically monitoring them can cause burn out quite easily. They need to be reminded to take an hour for lunch and finish the working day at a reasonable time. Their energy is an asset, but it sometimes needs to be harnessed and directed in the right direction by others.

 

10. What are More Goals, Rapport & How to work with™ for the Investigator - INFJ?

∴ Leadership Context™: Nonexistent leadership material or spiritual, religion

Broad-brush style relating to goals:

♦ Collects information about possible goals.
♦ Spends time alone assimilating information and reflecting on it.
♦ Looks outside to organize goals/create timelines/plan.
♦ May appear outwardly very decisive while they are inwardly still open to new alternatives and modifications.
♦ Needs time to think and reflect after discussing goals with others.
♦ Can be more competitive than they seem at first glance.
♦ Like like lots of time alone to map-out where they are going and how they will get there. ♦ Being pressured into a goal or objective before they have had time to independently analyze it will cause them to become stressed and irritable.
♦ Tends to enjoy to-do lists, planners and outlines that they can use to get their inner strategy mapped out in an external way.
♦ Can also seem more firm in their decisions than they actually are. They start their decision-making process from a phase of openness. They explore alternatives and perspectives, narrowing their options down to one best-fit goal. However, what others might see is only the decision they have made without realizing how much thought they have put into the decision first. ♦ Can procrastinate quite a bit until they have a very clear plan or direction forward.
♦ Are forward-thinking and visionary in their goals. They tend to leap into the distant future with their goals, envisioning a possibility or scenario that is abstract and distant. From that vision, they backtrack to try to create the road-map they will use to achieve that vision. ♦ Are insightful, imaginative, creative, and inventive.
♦ In their enthusiasm and visionary focus, they can lose sight of details and practical concerns. This may, but not often, cause them to forget important meetings, overlook minor flaws and push towards their vision at the expense of day-to-day concerns.
♦ Tend to be constantly thinking about their goals. Long term, short term, conceptual/big picture, s.m.a.r.t., mostly individual, some relational. They are constantly thinking about growth and what is next. Intentionality is important to them.
♦ Are meticulous and pragmatic in pursuit of their goals. They focus on the series of steps needed to achieve a goal and look out for details that might trip them up. They have a gift for creating contingency plans and using data from past experience, especially the Practitioner, to improve the odds of the objective being reached. Their persevering, down-to-earth nature serves them well and instills a sense of confidence in the people they guide.
♦ However, in their reliance on tried-and-true methods, they can dismiss new alternatives that might improve their ability to achieve goals. They might also get caught up in the details and be unsure how to move forward until every detail is absolutely perfect.

Specific attributes relating to goals:

♦ Together with the Practitioner, prizes harmony and inter-personal connection. They are skilled at unifying groups of people and catalyzing them towards a future goal. They help people to understand WHY they would want to reach a goal. These types are more motivated to achieve a goal if it will have some personal impact on them or a cause they care about. A lot of their goals have a humanitarian focus. The Investigator tends to create more abstract goals (personal growth/spirituality/long-range/conceptual) whereas Practitioner tends to have more concrete, specific, immediate goals (staying healthy/rescuing a certain amount of homeless puppies/achieving a high-grade in their classes).

♦ Often does not like setting goals. They are driven by what feels right, which can change from moment to moment and the idea of having set rules for what they want in life can seem stifling. The key is to set goals that they truly believe in with both their mind and their heart. No matter what area of their life they are trying to change, when they find and set a goal that is alignment with their heart and their mind, they will be absolutely unstoppable.

E. Hunter™'s comments regarding goals, as told to Stratton Oakmont™:

They can be very determined once they get going. This will apply even if their goals may be suspect - e.g. Adolf Hitler. Many Social Justice Warriors are Investigators. Click here

E. Hunter™'s comments regarding rapport, as told to Stratton Oakmont™:

The High S has a major strength in that they have a reputation for being very friendly. It can be challenging for these patterns to adjust to a new environment or to initiate a conversation without a co-worker by their side. This is the reluctance to accept change. Even though starting a conversation alone can seem tricky, once they get the hang of the Oxor Method™ and feel comfortable, they will be a natural listener, quite confident and come across as being very understanding and have a lot of patience. It is likely that they will be more apt to give other patterns the chance to create a relationship as relationships are important. The Oxor Method™ contemplates initiating a conversation by conversing about a similar work interest or complimenting a piece of jewellery or clothing a networking colleague might be wearing. You learned this here.

E. Hunter™'s comments regarding masked ability, as told to Stratton Oakmont™:

GETTING INTO OTHER PEOPLE’S SHOES.

The Investigator has a gift for really delving into the mindset of other individuals. They can see just about every position from multiple perspectives. It can be frustrating to see at least two sides to every argument but it can also make the Investigator an excellent peacemaker and communicator.

Specific attributes relating to who they are at work:

THE INSIGHTFUL VISIONARY. They are principled creatives who are quietly forceful but also intuitive about people and concerned about their colleagues’ feelings. They tend to be deep thinkers with bags of ideas.

E. Hunter™'s comments regarding How you work with™, as told to Stratton Oakmont™:

They can be very good with the entire hiring process particularly when that is considerably more difficult when done by Zoom. They tend to be excellent judges of character, so it would be a major asset to have them sit in on virtual interviews. It is unwise to put them centre stage in any Zoom meetings if that can be avoided. They do not thrive on attention and work far better behind the scenes.

 

11. What are More Goals, Rapport & How to work with™ for the Agent - INFP?

∴ Leadership Context™: Nonexistent leadership material, or Joan of Arc type of crusade for freedom and moral rights

Broad-brush style relating to goals:

♦ Collects information about possible goals.
♦ Spends time alone sifting through the information.
♦ Explores possibilities either alone or one-on-one with a trusted friend.
♦ Needs time to reflect after discussions about goals with others.
♦ Are often inwardly resolute but outwardly appear flexible.
♦ Tends to work well independently.
♦ Tends to start goals with a very firm idea of what they want. From that stance of resolute-focus, they then look outwards for possibilities, alternatives and other perspectives. A suggestion is to imagine their thinking process like a diamond; starting with closure, moving out towards possibilities and alternatives, then back towards closure again. They are typically focused on living a meaningful, purposeful life without a lot of outside boundaries and restrictions. Their goals are for their joy and pleasure or for a value or cause that they hold dear. They are not very motivated by external pressures and a lot of awards or accolades. Their goals are often driven by an inner vision that they may not even share with others. It is very common for them to achieve a goal beneath-the-radar, only to surprise their friends and family members when they have accomplished something nobody realized they were aiming for. They explores all the alternatives out aloud first.
♦ Are conceptualizers and theorists, imagining all the possibilities and abstract relationships between things.
♦ The Perfectionist and the Agent are very imaginative and enjoy adding to their goals through quiet periods of envisioning and foreseeing. They may call up a trusted friend and brainstorm ideas, alternatives, or ways they could continually improve on their projects and ideas. They will try to find new ways to achieve things rather than relying on traditional methods. The original idea might resemble the roots or stump of a tree and then, during the exploration process they will develop many branches of related possibilities and objectives.
♦ The Specialist and the Achiever, however, move from a firm decision or viewpoint to exploring ways to physically improving upon their idea. What details could improve their project or goal? What additions or alternatives could make it really stand out? For example, if an Achiever has a goal to design a backpack, they might think about how they could create specialized pockets for iPhones and tablets. If a Specialist wanted to lose 5 kg, they might think about how they should focus on waist measurements more than kgs and look up the best ways to whittle away at the waist.

Specific attributes relating to goals:

♦ Together with the Specialist are more motivated to achieve their goals when they align with their personal values. Both types are highly creative and purposeful and will usually put a lot of themselves and their passion into whatever they do. They often struggle with breaking large goals down into achievable steps. They may rely upon the Director or Objective Thinker to help them to break down large projects and streamline them into a more manageable process.

♦ Usually find setting goals and working towards them too constraining. They like to explore, to change, to act according to their internal compass and beliefs and the specificity of goals can feel like chains. They should try setting goals that are bigger and more open than most sources would recommend. e.g. aim to be a writer, rather than to write ten pages a day. And reserve the right to change their mind at any time according to what their emotions tell them.

E. Hunter™'s comments regarding goals, as told to Stratton Oakmont™:

The Agent lives in La La Land and will struggle on their own. They are abjectly hopeless leaders. Many Social Justice Warriors are Agents. Click here

E. Hunter™'s comments regarding rapport, as told to Stratton Oakmont™:

The High S has a major strength in that they have a reputation for being very friendly. It can be challenging for these patterns to adjust to a new environment or to initiate a conversation without a co-worker by their side. This is the reluctance to accept change. Even though starting a conversation alone can seem tricky, once they get the hang of the Oxor Method™ and feel comfortable, they will be a natural listener, quite confident and come across as being very understanding and have a lot of patience. It is likely that they will be more apt to give other patterns the chance to create a relationship as relationships are important. The Oxor Method™ contemplates initiating a conversation by conversing about a similar work interest or complimenting a piece of jewellery or clothing a networking colleague might be wearing. You learned this here.

E. Hunter™'s comments regarding masked ability, as told to Stratton Oakmont™:

CALMING PEOPLE WITH AUTHENTICITY.

Although they have strong convictions and loads of integrity, the Agent often manages to share their honest truths with calm and compassion. They can make the delivery of ideas that might seem confrontational coming from a more brusque type seem gentle and beautiful. With their strange ability, they can be powerful forces of reconciliation and peace.

Specific attributes relating to who they are at work:

THE THOUGHTFUL IDEALIST. They are a laidback ideas type with a well-developed value system. They can often get lost in their imaginations and daydreams. While they bring intensity and enthusiasm to projects, they often find it challenging to sustain their excitement for long periods of time. They can come across as being in La La Land.

E. Hunter™'s comments regarding How you work with™, as told to Stratton Oakmont™:

They tend to have very deep-seated values, which can cause problems because frustrations can stew when they are offended. This is amplified when working remotely as grievances can linger for longer, so managers need to encourage them to get any concerns out into the open. Otherwise, the key to getting the best out of them is to encourage and reinforce meaning in their work. In other words, if their projects align with their values, this group can be an unstoppable force.

 

12. What are More Goals, Rapport & How to work with™ for the Achiever - ISTP?

∴ Leadership Context™: Themselves, trades

Broad-brush style relating to goals:

♦ Collects information about possible goals.
♦ Spends time alone sifting through the information.
♦ Explores possibilities either alone or one-on-one with a trusted friend.
♦ Needs time to reflect after discussions about goals with others.
♦ Are often inwardly resolute but outwardly appear flexible.
♦ Tends to work well independently.
♦ Tends to start goals with a very firm idea of what they want. From that stance of resolute-focus, they then look outwards for possibilities, alternatives and other perspectives. A suggestion is to imagine their thinking process like a diamond; starting with closure, moving out towards possibilities and alternatives, then back towards closure again. They are typically focused on living a meaningful, purposeful life without a lot of outside boundaries and restrictions. Their goals are for their joy and pleasure or for a value or cause that they hold dear. They are not very motivated by external pressures and a lot of awards or accolades. Their goals are often driven by an inner vision that they may not even share with others. It is very common for them to achieve a goal beneath-the-radar, only to surprise their friends and family members when they have accomplished something nobody realized they were aiming for. They explores all the alternatives out aloud first.
♦ Are conceptualizers and theorists, imagining all the possibilities and abstract relationships between things.
♦ The Perfectionist and the Agent are very imaginative and enjoy adding to their goals through quiet periods of envisioning and foreseeing. They may call up a trusted friend and brainstorm ideas, alternatives, or ways they could continually improve on their projects and ideas. They will try to find new ways to achieve things rather than relying on traditional methods. The original idea might resemble the roots or stump of a tree and then, during the exploration process they will develop many branches of related possibilities and objectives.
♦ The Specialist and the Achiever, however, move from a firm decision or viewpoint to exploring ways to physically improving upon their idea. What details could improve their project or goal? What additions or alternatives could make it really stand out? For example, if an Achiever has a goal to design a backpack, they might think about how they could create specialized pockets for iPhones and tablets. If a Specialist wanted to lose 5 kg, they might think about how they should focus on waist measurements more than kgs and look up the best ways to whittle away at the waist.

Specific attributes relating to goals:

♦ Together with the Perfectionist, are motivated by curiosity and competition. They want to understand how things work and explore the underlying principles of how things are connected. If they are not curious about something, they are rarely interested in pursuing it. The Achiever thrives on challenging situations and enjoys taking life as it comes. They usually are jacks-of-all-trades with a knack for solving problems in the moment. The Perfectionist, however, is interested in theorizing, analyzing and learning. Their goals will often pertain to gathering knowledge, exploring new ideas or innovating something. The Achiever’s goals are often more concrete whereas the Perfectionist's goals tend to be more conceptual.

♦ Has a unique connection to the outer world that is their greatest gift and strength. They often set loose goals in this area of life and achieve them as well. However, this tendency does not always carry over to other parts of their life. They should continue with their physical pursuits but also try to stretch themselves in other areas. They can do this by setting small goals that push them outside of their favoured realm and let them experience a new part of the world around them.

E. Hunter™'s comments regarding goals, as told to Stratton Oakmont™:

Will go okay, especially if it involves fixing something. Otherwise they can be wayward.

E. Hunter™'s comments regarding rapport, as told to Stratton Oakmont™:

The High S has a major strength in that they have a reputation for being very friendly. It can be challenging for these patterns to adjust to a new environment or to initiate a conversation without a co-worker by their side. This is the reluctance to accept change. Even though starting a conversation alone can seem tricky, once they get the hang of the Oxor Method™ and feel comfortable, they will be a natural listener, quite confident and come across as being very understanding and have a lot of patience. It is likely that they will be more apt to give other patterns the chance to create a relationship as relationships are important. The Oxor Method™ contemplates initiating a conversation by conversing about a similar work interest or complimenting a piece of jewellery or clothing a networking colleague might be wearing. You learned this here.

E. Hunter™'s comments regarding masked ability, as told to Stratton Oakmont™:

GETTING OUT OF TROUBLE.

The Achiever is clever and resourceful who is an excellent problem solver. Whatever the immediate problem, they stand a good chance of being able to make or repair (an object) in an improvised or inventive way, making use of whatever items are at hand. They are masters of figuring out what is going on, what went wrong and why and quickly find the most logical solution (and probably a couple of back-up plans as well).

Specific attributes relating to who they are at work:

THE LOGICAL PRAGMATIST. They are direct, straight to-the-point characters, who are loyal to their peers but not overly concerned with laws and rules. They are the most unpredictable of the 16 patterns because they are typically rational and logical, but can also be enthusiastic and spontaneous.

E. Hunter™'s comments regarding How you work with™, as told to Stratton Oakmont™:

They will likely feel the impact of missed day-to-day interactions with their teams most of all, so they will benefit from scheduled one-on-one digital meetings to maintain drive and focus. They tend to excel at troubleshooting, so in a remote work environment they can be a major tech asset. They are very good at test driving new tools and navigating software, but they also lose focus easily. They are the team member most likely to turn off their camera in a Zoom meeting, open another window and start surfing the net – so they do need to be managed.

 

13. What are More Goals, Rapport & How to work with™ for the Practitioner - ISFJ?

∴ Leadership Context™: Nonexistent leadership material, caretaker role

Broad-brush style relating to goals:

♦ Collects information about possible goals.
♦ Spends time alone assimilating information and reflecting on it.
♦ Looks outside to organize goals/create timelines/plan.
♦ May appear outwardly very decisive while they are inwardly still open to new alternatives and modifications.
♦ Needs time to think and reflect after discussing goals with others.
♦ Can be more competitive than they seem at first glance.
♦ Like like lots of time alone to map-out where they are going and how they will get there. ♦ Being pressured into a goal or objective before they have had time to independently analyze it will cause them to become stressed and irritable.
♦ Tends to enjoy to-do lists, planners and outlines that they can use to get their inner strategy mapped out in an external way.
♦ Can also seem more firm in their decisions than they actually are. They start their decision-making process from a phase of openness. They explore alternatives and perspectives, narrowing their options down to one best-fit goal. However, what others might see is only the decision they have made without realizing how much thought they have put into the decision first. ♦ Can procrastinate quite a bit until they have a very clear plan or direction forward.
♦ Are forward-thinking and visionary in their goals. They tend to leap into the distant future with their goals, envisioning a possibility or scenario that is abstract and distant. From that vision, they backtrack to try to create the road-map they will use to achieve that vision. ♦ Are insightful, imaginative, creative, and inventive.
♦ In their enthusiasm and visionary focus, they can lose sight of details and practical concerns. This may, but not often, cause them to forget important meetings, overlook minor flaws and push towards their vision at the expense of day-to-day concerns.
♦ Tend to be constantly thinking about their goals. Long term, short term, conceptual/big picture, s.m.a.r.t., mostly individual, some relational. They are constantly thinking about growth and what is next. Intentionality is important to them.
♦ Are meticulous and pragmatic in pursuit of their goals. They focus on the series of steps needed to achieve a goal and look out for details that might trip them up. They have a gift for creating contingency plans and using data from past experience, especially the Practitioner, to improve the odds of the objective being reached. Their persevering, down-to-earth nature serves them well and instills a sense of confidence in the people they guide.
♦ However, in their reliance on tried-and-true methods, they can dismiss new alternatives that might improve their ability to achieve goals. They might also get caught up in the details and be unsure how to move forward until every detail is absolutely perfect.

Specific attributes relating to goals:

♦ Together with the Investigator, prizes harmony and inter-personal connection. They are skilled at unifying groups of people and catalyzing them towards a future goal. They help people to understand WHY they would want to reach a goal. These types are more motivated to achieve a goal if it will have some personal impact on them or a cause they care about. A lot of their goals have a humanitarian focus. The Investigator tends to create more abstract goals (personal growth/spirituality/long-range/conceptual) whereas Practitioner tends to have more concrete, specific, immediate goals (staying healthy/rescuing a certain amount of homeless puppies/achieving a high-grade in their classes).

♦ Are reliable and hardworking and have the patience necessary to work towards their goals. However, they have to be careful not to overextend and try to achieve too many goals at a time. They are so service orientated that it can drive them to set too many goals to help the people around them. Instead, they should keep it simple. They need to think about what they want from life and do not overbook because it will only lead to disaster.

E. Hunter™'s comments regarding goals, as told to Stratton Oakmont™:

Their outlook tends to be rusted on to the past. They will maintain the status-quo. They do not what is needed, but whatever presents the fewest difficulties. If some unfortunate country appointed a Practitioner as Test Cricket Captain, do not be surprised that the goal is not to lose and one way of doing that is to win the toss and bat for three days. [With acknowledgment, perhaps, to the cricketer Hanif Mohammad who once scored 20 runs off 223 deliveries].

E. Hunter™'s comments regarding rapport, as told to Stratton Oakmont™:

The High C is not known for being social. But that does not necessarily mean they cannot build strong professional relationships. They have ridiculously high standards, not only for assignments and daily tasks but also for their work relationships. If the other person is 'not up to scratch' it will be noticed in around one nanosecond. In a networking situation, one risk is aiming for perfection, which is the normal standard. This means that they may not know, nor is it needed, to have to know every last detail about a person and you do not have to ask a certain amount of pre-prepared questions. Using the Oxor Method™ to pick a quadrant rather than a pattern might irk a High C, but in networking it will be good enough and the approach likely to be way ahead of others in the room. (Unless at an Oxor cohorts symposium.) Building rapport is not formula driven. The Oxor Method™ contemplates the taking of 'baby steps' when building rapport with someone. Ask open-ended questions or share some interesting statistic that the High C has well researched, such as, "Did you know that the global rate for washing hands after using the toilet is under 20 percent?" You learned this here.

E. Hunter™'s comments regarding masked ability, as told to Stratton Oakmont™:

BLENDING PRACTICALITY AND EMPATHY.

If you have a problem to solve and you want both compassion and good advice, go to a Practitioner. They are the sort of people quietly working in the background to keep society running smoothly and they have built up quite a store of wisdom from their observations and experiences. They are happy to share this wisdom as well as their deep empathy if you ever need their help.

Specific attributes relating to who they are at work:

THE PRACTICAL HELPER. They are the most extraverted of the introverts. They prioritise harmony and co-operation, have a strong work ethic and are sensitive to colleagues’ wishes and feelings. But there is steel behind their zeal: they tend to be extremely conscientious workers. They are capable of keeping remote teams bonded and happy. But when it comes to tough management decisions, they are useless. They are followers. Period. They are the masters of passive-aggressive behaviour.

E. Hunter™'s comments regarding How you work with™, as told to Stratton Oakmont™:

They display incredible attention to detail, so they are great for checking over others’ work, editing shared documents or looking over pitches and proposals at the final stage. They are also very good at following rules and inspiring others to do the same, so put them in charge of any time tracking software you use – and watch them increase the efficiency of the entire team.

 

"Rules are for the guidance of wise men and the blind obedience of fools."
Solon, 640 BC - 558 BC. Athenian statesman, lawmaker and poet. (Appraiser)

 

14. What are More Goals, Rapport & How to work with™ for the Objective Thinker - ISTJ?

∴ Leadership Context™: Household, rule based outfit - military, operations

Broad-brush style relating to goals:

♦ Collects information about possible goals.
♦ Spends time alone assimilating information and reflecting on it.
♦ Looks outside to organize goals/create timelines/plan.
♦ May appear outwardly very decisive while they are inwardly still open to new alternatives and modifications.
♦ Needs time to think and reflect after discussing goals with others.
♦ Can be more competitive than they seem at first glance.
♦ Like like lots of time alone to map-out where they are going and how they will get there. ♦ Being pressured into a goal or objective before they have had time to independently analyze it will cause them to become stressed and irritable.
♦ Tends to enjoy to-do lists, planners and outlines that they can use to get their inner strategy mapped out in an external way.
♦ Can also seem more firm in their decisions than they actually are. They start their decision-making process from a phase of openness. They explore alternatives and perspectives, narrowing their options down to one best-fit goal. However, what others might see is only the decision they have made without realizing how much thought they have put into the decision first. ♦ Can procrastinate quite a bit until they have a very clear plan or direction forward.
♦ Are forward-thinking and visionary in their goals. They tend to leap into the distant future with their goals, envisioning a possibility or scenario that is abstract and distant. From that vision, they backtrack to try to create the road-map they will use to achieve that vision. ♦ Are insightful, imaginative, creative, and inventive.
♦ In their enthusiasm and visionary focus, they can lose sight of details and practical concerns. This may, but not often, cause them to forget important meetings, overlook minor flaws and push towards their vision at the expense of day-to-day concerns.
♦ Tend to be constantly thinking about their goals. Long term, short term, conceptual/big picture, s.m.a.r.t., mostly individual, some relational. They are constantly thinking about growth and what is next. Intentionality is important to them.
♦ Are meticulous and pragmatic in pursuit of their goals. They focus on the series of steps needed to achieve a goal and look out for details that might trip them up. They have a gift for creating contingency plans and using data from past experience, especially the Practitioner, to improve the odds of the objective being reached. Their persevering, down-to-earth nature serves them well and instills a sense of confidence in the people they guide.
♦ However, in their reliance on tried-and-true methods, they can dismiss new alternatives that might improve their ability to achieve goals. They might also get caught up in the details and be unsure how to move forward until every detail is absolutely perfect.

Specific attributes relating to goals:

♦ Together with the Enhancer, prizes efficiency and structure. They are skilled at breaking down large objectives into manageable steps. They are also good at spotting loopholes in a system and fixing ineffective operating procedures. Organizing people, creating rules and segmenting tasks are all activities at which they excel. The Objective Thinker tends to have strong skills in logistics and organizing a project to meet a deadline at the best time. The Enhancer tends to have strong strategic skills, envisioning a goal and working out the exact pathway they will take to get there. Both types can excel in both of these areas, however.

♦ Are patient and determined, two qualities that are of great benefit in goal achievement. They often work quietly and without a fuss to achieve what they want and find pleasure in ticking everything off their list. Integrity and following through is very important to this pattern so if they need a little extra push to achieve their goals, they should make sure they tell others about them.

E. Hunter™'s comments regarding goals, as told to Stratton Oakmont™:

Put this pattern as your Project Manager. Some are said to be capable of being a Level 5 leader. It is a well kept secret that this pattern can be a brilliant leader.

E. Hunter™'s comments regarding rapport, as told to Stratton Oakmont™:

The High C is not known for being social. But that does not necessarily mean they cannot build strong professional relationships. They have ridiculously high standards, not only for assignments and daily tasks but also for their work relationships. If the other person is 'not up to scratch' it will be noticed in around one nanosecond. In a networking situation, one risk is aiming for perfection, which is the normal standard. This means that they may not know, nor is it needed, to have to know every last detail about a person and you do not have to ask a certain amount of pre-prepared questions. Using the Oxor Method™ to pick a quadrant rather than a pattern might irk a High C, but in networking it will be good enough and the approach likely to be way ahead of others in the room. (Unless at an Oxor cohorts symposium.) Building rapport is not formula driven. The Oxor Method™ contemplates the taking of 'baby steps' when building rapport with someone. Ask open-ended questions or share some interesting statistic that the High C has well researched, such as, "Did you know that the global rate for washing hands after using the toilet is under 20 percent?" You learned this here.

E. Hunter™'s comments regarding masked ability, as told to Stratton Oakmont™:

LASER FOCUS AND PRECISION.

The Objective Thinker is diligent and committed with the ability to concentrate on something with incredible focus and determination. When they take on a task, they make things happen. They are not going to leave half-finished projects scattered behind them or waste time chasing vague ideas. Their patient attention to detail and purposeful concentration make them a formidable force.

Specific attributes relating to who they are at work:

THE RESPONSIBLE REALIST. They are dutiful doers who appreciate clarity, love routines and believe in values such as honour, hard work and social responsibility. They are quiet, reserved and reliable.

E. Hunter™'s comments regarding How you work with™, as told to Stratton Oakmont™:

They are incredibly well organized, which is a major asset in a remote working environment. They do not need much management or require being checked upon; just email them a to-do list at the start of the week and you can trust them to quietly get on with it. They are also the perfect type to organize and streamline any shared space online, from Dropbox to Google Docs.

 

15. What are More Goals, Rapport & How to work with™ for the Perfectionist - INTP?

∴ Leadership Context™: Nonexistent leadership material or Einstein level groundbreaking genius that changes the world

Broad-brush style relating to goals:

♦ Collects information about possible goals.
♦ Spends time alone sifting through the information.
♦ Explores possibilities either alone or one-on-one with a trusted friend.
♦ Needs time to reflect after discussions about goals with others.
♦ Are often inwardly resolute but outwardly appear flexible.
♦ Tends to work well independently.
♦ Tends to start goals with a very firm idea of what they want. From that stance of resolute-focus, they then look outwards for possibilities, alternatives and other perspectives. A suggestion is to imagine their thinking process like a diamond; starting with closure, moving out towards possibilities and alternatives, then back towards closure again. They are typically focused on living a meaningful, purposeful life without a lot of outside boundaries and restrictions. Their goals are for their joy and pleasure or for a value or cause that they hold dear. They are not very motivated by external pressures and a lot of awards or accolades. Their goals are often driven by an inner vision that they may not even share with others. It is very common for them to achieve a goal beneath-the-radar, only to surprise their friends and family members when they have accomplished something nobody realized they were aiming for. They explores all the alternatives out aloud first.
♦ Are conceptualizers and theorists, imagining all the possibilities and abstract relationships between things.
♦ The Perfectionist and the Agent are very imaginative and enjoy adding to their goals through quiet periods of envisioning and foreseeing. They may call up a trusted friend and brainstorm ideas, alternatives, or ways they could continually improve on their projects and ideas. They will try to find new ways to achieve things rather than relying on traditional methods. The original idea might resemble the roots or stump of a tree and then, during the exploration process they will develop many branches of related possibilities and objectives.
♦ The Specialist and the Achiever, however, move from a firm decision or viewpoint to exploring ways to physically improving upon their idea. What details could improve their project or goal? What additions or alternatives could make it really stand out? For example, if an Achiever has a goal to design a backpack, they might think about how they could create specialized pockets for iPhones and tablets. If a Specialist wanted to lose 5 kg, they might think about how they should focus on waist measurements more than kgs and look up the best ways to whittle away at the waist.

Specific attributes relating to goals:

♦ Together with the Achiever, are motivated by curiosity and competition. They want to understand how things work and explore the underlying principles of how things are connected. If they are not curious about something, they are rarely interested in pursuing it. The Achiever thrives on challenging situations and enjoys taking life as it comes. They usually are jacks-of-all-trades with a knack for solving problems in the moment. The Perfectionist, however, is interested in theorizing, analyzing and learning. Their goals will often pertain to gathering knowledge, exploring new ideas or innovating something. The Achiever’s goals are often more concrete whereas the Perfectionist's goals tend to be more conceptual.

♦ Goal setting does not come naturally here. They are much more likely to have a vague idea of where they will be one day and leave it at that. If this works, and they actually do get things done, then go with it. But if quitting and never accomplishing anything is normal, they may need a more structured approach. They should make sure their goals are what they really want; very often this pattern gets caught up in what society wants or thinks is right. They should set up some social support so there are consequences to not achieving a goal. They tend to shine when they see a need to achieve something, rather than a want.

E. Hunter™'s comments regarding goals, as told to Stratton Oakmont™:

They tend not to finish anything concrete as there is always one more thing to be included that they say will take 10 minutes but, after 30 days, it is still nowhere near finished. However, they tend to have lots of goals, say 9 on a scale of 10. They go okay on abstract goals but they may not have sufficient practical relevance. For example, physicist Robert A. J. Matthews won an Ig Nobel Prize in 1996 for his paper "Tumbling toast, Murphy's Law and the fundamental constants. This sought to explain why toast tends to fall buttered-side down. Oxor™ loves this type of stuff on toast.

E. Hunter™'s comments regarding rapport, as told to Stratton Oakmont™:

The High C is not known for being social. But that does not necessarily mean they cannot build strong professional relationships. They have ridiculously high standards, not only for assignments and daily tasks but also for their work relationships. If the other person is 'not up to scratch' it will be noticed in around one nanosecond. In a networking situation, one risk is aiming for perfection, which is the normal standard. This means that they may not know, nor is it needed, to have to know every last detail about a person and you do not have to ask a certain amount of pre-prepared questions. Using the Oxor Method™ to pick a quadrant rather than a pattern might irk a High C, but in networking it will be good enough and the approach likely to be way ahead of others in the room. (Unless at an Oxor cohorts symposium.) Building rapport is not formula driven. The Oxor Method™ contemplates the taking of 'baby steps' when building rapport with someone. Ask open-ended questions or share some interesting statistic that the High C has well researched, such as, "Did you know that the global rate for washing hands after using the toilet is under 20 percent?" You learned this here.

E. Hunter™'s comments regarding masked ability, as told to Stratton Oakmont™:

ANALYZING A COMPLEX PROBLEM WITHOUT PANICKING.

The Perfectionist is a master of analytical thinking. They have a unique, subjective perspective on truth and logic as well as an intense curiosity about how things work, which makes them excellent troubleshooters. Complexity is, to them, a welcome challenge and they are very capable of taking a problem apart, analyzing it and coming up with an innovative solution.

Specific attributes relating to who they are at work:

THE OBJECTIVE ANALYST. They are the renegade problem solvers who love patterns, are quick to notice discrepancies and cherish competence and logic. They thrive off being alone and will enjoy lockdowns more than any others.

E. Hunter™'s comments regarding How you work with™, as told to Stratton Oakmont™:

They really need to be given the freedom to do things in an original way and to be listened to because they come up with the smartest solutions. Their weak spot is that they often neglect to share decisions and solutions and that trait can become even more pronounced when working from home. If there i one on your team, encourage them to use shared documents and software as much as possible.

 

16. What are More Goals, Rapport & How to work with™ for the Enhancer - INTJ?

∴ Leadership Context™: Scientific innovation and progress, military

Broad-brush style relating to goals:

♦ Collects information about possible goals.
♦ Spends time alone assimilating information and reflecting on it.
♦ Looks outside to organize goals/create timelines/plan.
♦ May appear outwardly very decisive while they are inwardly still open to new alternatives and modifications.
♦ Needs time to think and reflect after discussing goals with others.
♦ Can be more competitive than they seem at first glance.
♦ Like like lots of time alone to map-out where they are going and how they will get there. ♦ Being pressured into a goal or objective before they have had time to independently analyze it will cause them to become stressed and irritable.
♦ Tends to enjoy to-do lists, planners and outlines that they can use to get their inner strategy mapped out in an external way.
♦ Can also seem more firm in their decisions than they actually are. They start their decision-making process from a phase of openness. They explore alternatives and perspectives, narrowing their options down to one best-fit goal. However, what others might see is only the decision they have made without realizing how much thought they have put into the decision first. ♦ Can procrastinate quite a bit until they have a very clear plan or direction forward.
♦ Are forward-thinking and visionary in their goals. They tend to leap into the distant future with their goals, envisioning a possibility or scenario that is abstract and distant. From that vision, they backtrack to try to create the road-map they will use to achieve that vision. ♦ Are insightful, imaginative, creative, and inventive.
♦ In their enthusiasm and visionary focus, they can lose sight of details and practical concerns. This may, but not often, cause them to forget important meetings, overlook minor flaws and push towards their vision at the expense of day-to-day concerns.
♦ Tend to be constantly thinking about their goals. Long term, short term, conceptual/big picture, s.m.a.r.t., mostly individual, some relational. They are constantly thinking about growth and what is next. Intentionality is important to them.
♦ Are meticulous and pragmatic in pursuit of their goals. They focus on the series of steps needed to achieve a goal and look out for details that might trip them up. They have a gift for creating contingency plans and using data from past experience, especially the Practitioner, to improve the odds of the objective being reached. Their persevering, down-to-earth nature serves them well and instills a sense of confidence in the people they guide.
♦ However, in their reliance on tried-and-true methods, they can dismiss new alternatives that might improve their ability to achieve goals. They might also get caught up in the details and be unsure how to move forward until every detail is absolutely perfect.

Specific attributes relating to goals:

♦ Together with the Objective Thinker, prizes efficiency and structure. They are skilled at breaking down large objectives into manageable steps. They are also good at spotting loopholes in a system and fixing ineffective operating procedures. Organizing people, creating rules and segmenting tasks are all activities at which they excel. The Objective Thinker tends to have strong skills in logistics and organizing a project to meet a deadline at the best time. The Enhancer tends to have strong strategic skills, envisioning a goal and working out the exact pathway they will take to get there. Both types can excel in both of these areas, however.

♦ Loves to set goals. There is something about the logical, clearly defined, organized appearance of a future life set out on paper that appeals to their rational minds. There is an opportunity to take advantage of that. They should use their extremely logical mind to plan goals, the steps required to get there and to overcome any problems that are encountered along the way. Execution can sometimes be a problem for this type, but not often.

E. Hunter™'s comments regarding goals, as told to Stratton Oakmont™:

Give them the space and their strategy will turn out to finish up with a totally brilliant outcome.

E. Hunter™'s comments regarding rapport, as told to Stratton Oakmont™:

The High C is not known for being social. But that does not necessarily mean they cannot build strong professional relationships. They have ridiculously high standards, not only for assignments and daily tasks but also for their work relationships. If the other person is 'not up to scratch' it will be noticed in around one nanosecond. In a networking situation, one risk is aiming for perfection, which is the normal standard. This means that they may not know, nor is it needed, to have to know every last detail about a person and you do not have to ask a certain amount of pre-prepared questions. Using the Oxor Method™ to pick a quadrant rather than a pattern might irk a High C, but in networking it will be good enough and the approach likely to be way ahead of others in the room. (Unless at an Oxor cohorts symposium.) Building rapport is not formula driven. The Oxor Method™ contemplates the taking of 'baby steps' when building rapport with someone. Ask open-ended questions or share some interesting statistic that the High C has well researched, such as, "Did you know that the global rate for washing hands after using the toilet is under 20 percent?" You learned this here.

E. Hunter™'s comments regarding masked ability, as told to Stratton Oakmont™:

ANTICIPATING THE FUTURE.

The Enhancer is a shrewd thinker who picks up on the underlying patterns that shape our world. This lets them make predictions about possible directions the future could take that are often very accurate. Then, they use that insight to craft strategies that will help them (and anyone they are working with) reach their desired outcomes.

Specific attributes relating to who they are at work:

THE CONCEPTUAL PLANNER. They are perfectionistic innovators who are comfortable alone and thrive in a remote work environment. They are natural problem solvers who are great at taking an idea and turning it into a plan of action. They are an impressive dual threat: skilled at both intuitive and practical thinking.

E. Hunter™'s comments regarding How you work with™, as told to Stratton Oakmont™:

They are usually more comfortable communicating by email or text, so they will often need to be nudged into picking up the phone or jumping on a Zoom call when it is more beneficial. They are extremely deadline-focussed, but there is also a danger they can rush to hasty decisions, particularly without colleagues nearby to check their impulses. Sometimes they need to be reminded to stop for a second, take their time and let ideas germinate, rather than just rushing straight at them.

 

OWN GOALS - How to root your own company or organization.

This is an adaption of 'The Simple Sabotage Field Manual - a Timeless Guide to Subverting Any Organization with "Purposeful Stupidity" prepared in 1944 by the Office of Strategic Services (OSS), now the CIA. It was distributed as a secret pamphlet that was intended as a guidebook to citizens living in Axis nations (Germany, Italy and Japan) who were sympathetic to the Allies. The Axis leaders were Adolf Hitler (Germany), Benito Mussolini (Italy) and Emperor Hirohito (Japan). What has changed? Look at how Covid and vaccinations are managed!

Organizations and Conferences

♦ Insist on doing everything through 'channels'. Never permit short-cuts to be taken in order to expedite decisions.

♦ Make 'speeches'. Talk as frequently as possible and at great length. Illustrate your 'points' by long anecdotes and accounts of personal experiences.

♦ When possible, refer all matters to committees, for 'further study and consideration'. Attempt to make the committee as large as possible — never less than five.

♦ Bring up irrelevant issues as frequently as possible.

♦ Haggle over precise wordings of communications, minutes and resolutions.

♦ Refer back to matters decided upon at the last meeting and attempt to re-open the question of the advisability of that decision.

♦ Advocate 'caution'. Be 'reasonable' and urge your fellow-conferees to be 'reasonable' and avoid haste which might result in embarrassment or difficulties later on.

Managers

♦ In making work assignments, always sign out the unimportant jobs first. See that important jobs are assigned to inefficient workers.

♦ Insist on perfect work in relatively unimportant products; send back for refinishing those which have the least flaw.

♦ To lower morale and with it, production, be pleasant to inefficient workers; give them undeserved promotions.

♦ Hold conferences when there is more critical work to be done.

♦ Multiply the procedures and clearances involved in issuing instructions, salary payments and so on. See that three people have to approve everything where one would do.

Employees

♦ Work slowly.

♦ Contrive as many interruptions to your work as you can.

♦ Do your work poorly and blame it on bad tools, machinery or equipment. Complain that these things are preventing you from doing your job right.

♦ Never pass on your skill and experience to a new or less skillful worker.

Who told you?

Oxor told you. We see this every day. Now you know. What are you doing to improve your organization? Beware of the devilish incompetence that masquerades as due diligence.