so, was it right?

I took a bunch of personality tests at work, as part of my working there. These are psychological tests that we use to coach Upper Management around the world.
The 1st test I took was the MBTI

I am:
Your type came out to be
INFJ
(Introversion, Intuition, Feeling, Judging)
INFJs are typically innovators in their areas of interest. They search for the meaning of what they observe
and apply their insights to human development. They would rather focus on what they believe will make a
lasting difference in people’s lives than on what’s popular with others.
Independent and individualistic, INFJs nevertheless value cooperation and harmony. They work to communicate
their ideas to others and also validate others’ ideas. They would rather win cooperation than demand
it. However, INFJs may develop a single-minded devotion to their ideas and feel frustrated when
others do not understand those ideas quickly.
They are most interested in helping people see new possibilities. They like others to develop a deeper
understanding of themselves and often work one-on-one to help individuals do so.
INFJs follow through conscientiously on what’s important to them. They are likely to be organized,
although occasionally they may miss relevant details.
INFJs are likely to be most satisfied in a work environment that encourages people to develop to their fullest
potential. People can count on them to recognize and stay focused on the big issues that affect everyone.

“© 2001, 2003 by Peter B. Myers and Katharine D. Myers. All rights reserved.
Myers-Briggs Type Indicator, MBTI, Introduction to Type, and the MBTI logo are
trademarks or registered trademarks of the Myers-Briggs Type Indicator Trust in
the United States and other countries. The CPP logo is a trademark of CPP, Inc.”

The second Test I took was the Leadership Derailer:

This report is designed to help you grow and develop as a leader. It
summarizes your results on the Leadership Derailment Report, which you
have recently completed. This report will provide you with insights into those
behaviors you engage in during times of stress that have the potential to
undermine your effectiveness. It offers suggestions and ideas for ways you
can manage these tendencies–to lead people more effectively, and also to
avoid potentially costly decisions and mistakes.
I am:
Volatile
Moody and unpredictable. Sudden eruptions and outbursts or expression of
strong emotion. A tendency to erupt or engage in strong outbursts with
little warning. Volatile leaders may be enthusiastic one moment followed
later by doubt or despair. They may be hard to predict or anticipate and
others may fear the unexpected. May become hard to trust or rely on
because of sudden shifts between excessive enthusiasm and strong
reservations.

Summary Statement Your score here suggests that you tend initially to be enthusiastic about
new people or projects, but then become discouraged, often too easily, and
possibly give up or quit. You may also tend to be emotionally explosive,
perhaps yelling at people who make mistakes. This explosiveness will
affect your ability to maintain relationships and motivate your team.
People around you may wonder “Who is going to show up today?”
Future Implications Your intensity and energy will have a strong impact on your organization.
However, your tendency toward emotional displays could be disruptive
and may undermine your credibility. Your tendency to criticize others’
work will impede your ability to coach others and to work as part of a team.
Your boss will probably be impressed with your energy and enthusiasm for
new projects, but may notice your tendency to become discouraged when
things do not initially work out, and to give up on projects. Your
moodiness, volatility and angry outbursts make you seem like an
undependable ally and a person who is hard to please.

Distrustful
Easily offended and highly skeptical of others, including their motives. Alert
to hidden agendas and disguised signals. Suspicious and dubious about
others and situations. May downplay future possibilities or assume that
things will not turn out well. May resist change and new ideas because of a
tendency to over-criticize.

Summary Statement Your score suggests that you have a tendency to feel mistreated or
unappreciated more quickly than most people. Consequently, you may
take actions that burn your bridges and disturb the relationships you need
to be effective. You may also be overly suspicious of others’ motives and
carefully scrutinize their words and actions.
Future Implications You have keen insights into the intentions and abilities of others, and may
be a shrewd observer of human nature. These qualities can be an asset in
organizational life. However, you also have a tendency to take things
personally, to overreact to perceived threats and to become argumentative
when you feel slighted. These qualities can interfere with your ability to
sustain long term relationships. You may be uncomfortable working in
teams or managing others because it is difficult for you to trust. Your
tendency to be suspicious and combative may make it difficult for others
to perceive you as reliable.

Mischievous
Socially skilled with a tendency to test the limits, seeks excitement and takes
risks. Pushes the boundaries of possibilities and sometimes “walks the line”
of acceptable or ethical conduct. Is willing to sometimes act in underhanded
or less than transparent ways.

Summary Statement Your score on this scale suggests that you can be a charming and
adventurous person who enjoys variety, excitement, and testing the
limits. You are an engaging and even refreshing person, but you have a
tendency to be careless about commitments and follow-through. You
may ignore feedback and mistakes, sometimes making decisions without
evaluating the consequences. Over time this can impair your ability to
make good decisions, prevent you from building and maintaining positive
relationships with others, and erode your credibility.
Future Implications You are seen as an energetic person with a hunger for adventure and a love
of risk. You also have the ability to sell your agenda. You have a low
tolerance for boredom and careful deliberation, and prefer to make rapid
and intuitive decisions and then move on without looking back. You tend
to ignore mistakes and failures, and may have trouble with commitments
and follow-through, especially if long time frames are involved. In time,
this may tend to erode your credibility. People will initially enjoy working
with you, but may grow weary of your fast-paced, impulsive, and intuitive
decision making and lack of long term commitment to projects. You are
an engaging person and should be well-liked by your bosses, but your
limit testing and erratic focus of attention may yield poor long term
results. You prefer short-term strategies and flashy visions that may be
persuasive, cunning and ingeniously crafted.

Melodramatic
Expects to be liked and enjoys being the center of attention. Likes to
perform and dominate the attention of others through extreme bravado,
confidence, and sometimes domination. Calls attention to oneself and likes
to act out. Manages by crisis.

Summary Statement You are an outgoing and engaging person with a talent for self-promotion.
You will enjoy leadership roles, and as a leader you will challenge the limits
and inject energy and fun into the operation. At the same time, you may
be somewhat impulsive, in need of excitement, over committed, easily
bored, and tend to blow up when frustrated or challenged.
Future Implications You are an active and high profile corporate citizen who enjoys being in
the center of the action. This may lead you to “manage by crisis” because
you will be entertained, active and in the spotlight during this time.
However, after the crisis, others may be frustrated at the lack of resolution.
You will enjoy being a highly visible member of a team– and will probably
attempt to lead the group. However, your difficulties with active listening
and focusing your attention on others may impede your success.
Distractibility and lack of follow-through may detract from your
credibility. Although you are a socially skilled, engaging, and fun person,
your temper flashes when thwarted. Bosses will enjoy your company but
may note an inability to complete projects. Your performance as a coach
and mentor may suffer as a consequence of your over commitment and
inability to focus. You will tend to have ambitious, novel, and interesting
ideas about business strategy, but others may have to push through the
implementation.

Eccentric
Acting and thinking in sometimes odd or unusual ways. Being, acting, or
communicating in a unique or different way than is customary.

Summary Statement Your score on this dimension suggests that you are a lively, insightful
person with a lot of ideas, but you are not adept at critically evaluating
them. You will often tend to be the life of the office, entertaining others
and stimulating discussion. However, over the long haul you may
experience difficulty in implementing your ideas — often due to lack of
attention to detail and follow-up.
Future Implications You are a bright, entertaining, and interesting person with some decided
strengths as a manager– an ability to change directions quickly, to work
without explicit guidelines, and to anticipate and imagine future trends.
Although you will be fun to work with, as a manager you may frustrate
your staff by being easily distracted and by communicating in
unpredictable, idiosyncratic, and confusing ways. While you will be a
creative coach and mentor, under close scrutiny your advice may be
judged impractical, “off the wall,” or out of sync with the organizational
culture. Others may not always evaluate your enthusiastic enjoyment of
team tasks as contributing value to the undertaking. Your boss will often
appreciate your creativity and spontaneity, and may find your knack for
strategic and visionary thinking quite helpful. On the other hand, your
playfulness, need to show off, and lapses in judgment may detract from
your credibility and lead to lessened confidence in you.

“Copyright © 1999, 1997, by Robert Hogan, Ph.D. All rights reserved. This report may not be reproduced without the expressed permission of Robert Hogan, Ph.D”

What do you think? Was it accurate?

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