Discover Yourself – Interacting With Our Opposite Types

Personality assessments are useful not only for participants to understand themselves better, but also to understand the other people around them. Interacting with people with very different views and priorities can be challenging, but Insights Discovery can suggest ways for people who are opposite types to work together more smoothly and effectively.

Fiery Red Interacting with Earth Green

Fiery reds are action driven, confident, and focused on their goals. Their opposite type are earth greens, who are calm, supportive, and ethical. A fiery red can see earth greens as docile, inactive, resistant, or stubborn. The methodical, careful progress of the earth green can feel frustrating and plodding to the active fiery red type.

To get the most from interactions with earth greens and to avoid losing their temper, fiery reds should practice patience and try to hold back from jumping in to every task head first. There can be great value in pausing to think an idea through before getting caught up in the action, and earth green can help to provide this balance.

A skill that earth greens can offer to fiery reds is the ability to see other’s points of view and to foster consensus. While a fiery red would likely try to resolve a dispute between members by imposing a rule or view onto the whole team, an earth green will try to find a compromise where everyone is happy and where every member of the team feels respected.

As fiery reds are often natural leaders, they motivate and push their team to achieve more. But they also benefit greatly from having an earth green as a fellow manager who can soothe team members and support them when they are stressed. Fiery reds should learn to see the value in this more caring, empathetic approach and learn when to deploy an earth green to smooth over difficult social situations.

Earth Green Interacting with Fiery Red

The patient and caring earth greens can find the forward and assertive fiery red type to be aggressive, controlling, and overbearing. The tendency of fiery reds to take charge and to push others towards goals can chafe the earth green who wants everyone to feel respected and understood. It will help earth greens to remember that democratic relationships are indeed important, but sometimes it is necessary for someone to lead decisively.

If an earth green feels like they or others are being steamrolled by the fiery red, then they can try raising these concerns outside of a high-pressure group meeting situation. A fiery red will be much more receptive if the earth green can voice their issues in terms of impediments to action as opposed to personal feelings.

An earth green can benefit from the push that a fiery red provides, as this can prevent them from overthinking and compel them to action. Also, there may be situations where it is not possible for everyone to be happy, and a fiery red will push for an acceptable solution where an earth green can be paralyzed by indecision.

Sunshine Yellow Interacting with Cool Blue

Sunshine yellows are sociable, creative, and love to dream about the future. Their opposite type is cool blues, who are methodical, analytical, and precise. Sunshine yellows can perceive cool blues to be cold and reserved, and find it strange that they are more focused on rules or data than on people. To a highly people-focused sunshine yellow, it may be almost inconceivable that anyone would not think primarily in terms of social interactions. Therefore, when interacting with cool blues, it can help sunshine yellows to remember that focusing on data over interpersonal relations does not mean a lack of care for other people – rather, cool blues want to be fair to all people, and they express that care in a data-driven way.

A cool blue can make a strong partnership with a sunshine yellow. The sunshine yellow person can imagine great concepts for the future and raise enthusiasm for the project among other people, while the cool blue can come up with the realistic ways to achieve those concepts in the real world. The pragmatism of a cool blue can be an essential reality check on the dreamy nature of a sunshine yellow, as long as the sunshine yellow doesn’t take this pragmatism personally. They should remember that when a cool blue expresses skepticism about an idea, they are not trying to be negative – they are searching for a way that the idea can realistically be achieved.

Cool Blue Interacting with Sunshine Yellow

Conversely, when analytical and logical cool blues have to interact with excitable and dynamic sunshine yellows, they can find them to be hasty and imprudent, or even disorganized and a “head in the clouds” type. It will help cool blues to remember that, unlike themselves who tend to think through an idea carefully before voicing it, other personality types like to think out loud in a discursive manner.

Just because someone says something that is not totally logical or they share an idea which is not fully thought through, it does not mean that the person is silly or vacuous. They should understand that people use discussion as part of their thinking process and try not to judge excited sunshine yellows when they take an idea and run with it.

A sunshine yellow can help a cool blue in tasks like drumming up support for a project. For example, if a cool blue finds a way to make a system more efficient, then they may push for their new system to be adopted and be surprised when they are met with a lukewarm reception. To the cool blue, if the new system is more logical then obviously everyone should support it. But a sunshine yellow knows that they need to sell people on the new system with enthusiasm and a sense of fun, which can be far more persuasive than logic. A cool blue who comes up with a concept and a sunshine yellow who gets everyone on board with the concept can make a great team.

To learn more about Insights Discovery and how it can help colleagues understand themselves and each other, visit www.discoveryourself.com.

Discover Yourself – Self-aware leadership

Thinking of the most important skills for a leader to have, most people will suggest qualities such as vision, charisma, determination, or discipline. But there’s one quality which rarely gets acknowledged in discussions about leadership but that is absolutely crucial, and that is self-awareness.

The concept of self-awareness covers two related aspects of personality: internal self-awareness, meaning how accurately a person perceives their own values, strengths, passions, and so on, and external self-awareness, meaning the degree to which a person knows how they are perceived by others around them. Both of these aspects are essential for effective leadership.

The importance of self-awareness in business

A recent article in the MIT Sloan Management Review was written on the basis of interviews with more than 2000 international executives, and it found that self-awareness was crucial for leadership. In fact, the authors Ginka Toegel and Jean-Louis Barsoux argued that self-awareness is the single most important capability for a leader to develop. This is because to be successful, a leader needs to know about their own limitations and idiosyncrasies in order to allow for these factors when making decisions.

Self-aware leadership isn’t just important as an executive skill – it can affect a company’s bottom line too. A study by the Korn Ferry Institute found that in companies with employees who scored well on measures of self-awareness, there were significantly higher rates of return of stock when compared to companies with employees that had more blind spots about their own performance. Another study found that a high score in self-awareness was the strongest predictor of overall success. So self-awareness is more than just a useful add-on skill: it is an essential part of getting results in business.

Blind spots

The same Korn Ferry Institute study mentioned previously also found that 79% of the participants had at least one blind spot in their self-awareness – meaning that 79% of people had a skill that they considered to be a strength but that their co-workers considered to be a weakness of theirs. This shows just how hard it is to be truly self-aware at work.

As we’ve discussed before, people are generally pretty poor at assessing their own performance. The problem is that in order for a person to know if they are a skilled performer in, say, communication, they have to know a lot about the topic already and know enough about what makes a person a good communicator. If someone lacks this knowledge, they are likely to overvalue their own performance because they don’t know what they don’t know.

When trying to cultivate self-aware leadership, it is not enough for a leader to think about their own perceptions of their strengths and weaknesses. They need to gather feedback from co-workers too.

Perception is reality

These difficulties with self-assessment are why receiving feedback is so key for self-aware leadership. Often, feedback from co-workers can differ markedly from how managers perceive themselves. For example, managers want to be seen as open to new ideas and attentive to their employees, so they will often rate themselves highly in these skill areas. But employees might disagree – they might find that the manager is dismissive of issues they raise, or is overly rigid in their approach.

The important thing for leaders to realize is that when it comes to skills assessment, perception is reality. If underlings feel that their manager does not take them seriously, then this is the reality – no matter what the manager thinks about their own skills. Real world examples show how even a leader who believes that they are doing everything right, and who is getting good results for the company, can be perceived as a problem by co-workers.

Achieving self-awareness

Given how crucial self-awareness is for leadership, it is notable that it is rare for the topic to be covered in MBA courses or other forms of business education. Leaders can’t rely on their existing knowledge to achieve self-awareness – it requires active and ongoing examination and practice. Some of the ways that leaders can improve their self-awareness include gaining information by soliciting and listening to feedback, taking leadership coaching, and by taking personality assessments. To get the most from these information sources, leaders need to train themselves and promote the concept of effective listening: not just nodding along while others talk but actively engaging with them to understand their perspective. The more a leader listens, the more informed they will be about how they are perceived and what their strengths and weaknesses are.

Other changes can help to encourage a self-aware leadership style too, such as adopting daily mindfulness practice to improve awareness of one’s own state and emotional responses, and taking regular breaks so that decisions are contemplated carefully instead of being made on autopilot.

The makings of a good leader

It’s worth remembering that self-awareness is a key skill for a leader, but that doesn’t mean that there is only one way to lead effectively. For example, a leader might be conflict averse and struggle with giving negative feedback – but as long as they are aware of this, they can get support from other members of their leadership team when they need to have a tough conversation. Conversely, if a leader has a very direct communication style and has a tendency to come across as harsh, then they can call on more diplomatic communicators from their team to help them make a good impression in meetings. In either case, the leader has some strengths and some weaknesses, but by being aware of these and surrounding themselves with people with complementary skill sets, a more effective team can be formed.

To learn more about how personality assessments can help to develop self-awareness, visit www.discoveryourself.com, and check back to our blog soon for more articles like this one.

Discover Yourself – Jungian Psychology for Teams

In the past I’ve talked about the basics of Jungian psychology and how psychometric testing can benefit businesses. Today I’ll dig more into this topic to show the practical ways that Jungian psychology can help to form, manage, and motivate a team at work.

Expressing Preferences

One of the most valuable ways that personality testing can benefit a team is by giving team members space to express their preferences on matters such as favored methods of communication, feedback style, motivation, and so on. In the typical workplace, there are processes that are followed and methods that are used across entire departments or companies. But it can help to tweak these processes in recognition of the fact that individual workers have different habits and styles which allow them to work mostly effectively. For instance, maybe one person prefers to always be kept in the loop about a project, even including the small details that don’t directly affect them, so that they can understand the overall project. Other people could find constant updates that they don’t need to be annoying or distracting.

In this way, both performing personality assessments and the process of discussing personality test results with a team are opportunities for team members to express their ideal working situation and setup. A manager might not necessarily be able to meet all of these preferences  for example, if a team member indicates that they prefer to communicate via email over communicating by phone, there might still be a weekly meeting with a client which needs to be done over the phone. But often, preferences can be taken into consideration with no loss of productivity or achievement. In fact, letting people choose the manner and style in which they work can be beneficial to both morale and results.

Different Strengths of Different Team Members

Some people think that in order to be successful, a team needs to be made up of members with similar personality types. It’s common, especially among new managers, to think that a team with similar temperaments will work together more efficiently. However, a team made up of a mixture of personality types is usually more effective. For example, it can help to have one team member who is outgoing and social, who can build bonds with other teams; one member who is detail oriented and will check all work for mistakes; one team member who takes a leadership role and corrals and motivates the others, and so on.

For this reason, it’s good to have a team that is diverse in terms of personality type. What a Jungian style personality assessment can describe is the strengths and weaknesses of each team member, so that tasks can be assigned accordingly. Of course, tasks can also be assigned to someone who is not specifically typed to be good at them. For example, if a team member has a role that requires communicating with customers then they will need to develop strong social skills, even if they are naturally more introverted. It is not impossible for an introverted person to perform this task well, but they may need more coaching and support in this area than a person who is naturally more outgoing and sociable.

Understanding Interpersonal Relations

Another useful way to apply personality data to teams is using it to understand interpersonal conflicts. Even on the most professional teams, there will still be times when the needs or priorities of team members conflict. When this happens, a work issue can quickly become personal and team members can feel bullied, undervalued, or unhappy.

Understanding personality types can help throw light onto these conflicts. For example, it might be that one person values direct, forthright discussions, but another person perceives this communication style as brusque or rude. By educating each person about the other’s perspective, these team members can identify the source of their conflict and adapt to the needs of the other. Or if someone is anxious because they feel they are being left out of the loop, it will help other team members to understand not only that they ought to update the person more often, but also the reason for this action (that the person is someone who likes to keep an eye on the big picture and therefore wants to stay informed).

Using Personality Data to Build a Team

There are many ways that psychology insights can be used to build a team. One of the most common uses of personality assessments is during recruitment, where candidates are given personality assessments as part of the hiring process. These assessments can be a great source of information, but they should be used carefully. Too often, a hiring manager has an idea of what type of person that they want on their team  for example, that they want a new hire to be of a similar age and background to other team members, with similar interests and experience. This can lead to an overly narrow focus in which excellent candidates are passed over because they do not fit the narrow scope of what the hiring manager is looking for.

Like the concept of “company culture,” personality assessments can be used in a way that is discriminatory if they are not approached with care. A personality assessment should give information about the potential strengths, weaknesses, and preferences of a candidate, but hiring managers should remember that a diversity of personality types on a team is a key to success. Managers should not be afraid to hire a great candidate with relevant experience just because they are not the “right” personality type.

More Ways to Use Personality Data

Other ways that learning about personality types can benefit a team include as part of team building exercises so that team members can learn more about each other and how to interact, in personal and professional development such as identifying current weaknesses, or mentoring and coaching to improve on those weaknesses. But perhaps the most valuable use of personality information is the creation of a space in which a team’s communications, processes and brainstorming can be improved.

In the next post I’ll discuss how to effectively lead a team with a post on self-aware leadership, so come back soon for that!

Discover Yourself – Cultural Implications on Personality Types

Personality Assessments and Culture
One important issue in the area of personality research is how universal personality traits are. Is it really true that people from Germany are more organized than most, or that people from Canada are more polite? Are US Americans naturally better leaders? These questions are part of a field called cross-cultural psychology, which is about examining how universal personality constructs are. For those interested in personality testing, it’s worth learning about the degree to which information from personality tests can be applied to people from other cultures as well as our own.

Personality Assessments and Culture

Most personality tests are developed in Northern America or Western Europe, and this affects how questions are conceptualized and framed. It might seem like a personality test should work equally well for different people across different cultures, but sometimes that is not the case. The first step in applying a personality test across cultures is to translate the test into another language, but this is already a challenge. The exact translation of particular words can cause difficulties, such as trying to decide how exactly to translate a question about happiness – which could refer to contentment, joviality, positive outlook, or overall life satisfaction. Depending on how exactly the word is translated, it affects how people answer the question. This means it is often hard to compare results of personality tests across cultures, even when the same test is used. This can be done correctly, however, if approached very carefully.

A further problem is with the way that personality tests refer to certain conditions or experiences. If a test asks someone whether they “feel under the weather”, for example, this idiom will not be equally understood everywhere and will be interpreted differently by people of different cultures. Therefore, personality tests are designed to be as clear as possible while still capturing the essential features of experience that are relevant to personality.

Cultural Limitations of Personality Tests

More recently, personality assessment tools from other cultures have been developed and shared internationally, such as the Chinese Personality Assessment Inventory which was developed in Hong Kong in the 1990s. This test is specifically aimed at assessing personality among Chinese people by referring to specific constructs which are important in Chinese culture but are not addressed by Western personality tests, such as harmony, modernization, graciousness versus meanness, and face.

In clinical terms, one construct that is present in the CPAI but absent in most Western scales is somatization, which refers to the tendency to manifest psychological symptoms through physical pains, ailments, or disabilities. Somatization is a fairly rare symptom in Western psychiatry and psychology and so is often not included on clinical scales, while it is relatively common in China and so an important factor to measure when looking at personality in this culture.

The reason that we find different expressions of personality, and especially different expressions of mental illness and distress, in different cultures is due to social norms around the expression of emotions and experiences. In China, there is still a degree of stigmatization of mental illness and a general aversion to describing negative psychological experiences. Therefore, when people feel bad they are more likely to say that they have a headache or that they are tired.

In Western cultures, where there is more of an emphasis on psychological self-examination and sharing, people would be more likely to describe themselves as depressed or unhappy. This means that the same experience (such as low mood, lack of motivation, lack of energy) might be described as a physical affliction by a Chinese person (“I have a headache”) but as a psychological issue by a US American person (“I am feeling depressed”). This shows that personality can’t be studied as removed from culture – because culture has a huge impact on not only the formation of our personalities but also the way that we talk about our experiences.

How Culture Affects Personality Tests

Beyond the methods and wording of personality assessments, there can also be big cultural differences in personality types. For example, consider the question: “Do you prefer to work on your own or as part of a group?” In cultures which emphasize individualism, such as the US, people will be more likely to answer that they like to work on their own. In cultures which emphasize collectivism, such as Japan, people will be more likely to answer that they like to work as part of a group. This is both because norms of each culture suggest that one answer is more appropriate than the other, and because people will likely have more experience in working in a style which is concordant with their culture.

This gets at part of the fundamental issue with personality testing, in that it may be true that more US Americans like to work independently and more Japanese people like to work in a group. However, this doesn’t mean that there is something inherent in being born in a particular place which means that a person will develop a certain personality type. Rather, it means that culture affects personality by making some choices more common and acceptable than others.

All Personality Types Can Be Found In All Cultures

Another important thing to realize about personality differences across cultures is that this refers to trends, not exclusive categories. For example, the people in one country may tend more towards introversion and the people in another country may tend more towards extroversion. This means that there will be a higher percentage of either introverts or extroverts in a given country – however, there will always be a mix of both personality styles in any large enough group. Similarly, there are some differences between the distribution of personality traits between men and women – but we could never say that “all men are like this” or “all women are like that”. When working with personality data, we are identifying traits, not rules.

To learn more about how personality assessments can help at work and elsewhere in life, and how the Insights Discovery profile has addressed these cultural assessment issues, visit www.discoveryourself.com. And next time I’ll be discussing how to use insights from Jungian psychology to work more effectively as a team, so check back soon for that!

Personality Types

One way to help people understand their personalities and the personalities of others is to use psychometric assessments which sort people into different personality types. Today we’re going to dive into the basics of one assessment that’s often used in a business context to help managers and co-workers understand each other better: The Insights Discovery system.

Insights Discovery is based on the work of psychologist Carl Jung, and sorts people into four colors, then eight personality types and ultimately into one of 72 unique wheel positions. Let’s talk about each of these distinctions so you can understand more about the Insights Discovery System, and how it can dramatically improve communication.

The Four Colors: Approach and Goals

The four colors used in Insights are cool blue, earth green, sunshine yellow, and fiery red. Each of these colors represents two key related pieces of information: the individual’s outlook on life and the way in which they make decisions. This also impacts the way in which a person is perceived by others.

Cool blue is displayed by someone who is very exacting, who wants everything they do to be to a high standard, who is cautious and thoughtful. They are deliberate in their actions and work within a formal structure. In a group they strive for understanding, and they can be perceived by others as thoughtful and analytical but sometimes distant and unemotional.

Earth green is displayed by someone who is caring and encouraging and who values stability and supporting others. They are happy to share with others and are patient when teaching a new skill. Their ultimate goal is harmony and in a group they foster consensus. They are seen by others as agreeable and relaxed but can also be seen as  mild and docile.

Sunshine yellow is displayed by a person who is fun and loves interacting with others. They value socializing and they are enthusiastic around others, particularly when demonstrating a skill. When working in a group, they desire recognition. They are dynamic and spontaneous, which can lead others to see them as disorganized.

Fiery red is displayed by someone who is action driven, and who is certain and confident. They enjoy a challenge and are often competitive and determined to succeed. This determination means that their goal is achievement and overcoming challenges, however, their single-minded focus can sometimes lead others to see them as impatient.

From Four Colors to Eight Types

Of course, no person is entirely described by one of the colors above: We are all a mix of different traits that we will display differently based on our environment and mood. And, a person can be a mix of different color categories too. From this comes the idea of eight personality types, where in addition to types based on the four colors, there are four more types which represent a blend of two colors.

These eight types map onto the work of Jung, who defined personality as four aspects (sensation, intuition, thinking, and feeling) along one axis (extroversion versus introversion).

The Eight Types: Style and Qualities

The eight types of Jung can be related to the four colors to understand both what a person’s motivation is and how they work in groups, plus understand their underlying personality type. The types are as follows:

Director (fiery red)
Extraverted Thinking
A director is a person who is focused primarily on results. Their biggest priority is to get the most important task they have done to a high standard and on time, and they are not afraid to make big decisions and to implement those decisions assertively. These qualities make them excellent leaders, but they need to be careful so they don’t come across as pushy or impatient.

Motivator (fiery red and sunshine yellow)
Extraverted Intuition
The motivator has the same drive to get results as the director, but this is tempered by an emphasis on positive thinking and a sense of fun. This person has high levels of enthusiasm and can get a group motivated to take on a task or to overcome a challenge. Their ability to enthuse people into implementing plans makes them well suited to roles where they inspire their staff to achieve their goals.

Inspirer (sunshine yellow)
Extraverted Feeling
The inspirer’s greatest strength is their people skills, as they enjoy being around others and have a good understanding of how to motivate and inspire them. But they are not just cheerleaders – they are creative types who can find people-oriented solutions to problems that other people might not think of. Their skill at persuasion can make them good sales people as well as creative team members.

Helper (sunshine yellow and earth green)
Introverted Intuition with Extraverted Sensing
The helper has the sociable aspects of the inspirer but also a more grounded, caring aspect. Instead of wild creativity they have a more solid, supportive, practical approach. They enjoy helping others most of all, and they are willing to be flexible and to see others’ points of view. Their skill at sharing ideas make them excellent mediators as they are good at helping a group to build consensus.

Supporter (earth green)
Introverted Feeling
The supporter is someone who prefers to stay out of the spotlight and to facilitate the work of the group. They are excellent listeners and can empathize with others, so they make good counselors. They are highly loyal to their team, and they like to work supporting others and group rather than just driving results on their own.

Coordinator (earth green and cool blue)
Introverted Sensing
The coordinator is highly organized and puts an emphasis on planning and time management. They have a practical approach to what can be achieved and what steps will be required to implement a plan. They make excellent administrative staff and project managers.

Observer (cool blue)
Introverted Thinking
The observer is detail oriented and cares about everything being correct and defined to a high standard. They are strong at analysis and at meeting rules or guidelines, making them well suited to testing or compliance roles, and really any role that required analytical, practical thought. Often a great fit for legal, financial and technological pursuits.

Reformer (cool blue and fiery red)
Extraverted Sensing with Introverted Intuition

The reformer wants both high standards and strong results, which makes them extremely determined. They have a strength in monitoring performance and discipline, making them well suited to roles where decisions might need to be made based upon logic and data, rather than people and relationships.

If this initial overview has piqued your interest and you want to know more about Jung’s personality types, check back soon as that will be the subject of our next post.  You can also learn more at www.scottstedtalk.com, or www.discoveryourself.com

What’s Your Personality Type?

 

personality

Personality can be a tricky thing. Often we are so caught up in living our regular lives that we forget that things like personality can have a major impact on how we interact with other people and deal with certain situations. Personality doesn’t explain everything, but it is a foundational part of human interactions and behaviors that we participate in and find around us every day.

The origins of personality science began with Hippocrates in ancient Greece, where the idea of humors became widely accepted as the reason behind the differences in personality people displayed. His four humors were known as sanguine, choleric, phlegmatic, and melancholic.

From Hippocrates to the present   

Hippocrates’ ideas on the origin of personality evolved as science itself advanced. Eventual iterations of his beginning personality hypothesis included the Myers-Briggs test, the DiSC methodology, Insights Discovery and much more. All of these concepts regarding personality were built on similar foundations, although they used different labels to categorize each personality type.

Discovery Yourself utilizes the following categories to determine personality type: talker, relater thinker, and director. These are the four main personality types that can be broken up into further personality categories. These four main labels can still bring great insight not only to your personality but to the personality types of those around you.

Thinkers and relaters are typically more introverted, while directors and talkers tend toward extroversion. Thinkers and directors are highly task-oriented, while relaters and talkers are relationally motivated.

Determining personality

Determining your individual personality type can bring you great insight and clarity into who you are as a person, and why you behave the way you do. Do you tend to find energy in solitary activities, or by facing an engaging social situation? Do you find yourself genuinely interested in the other people around you, or do you focus more on the task you are trying to accomplish?

All of these questions can help you determine where you fall on the personality spectrum. Once you’ve found your category or categories, you can begin to notice when in your life you utilize the strengths of that particular personality type. You can also use this valuable information to notice where you might be struggling to work well with others, taking their professional positions and their personality type into consideration. Instead of chalking up misunderstandings to not working well together, you might find that personality holds the key to more than meets the eye.

Jung opened up an entirely new world with his discoveries, and discoveries into the psychology of personality and the self are still being made today. Insights Discovery is based squarely on Jung’s theories, and as such is an invaluable tool in helping people understand themselves and others. Schedule me, Scott Schwefel, as your keynote speaker, and I will come to your group and address the differences in personalities in a truthful, fun, and easy-to-understand way. Follow me on Facebook, LinkedIn, and Twitter to share my blogs with the color energies you work with!

More of Others, Less of You

 

personality

More of others, less of you. Sounds a bit harsh, doesn’t it? More of others, less of you is simply a way to make sure personalities are being balanced in everyday interactions. Part of the essential method of adapting and connecting is understanding the personalities of the people around you that you interact with every day. Whether you’re in the office, at home or interacting with strangers, adapting to their personality type is essential for interpersonal success.

Making a conscious effort to adapt to the personality strengths of others doesn’t lessen your grasp of your personality; rather, it enhances your understanding of all your social interactions. Adapting and connecting with other people serves to change your inner perceptions of who they are and ultimately changes how you interact with them on a much deeper, subconscious level.

How to make more of others

In a world that prizes individuality and independence, how do we go about learning how to make more of others? Part of Insights Discovery is knowing what color personality you are, and how this can change and reflect upon your interactions with others. Attentive and empathetic listening is one way to start pulling the focus away from yourself and towards others, to begin to change both your outer and inner ways of interacting and communicating.

Observe what other people are doing, and listen to what they are saying. Peoples’ personalities shine through their interactions with others but often go overlooked because we are putting our attention on the wrong things. Once you have observed and listened to a person, figure out where they fall on the four color personalities chart.

Peoples’ personalities aren’t always easy to decipher, especially if they act differently outside of work than they do inside. However, their general way of being will remain consistent, and their strong personality characteristics will become evident. Matching your co-workers up to the four color personalities chart can get you started interacting with them on an entirely new level.

How to interact with others

You may recall that the four main color personalities are Fiery Red, Earth Green, Sunshine Yellow and Cool Blue. Already these four categories evoke certain feelings or characteristics you can attribute to them. By consciously bringing to mind the characteristics you want to display when interacting with others, you can more effectively communicate with people who have the same personality type as you, but those who are also very different as well.

Jung opened up an entirely new world with his discoveries, and discoveries into the psychology of personality and the self are still being made today. Insights Discovery is based squarely on Jung’s theories, and as such is an invaluable tool in helping people understand themselves and others. Schedule me, Scott Schwefel, as your keynote speaker, and I will come to your group and address the differences in personalities in a truthful, fun, and easy-to-understand way. Follow me on Facebook, LinkedIn, and Twitter to share my blogs with the color energies you work with!