8 Fears That Derail Performance-Development

8
Fears that Derail Performance & Development

Getting unstuck by understanding our fears
ByAnneDranitsaris,Ph.D.&HeatherDranitsarisHilliard
Duringaleadershipcoachingsession,myclientRalph,
a senior leader in a large legal firm, complained
bitterlyoftwoofhisdirectreportswhowerenotliving
up to their potential or to his expectations. He
reported that they had both missed a very important
monthenddeadlineforthesecondtimeandwerenot
particularly apologetic about it. Our company had
recently introduced a new performance management
system into Ralphs organization. I asked Ralph if it
using the system and whether he had used it to help
find out what was going on with them; to restate his
expectations for month end reporting; and determine
checkinpointstomakesureitneverhappenedagain.
Ralphreplied,sayingthatitwasawasteoftimetodo
so. He would rather fire them than spend any more
time holding their hands. He was so angry at them
that he didnt trust himself to have a conversation to
discussthisasaperformanceissue.ToRalph,thiswas
personal and therefore emotional. It reflected poorly
onhisleadershipabilitiesandfrustratedhisneedtobe
in control. I knew that one more layer down was the
fear of feeling helpless or powerless during a
conversationwhereherantheriskoflosingemotional
controlandwherehewouldfeeltoovulnerable.Itwas
easiertofeelangryand engagein the powerfantasy
of firing them. I suggested to Ralph the potential to
lose control in a performance discussion was
frighteningtohimandheturnedhisangeronme.Im
not afraid of those incompetent idiots! Dont be
absurd.Imnotafraidofanything.
Our behavior is affected by fear more than any other

human emotion. It causes us to act in ways that are
inconsistent with what we desire or aspire for. Our
beliefs about fear get in the way of understanding this
powerful emotion and acknowledging that it actually
exists. For example, leaders, like Ralph, often believe
the higher they go up the corporate ladder the less
afraidtheyshouldbe.Ortheybelievethatfearisasign
ofweaknessandwillbendoverbackwardstohidethis
feeling from others and even from themselves.
Conditionedtoonlylookatbehaviorandtorationalize
their own, they fail to look below the surface to
understand the fears and anxieties that drive
dysfunctionalbehavior.
Most of the advice we receive about fear is how to
control, deny, rationalize or overcome it. The reality is
that fear occurs naturally, outside of our conscious
control.Itisthebodywarningusthatitsensesathreat.
Fears can simply be emotional memories of negative
events which we store in the brain. Our brain notices
likenesses to past events and reacts as though the
currenteventisathreat(i.e.Iwasnevergoodinschool
and was called stupid by classmates. Now I dont take
classes for fear of being called stupid.) Things that we
have experienced that have caused us pain and
suffering in the past are the basis for fear. We can tell
ourselvesthatwearentafraidbuttherealityisthatwe
have created a safe comfort zone for ourselves and as
long as we live within the boundaries of the zone, we
arefine.
2013 Anne Dranitsaris, PhD., & Heather DranitsarisHilliard

Striving Styles Personality System
www.StrivingStyles.com
HARD-WIRED TO SURVIVE
Whether we are experiencing mild anxiety or terror,
fearbasedemotionscauseustobehaveinwaysthat
ensure our physical and psychological survival. We
accept our physical fears much more easily than we
doourpsychologicalonesbecausewearetaughtthat
ourfearsmakeusweak.Mostofourproblemsoccur
when we focus on getting rid of our fear or avoiding
thesituationsthatarelikelytocausethem.Fearsare
instinctual,biochemicaleventsthatoccurinthebrain
and body whether we want to them to or not (or
whetherwebelieveitornot!).Itisconnectedtoour
strongest instinct to survive. It is the release of
hormones into the blood stream that gets the body
ready to fight, take flight or to freeze. Our senses
become more acute and we are poised to protect
ourselvesatallcosts.Wecantjusttellourselvesnot
tobeafraid;itsanallornothingtypeofreaction!As
thisisthecase,isntitoddthatwebelieveweshould
beabletogrowoutoforcontrol
this
important
instinctual,
biological process whos sole
purposeistohelpussurvive?
Whether the cause of our fear is
real or imagined, our physical
reactionisthesame.Weperceive
athreatandreactinstinctivelyto
survive.Fight,flightorfreeze.Our
bodies are stimulated and we go
into a heightened state of
arousal,readytorunordobattle.Mostfearsriseout
of perceived threats; things that aren't even real.
Researchshowsthatasmuchas80%ofwhatwefear
never happens. Yet, we allow our lives to be deeply
affectedbecauseofthescarystorieswetellourselves.
Fear,notdesireorpassion,isthestrongestemotional
motivator we have. This means that when we have a

choice to do we want, which frightens us versus to do
whatweknowandissafe,wewilloptforsafetyletting
fearwinout.
It is only when we acknowledge, examine and
understand our fears that we can release ourselves
fromtheirgrip.Thisiswhyitissoimportanttolookat
what gets in the way of achieving our hearts desire or
why we are talking ourselves out of doing what we
know we need to. Fear is the most common reason
people have for staying stuck in their lives. So, if we
dontknowwhatwefearordenythatweactuallyhave
them, we dont have a chance of achieving our
potential.
We mistakenly think that if we tell ourselves we wont
beafraid,andthenwewont.Wecanbelittleourselves
orcallourselvesnames;tellourselveswearestupidfor
feeling afraid; or try to alter our brains with caffeine,
alcoholordrugstonumbthefeeling,
all to no avail. We need to have the
experience of fear and then decide
whether this feeling belongs in the
past or the present; whether it is
alerting us to a real danger or not.
For example, an employee may
immediately become gripped by fear
every time their manager calls them
to their office. Despite evidence to
the contrary, the employee still acts
as though the threat is real,
strengthening
the
automatic
reaction.Themanagercantelltheemployeenottobe
afraid,butuntilthefearisdiscussedandtheemployee
works to shift from their automatic responses, nothing
changes.

THE SOARING COST OF FEAR &

ANXIETY IN THE WORKPLACE
While leaders work hard to not show that they are
afraidoroverwhelmed,employeesbondtogetherand
talkabouthowstressedtheyareandhowstressful
the workload is. Its much more acceptable to feel
nervous or stressed than to admit one is afraid.
Thesewordshavebecomeacatchallforvariousfears
thatremainunnamed.Anxietydisordersarethemost
commonmentalillnessinCanadawith2in3sufferers
being women (Public Health Agency of Canada, The
human face of mental health and mental illness in
Canada).Individualswithanxietydisordersexperience
greater functional disability than individuals with
common physical disorders (i.e. arthritis, high blood
pressure). The human and economic costs of anxiety
disorders in the workplace are profound. Anxiety
amongtheemployedislinkedwithbothabsenteeism
and diminished productivity (presenteeism). When
you take into account the direct costs of anxiety in
terms of medication, physician visits, the indirect
costs, such as decreased productivity, and the
intangible costs (e.g. pressure on the remaining

employeeswhohavetomakeupfortheproductivity
lost by the person with anxiety), the total cost of
anxiety is enormous. Estimates in Canada place it as
highas$35billiondollars.(HealthCanada.Assessingthe
CostsofWorkplaceStress).Still,nooneistalkingabout
fearastherootcauseofthisphenomenallossofhuman
productivityandhowtoidentifyandaddressunderlying
fearsinemployees.
DYSFUNCTIONAL BEHAVIOR
CAUSED BY EMOTIONAL ACTING
OUT
Theproblemwithnotaddressingtheemotionaldrivers
of behavior is that we end up acting out our feelings
instead. Acting outis a term used to describe self
protective behaviors that arise from feeling afraid or
havingourneedsfrustrated.Itiseasiertoperforman
actionratherthanbearingthefeeling(i.e.fear,anxiety)
and tolerating the unknown. Usually acting out is
designedtomaketheotherpeoplefeelthewaywedo
and is either done unconsciously or semiconsciously.
While someone is acting out, the action performed is
destructivetoselforothersandmayinhibitdeveloping
moreconstructiveresponsestothefeelings.
We are all capable of acting out when we dont feel
ourfears.Everyoneactsoutanditisveryimportantto
know just how we and others around us do it to avert
workplacedysfunction.Actingouttakesmanyformsat
work. A common example is when an employee isnt
abletocompleteaprojectontimeandisafraidtotell
theirmanager.Theylivewiththefearoftheimpending
consequences of missing the deadline, sometimes
makingthemselvessickwithworry.Theyfeelpowerless
in the situation. When the project is due, they are
apologetic and remorseful about not completing it;
secretly hoping their manager will be sympathetic and
are silently angry at them when they arent. The
manager ends up feeling as helpless as the employee

becausethedeadlinehascomeandgoneandthereis
nothingtheycando.
Another example is when a
manager is afraid to say
something to an employee when
theyarentmasteringsomeofthe
basics of their job. Instead, they
tell themselves the employee
shouldhavemasteredtheirjobby
nowandfeelfrustratedandangry
thattheyhavent.Theyignorethe
employee and avoid speaking to
them. The employee has no idea
why their manager is treating
them the way they are and
become increasingly anxious, making more mistakes
asaresult.Ultimatelytheemployeeisletgobecause
of their poor performance. They feel angry and
frustrated by the lack of interest in helping them be
successful.Themanagerwritesitoffasahiringerror.
Acting out creates organizational dysfunction and is
emotionally driven. We have worked with some of
the top people in Fortune 500 companies,
entrepreneurs and other leadership groups who
werentafraidtosaytheywereactingoutandwanted
tostopbecausetheyweregettinginthewayoftheir
ownsuccess.Theywereeagertofindouttheirpartin
creating the dysfunction so they could do something
about it. Knowing allowed them to shift their own
behaviors and work with their own fears, taking
themselves out of their comfort zones into new
emotionalterritory.
When someone isnt behaving properly at work or
acting out in training activities, we look at what fear
maybedrivingtheirbehavior.Whileitiseasiertotell
someone to change their behavior than to interpret
what might be going on with them and to have a

conversation with them about this, it doesnt move
people out of their comfort zone. Many
leaders fear that by having these
conversationstheywontdoagoodjobofit
or
it
makes
them
emotionally
uncomfortable to have that type of
dialogue. But dealing only with behavior
just addresses the problems and not the
root cause. They act out in avoidance of
having to experience fear and anxiety, and
because the acting out behavior is easier
than moving out of their comfort zone. As
both managers and employees continue to
behavethesameway,nothingchanges.
GETTING OUT OF SURVIVAL

For hundreds of years, we have believed that maturity
meant that we no longer were subject to unpleasant
feelingsandthekeytooursuccesswasinourabilityto
useourrationalbrainwhileignoringandcontrollingour
emotions. We now know that our ability to self
actualize lies in our ability to experience and use our
emotions in combination with our rational brains.
Humanshavethreebrains,notjustone.Allthreebrains
are connected to each other through neural pathways
and they communicate with each other in a computer
like fashion. Each of the brains has its own purpose,
function, and intelligence. The three brains are the
reptilianbrain(instinctual),thelimbicbrain(emotional)
andtheneocorticalbrain(rational).
In the Striving Styles System, the emotional and
instinctual brains, with their neural connections, are
called the SelfProtective System. This System ensures
our survival as human beings, has hardwired neural
pathways, and develops first. The rational brain, which

has
limited
neural
pathwaystotheemotional
and instinctual Brains at
birth, develops last. These
three brains with their
connections are called the
SelfActualizingSystem.
The three brains are
designed to work with
each other. When the
brain develops along its
desiredtrajectory,webuildstrongpathwaysbetween
our rational, emotional and instinctual brains. This
SelfActualizing System regulates instinctual brain
impulses,whichallowsustosetgoals,imaginewhatis
possible, delay gratification, manage negative
impulses and make decisions in the interest of self
care. It allows us to continue maturing and develop
the capacity to use our whole brains, to become
flexibleandresilient,able tomanageourlives,adapt
tochange,andbecomewhowearemeanttobe.
However, if childhood stressors interfere with the
establishing of neural pathways between these three
brains,westaylivingfromourSelfProtectiveSystem.
The rational brain cant stay on course with its own
development. Instead, it has to keep in check
impulsive reflex reactions that keep popping up. It
adoptsapolicingroleinsteadofaplanning,visioning
anddecidingrole.Thisleadstoexercisingcontrolover
emotions and instincts rather than assimilating them
intoanintegratedapproachtoselfmanagement.
The SP System is wired to protect us from real or
perceived threats to our survival and is activated by
fear and other associated emotions. Threats may be
external or internal, real or imagined. The systems
reactions are automatic in nature and give rise to
freezing, withdrawal,
avoidance, or flight
reactions without any
attempt to understand
or question; the only
goal is to survive.
Because this brain
system does not learn
from mistakes, it keeps
doing the same things
without understanding
why. Not surprisingly, the behaviors prompted by our
SPSystemsareoftenmystifyinglyselfdestructive.
PATH TO DEVELOPMENT ~ THE

SELF-ACTUALIZING SYSTEM OF
THE B RAIN
The brains biological mandate is to build connections
between the SP System and the rational brain. The
result of connecting the three brains is what we have
named the SelfActualizing (SA) System. This system
allows us to direct our energy toward meeting our
needs, our goals, and our potential rather than just
ensuring our survival. Development is complete when
enoughneuralnetworkshavebeenlaiddownfromthe
rationalbraintotheemotionalandinstinctualbrainsto
consistently and habitually manage, plan, direct, and
organize our experiences. Without a developed SA
System, we are left with a disconnect between what
we know (think) and what we do (experience). This
might explain why many people behave in less than
admirable ways despite their considerable investment
inselfhelpbooks.
Our SA System regulates impulses from the instinctual
brain the way a good leader deals with competing

priorities. When this system is fully functional, we

can set goals, dream our dreams, imagine, delay
gratification, manage our impulses, and make
decisions in the interest of selfcare. We respond to
situationsinsteadofreactingtothem,tryingtosolve
problemsratherthanfocusingonouremotions.Inthe
SA System, we dont experience our emotions in the
samewayaswedointheSPSystem.Wemightnotice
that we are afraid, upset, or anxious, but we dont
allow our emotions to dictate our behavior. Instead,
we decide what our best course of action is. Most
importantly,wedevelopthecapacitytouseourwhole
brains,becomingflexibleandresilient,abletomanage
our lives, adapt to change, and become who we are
meanttobe.
When were successfully using our threebrain
system, we spend more time seeking pleasurable
and selfpromoting experiences than avoiding
perceived threats. We are curious about the world
andembraceourliveswithjoyandvigor.Thissystem
promotes behavior that is likely to bring us various
pleasurable results (including fulfillment of our
physical and psychological needs). It is an energizing
system that moves us outward to explore and
experienceourenvironment.
When we get angry, anxious, afraid, or otherwise
upset, the entire brain is activated. It is up to our
rational brain to slow down the process between
whenitsactivatedsowecanconsiderthebestwayto
deal with the situation. The rational brain tries to
decode or understand impulses from the emotional
brain before responding. It tries to figure out where
thingsfitinthebiggerpictureratherthanreactingto
the situation as a standalone event. This reasoning
process takes much longer than automatic reactions
of instinctual and emotional brains, which explains
why sometimes we do blurt out things we later wish
wed never said. However, the more we use our SA

System,thestrongerandfasteritbecomes.
UNDERSTANDING OUR INNATE

NEEDS & FEARS
Haveyoueverwonderedwhysomepeoplearentafraid
of the same things that you are? Perhaps you have a
friend who jumps out of planes for fun and you
wouldnt do it if you were paid. Or you find it easy to
ask direct questions when you are looking for
information, while others are afraid of embarrassing
themselves. We call people brave when they do
somethingweareafraidtoandyetforthesepeople,it
isnt frightening. We think they are courageous, when
they are acting out of their comfort zone. This is
becauseourbrainsarewiredwithapredominantneed
and an innate fear of not getting that need met. Once
this fear is triggered, the selfprotective behaviors of
the Style emerge in an attempt to get the need met.
Thefearistriggeredwhetherweareawareofitornot.
Knowinghowour brainisorganizedtofunctionhelps
us understand and address our psychological needs
and fears. Nothing helps determine predictable
patterns of behavior faster than assessing our
personality type. Add to this an understanding the
predominantneedsandinnatefearsofeachpersonality
typeandwehaveawindowintothedriversofbehavior
each one. While we can understand normal behaviour
of each personality type using the MyersBriggs Type
Indicator, the Striving Styles Personality System adds
the emotional dimension that allows us to see the
predominant needs and innate fears that drive the
behavior of each of the 16 MBTI Types. It provides a
way to understand the full human experience: how
personality, needs, emotions, conditioning and brain
developmentimpactonbehavior.

energy(StrivingStyle)thatdetermineshowwebehave
inordertogettheneedmet.Ratherthanjustinforming
people on how they prefer to behave, it lets people
understand the true drivers of their behavior needs
andemotions.
The SSPS is a complete system which includes both
assessmentandaclearpathfordevelopmentbasedon
apersonsbrainorganization.Itshowshowthebrainis
organized,howneedsandemotionsinfluencebehavior
as well as how to develop by having experiences that
literallyremapyourbrainandsatisfyyourpredominant
need.

BUILDING AWARENESS WITH

THE S TRIVING S TYLES
PERSONALITY SYSTEM

Before we can develop or change our behavior, we

must first understand ourselves. The Striving Styles
Personality System is the only developmental
framework that integrates multiple disciplines and
theories including the latest advances in
neuroscience in order to reflect the full human
experience, giving people the tools to shift their
behaviorandfullyachievetheirpotential.
TheStrivingStylesisanevolutionofCarlJungsTheory
of Personality Type, popularized by the MBTI, True
Colors and DiSC. However, its focus on the brain
shows people how to break longstanding patterns of
behaviorthatgetinthewayoftheirsuccess.
LEVERAGE YOUR WHOLE BRAIN

The SSPS provides a way to easily understand and
leveragebrainfunctioningtoconsciouslyinfluencehow
a person behaves. Through the Striving Styles,
individuals understand their Predominant Style
(Alpha)aswellasthethreeAssociateStylestheyhave
access to, each of the needs that drive behavior, the
roletheseStylesplayintheirpersonalityaswellashow
tomaximizethepotentialoftheirtalents.
Rather than looking at people as one dimensional, or
in terms of strengths vs. weaknesses, the SSPS shows
people how to leverage and integrate the striving
energies of all four quadrants of their brain. As well,
we show people how their instinctual and emotional
brainscalledtheirSelfProtectiveSystemshifttheir
behaviorandgetinthewayoftheirdevelopment,and
how they can selfactualize by strengthening
connectionswiththeirrationalbrain.
EMOTIONS, NOT THOUGHTS, DRIVE BEHAVIOR

TheStrivingStylesisbasedontheassertionthateach
ofusisbornwithapredominantneedandpatternof
The truth is that most of us just dont understand our

own needs, fears, and habits of mind very well, so we
sabotageourselvesbylivinglifeatlessthanfullthrottle.
Weletourfeardefineanddecidewhatexperienceswe

willhaveandwhatwewillsay,becauseweareafraid
of stirring up emotions in others or ourselves.Over
time,wemayacceptthiscompromiseasliving,when,
unknowntous,allwearereallydoingislivinglifeon
autopilot and trying not to rock the boat. Our innate
fears are varied. They are based on our strongest
motivations (striving energies) and their associated
psychologicalneeds.Weareconditionedtojudgeour
fears rather than to examine them and ask ourselves
the purpose of the feeling. Only through
understanding the motivation and need attached to
thefear,canwestopactingoutofthefear.
Based on the Striving Styles Personality System,
thereareeightdistinctpsychologicalneeds,whichare
rooted in the four quadrants of the brain (two per
quadrant). One of these needs is your alpha or
predominant need, so it has the greatest influence
over your behavior and sense of security. It also
determines the innate fear that wields the greatest
power in your life when you are not aware of it or
whenitisbeingtriggered.
The following are the eight
Striving Styles and
corresponding MBTI Type with

their predominant need and fear.
It gives you a taste of how each of
the Styles normally behaves and
how their fear driven selfprotective behaviors can create
performance problems and
interfere with training and
development.

THE LEADER (ESTJ, ENTJ)

The Leaders predominant
need is to be in control. It
doesnt take long for you to
recognize this Striving Style,
as they confidently let you
know what you should be
doing and why. These
assertive
and
decisive
individuals seem to go
through life defining their
environment and everyone in
it. Easily the most dominant
and powerful of all of the
Styles,theyknowwhattheywantandgoafteritwith
asenseofsatisfaction.Theyapproacheverythingthey
do as though they were born to be in charge and
expectotherstofollowtheirlead.
Leaders are perhaps the most selfconfident of the
StrivingStyles.Theyenjoytakingchargeandtheease
with which they do so makes them seem like they
were born to lead. They often end up in leadership
roles because of their need to control their
environment and everyone in it. They get pleasure
from being in control and when someone else is in
charge they dont always trust them. Leaders dont
often doubt themselves or labor excessively over
decisions,evenifthedecisionturnsouttobewrong.
Leader Style people have a predominant fear of
feeling helpless or powerless. They can react
negatively when told they need to improve their
performance or they have to attend training. This
immediatelyfrustratestheirneedtobeincontroland
masters of their own destiny. They prefer to identify
whattheyneedandsuggestittotheirboss.Theycan
end up resisting their own development when not

included in the decision making process. Leaders will
create power struggles with their manager, deciding
that their boss doesnt know what they are talking
about.Theymightevengoasfarastorefusetoattend
in team building sessions or training sessions. Should
they go, they might sit silently, refusing to participate.
The more helpless or powerless they feel, the more
theyactout.
During training Leaders will test and challenge the
trainerorfacilitatorastheydonteasilytrustothersto
know what they are doing. They can be intimidating,
askingquestionsthat challenge the competenceof the
trainer, looking for ways to discredit them. Their fear
causes them to become increasingly aggressive and
domineering to help them gain control over what is
happening to them. Rather than showing their
vulnerability and fear, they try to exercise control,
becoming insistent that things be done their way, or
else.Angergivesthemthefeelingofpowerandcontrol
temporarily,butitisjustanavoidanceofthefearthey
feelwhentheyarenotincontrolofthesituation.
HIGHLIGHTS OF THE LEADER STYLE
Driven by a need to control
Fear feeling helpless or powerless
Decisive, determined & disciplined
Goal-oriented, seek mastery
Challenging & direct
Objective & rational
Impatient and abrupt

THE INTELLECTUAL (INTP, ISTP)

TheIntellectualspredominant
need is to be knowledgeable.
They have a strong need to
accumulate information and
gain insights into how things
work. Cerebral, curious, with a
strong need to appear
competent, they work to
understand things deeply and
thoroughly. They seek careers
and jobs where they establish
their expertise, where people come to them because
ofthisstatus.
Curious, with a hunger for learning, Intellectuals use
their minds to experience the world. They have a
natural desire to make everything they come across,
includingpeople,intoaperfectwhole.Theyarenon
judgmental and like to live and let live. They are
acceptingofthewayotherschoosetolivetheirlives
and expect to be treated in the same fashion. They
needthefreedomtofollowtheirinterestsorpursuea
solutiontoaproblem.
IntellectualStylepeoplehaveapredominantfearof
feelingignorant oruninformed.Tothem,knowledge
aspowerandtheyavoidsituationswheretheyarent
the expert. This makes training and development
challengingastheydontwanttoappeartoothersas
though they dont already know. Despite agreeing
withtheirmanageraboutperformanceimprovement
goals, they will routinely avoid group training or
coaching.Thesesessionsoftenturnouttobeabattle
ofwitswiththecoachortrainor.Theywillalsoavoid
engaging in the training process when forced to
attend.Duringtrainingtheyoptoutoftheexercisesor
find excuses to leave early. This can happen even

thoughthesubjectissomethingtheywanttolearn.
Because of their need to be knowledgeable,

Intellectuals will read up on what they are going to be
learningaboutbeforeatrainingsessionsotheyappear
toknowasmuchasthetrainerorfacilitator.Theyfear
beingasked aquestion theydontknowtheanswerto
leadingtoalossofexpertstatusamongsttheirpeersas
this frustrates their need to be knowledgeable and
makesthemanxious.Theywillalsobehaveinwaysthat
make them look as though they are experts despite
knowing nothing on a subject matter. They will be
dismissive of what the trainer is saying and appear
arrogant and contemptuous of their peers. They are
competingfortheplaceofmostknowledgeableandany
situationtheyfindthemselvesinwheretheydontfeels
threateningtothem.
HIGHLIGHTS OF THE INTELLECTUAL STYLE
Driven by a need to accumulate

knowledge and expertise
Fears feeling uninformed or ignorant
Analytical & logical
Enjoy learning and exploring new ideas

alone
Intellectually autonomous
Self-contained and concise in

communication
Seek expert status

10
THE PERFORMER (ENTP, ENFP)

The Performers predominant
need is to be recognized. They
are quick to engage and
entertain, and their enthusiasm
forwhattheyaretalkingaboutis
contagious. Performers need to
be the Star in whatever
situationtheyfindthemselvesin.
They can seem like different
people to each person they
know, adapting to suit the
situation. Because of their need for recognition,
Performers strive to achieve whatever gets them
attentionintheirparticularsocialenvironment.Being
averageisaninsulttothemandtheywouldratherbe
on the outside of a social group than just one of the
crowd.
ThePerformerhasanimageofwhotheyareandwho
they are becoming. This image is built on the vision
and goals they set for themselves. The image is
generally one of being the best at whatever is
important to themmoney, social status, sports,
goodlooksorintelligence.Theirneed forrecognition
drives them to achieve their image and make it real.
Goals excite and stimulate Performers and they are
energized by working to attain them. Their appetite
forsuccessandrecognitionfuelstheirambition.Then,
once they achieve whatever they were going after,
they create another image or set of goals to strive
toward,biggerandbetterthanthelast!
show how smart they are. They spend a lot of time

askingquestionsandtellingstoriesandifthefacilitator
isnt well boundaried, Performers can hijack the
meeting. Performers are embarrassed when questions
are limited by the trainer and demonstrate their upset
by acting out in a dismissive fashion. They gain
recognition by disagreeing or engaging in side
conversationsthataredisruptivetothegroup.
Performers have a hard time with performance

feedback as they tend to see themselves performing
better than others see them. They get into power
struggleswiththeirmanagersastheyseethemselvesas
their equals. They will argue and question things both
for attention and because they feel entitled to do so.
Performerswillalsopretendthattheyagreewithyouas
theywantyourapproval,butthentheyjustasoftendo
what pleases them as they are usually very valued
employees. They fear feeling the shame that they
associate with not being the best or coming in first.
Theybelievethatitseasiernottotrythantobeseenas
a loser or second best as they find this to be a
humiliatingexperience.Thismakesthemdependenton
winningtowardofffeelingsofshame.
HIGHLIGHTS OF THE PERFORMER STYLE
Driven by a need to be recognized
Fear feeling shame or embarrassment
Inspire and motivate others
Sensitive to & upset by criticism
Energetic and outgoing
Achievement and goal-oriented
Performer Style people have a predominant fear of

feeling shame or embarrassment. As Performers
enjoybeingthecenterofattention,doingtrainingand
development with peers provides the opportunity to
Image-driven; approval seeking

behavior

11
THE VISIONARY (INTJ, INFJ)

The Visionarys predominant
need is to be perceptive.
These people are motivated
by the desire to understand
and connect with the deeper
meaning and significance of
what they encounter in their
daily lives. Whether it is a
conversationaboutchildrenor
world hunger, Visionaries
need
to
perceiveto
recognizeandinterpretwhattheytakeininorderto
create mental order out of random thoughts,
impressions and experiences. Impersonal and
independent in their thinking, they offer innovative
solutions to both personal and practical problems.
Visionaries offer an unusual perspective that can be
profoundlyintuitiveandhelpful.
Visionarieshavethegiftofseeingthewaythingscan
become.Theyareoptimisticandenjoyaninnerworld
rich with endless possibilities. They enjoy working to
understand themselves and others, and they
intuitively recognize the complexities of human
existence.Theybelievestronglyintheachievementof
human potential, and their ideas and insights allow
other Styles to look beyond the limits they set for
themselves. They see that everythingwords, plans,
designs,ideas,evenpeoplehasroomforcontinuous
improvement.Optimisticandresilient,theysetoutto
achievetheirpotentialandhelpothersdothesame.
Visionary Style people have a predominant fear of
feeling invisible or disengaged. With whatever they
do,theyneedtohaveaclearpictureofwhyandwhat
the outcome is going to look like, otherwise they
disengage.Theyhaveaneedtounderstandthewhole
pictureandtheirplaceinitforthingstomakesensefor
them. When they cant do see themselves as a part,
they start to feel as though they are invisible and
disengagedfromwhatisgoingon.Theirsenseofselfas
connectedtothegreaterwholefeelsthreatened.
Feedback to them about their performance goals is
usually something they already know. They have an
orientation to continuous improvement and want to
knowwhattheyneedtoimproveon.Theyareintense
whentheyarelearningandtheirverypointedquestions
cancausethetrainerorfacilitatortobeintimidatedby
them. It is their need to perceive that causes them to
askuntiltheycanclearlyseewhattheyarelookingfor.
Should they not be allowed to ask questions, they feel
invisible,disengageandstopparticipating.Theyhavea
particularfeararounddevelopinginterpersonalskillsas
they have trouble picturing themselves behaving the
way they are told they need to. They are negatively
affectedwhentoldtheyareintimidating,toodirect,or
that they ask too many questions as it is through
questioning that they see themselves as a part of the
restoftheworld.
HIGHLIGHTS OF THE VISIONARY STYLE
Driven by a need to be perceptive
Fear feeling invisible or disengaged
See with their minds eye
Insightful, inspired & intuitive
Intensely question everything
Leap to conclusions
Listen to what they think is meant,

not to details

12
THE SOCIALIZER (ESFJ, ENFJ)
Socializers
have
a
predominant need to be
connected.Charmingand
appealing, they generate
feelings of goodwill and
enjoymentwhereverthey
go.Theythrivewhenthey
are able to create
harmoniousrelationships.
Socializers believe in a
social order and want to
know where they are in the ranks, what their role is
andhowtheyareconnectedtoothers.Theydotheir
best to rise to the top of the social hierarchy while
maintainingtheirconnectionstoothers.Whetheritis
asanofficemanager,theprincipalofaschoolorthe
coach of the local skating team, they like to be the
Queen Bee or the King of the Hill, with a people
comingtothemforadviceandcouncil.
Socializerstendtoworkinburstsofenergyandhave
difficulty focusing on just one thing right to the end.
Too much sustained effort on a task that does not
involve people disconnects them from the source of
their energyother people. Their ideal work
environment allows them the flexibility to make the
mostoftheseburstsofenergyanddoesnotpenalize
themforthelullsinbetween.Theyneedtobeableto
gowiththeflowoftheirenergyinordertodotheir
bestworkwhilemeetingtheirneedtoconnect.
Socializer Style people have a predominant fear of
feeling abandoned or socially exiled. These people
have a need to help others and feel a loss of their
connection when they have no one to help. They
dontlikethewaytheyfeelwhenotherstrytohelpor
counselthemasitdiminishestheirconnectionthrough
helping causing them to feel a type of abandonment.
Theyneedharmonyintheirrelationshipsandthey will
go along with their boss when told they need training
and development even when they dont agree. They
enjoy the camaraderie of group training sessions but
may end up doing more socializing than learning.
Socializers start getting anxious when they arent
helping others so they often try to assume the role of
teachersassistant.Theywanttobetheonefavoredby
the trainer or facilitator and will try to be helpful to
thembyclarifyinginstructionstopeersandtellingthose
who arent doing things properly what they should be
doing,muchtotheannoyanceoftheirpeers.
Socializers take things very personally and they can be
crushed by performance feedback that they didnt see
comingorhadntconsidered.Theyfeelasthoughtheir
boss is saying they dont like them instead of trying to
help them and they end up feeling abandoned. A
performance discussion can lead to the Socializer
puttingtheirbossandeveryoneelseinthedeepfreeze
as they disconnect emotionally. They use emotional
blackmailanddistortwhatwasdonetothem.Theytell
others how rude or insensitive their boss was, totally
missingthattheirbosswastryingtohelpthem.
HIGHLIGHTS OF THE SOCIALIZER STYLE
Driven by a need to be connected
Fear feeling abandoned or socially

exiled
Seeks social status
Prefers collaboration
Takes feedback personally
Focused on helping others
Go along, even when they disagree

13
THE ARTIST (INFP, ISFP)

The Artists predominant
needistobecreative.People
of this Style have a pleasant,
friendly outer persona that
masks
the
intense,
resourceful and powerful
individual within. They seek
authentic selfexpression in
all that they do and are
constantly searching for
opportunities to create. Artists feel compelled to
aspiretotheidealsthat governtheirinternalworlds.
They find their inspiration in beauty, originality and
the desire to achieve perfection. The authentic
expression of their creativity lies at the heart of all
theiractions.
In a world where most people find comfort in
belonging, fitting in and conforming, the Artist Style
person often stands alone, preferring independence
andauthenticity.Artistsarefreespiritedandtheytry
to organize their lives so that they can do whatever
moves them. Artists gravitate towards careers within
liberalorganizations,wheretheircreativeabilitiesand
individualityrerecognizedandappreciated,oratleast
tolerated. They tend to avoid jobs that involve duty,
confinement or obligation. To impose these types of
restrictionsonthefreespiritedArtistisliketakingthe
wings off a butterflydepriving it of its beauty and
grace. Artists have their own special contributions to
givetotheworldandtheymustbefreetodothisin
theirownuniquefashion.
Artist Style people have a predominant fear of
feelinginvisibleordisengagedfromothers.Theyare
perfectionist with a tendency to exaggerate their
shortcomings. They are convinced that fundamentally

they arent good enough are waiting for others to
devalue them and treat them as though they are
inferior.Theytend tobeanxiousabouttheirworkand
will react to negative performance feedback as though
they have been wounded. Because they are
predisposed to thinking they arent good enough they
arent objective about the information that they are
getting from their manager. Artists believe that they
havetobecarefulallofthetime,neverdoinganything
tobotherothersorbringattentiontothemselves.They
tend to keep to themselves and dont easily fit into
groupsatwork.
Artists feel anxious when they have to participate in
group training as they might be proven inferior by
something they say or do. They are hypersensitive in
development activities as they fear being judged or
criticized by their peers or their manager. They
sometimescantevenhearwhattheyarebeingtaught
becausetheirnegativeselftalkissounrelenting.While
noonewantstolookfoolishorsaysomethingthatmay
embarrass themselves, the Artist fears that they will
show their fatal flaw and be exposed as the inferior
humanbeingtheybelievetheyare.
HIGHLIGHTS OF THE ARTIST STYLE
Driven by a need to be creative
Fear feeling inferior or devalued
Seek authentic selfexpression
Perfectionists
Demonstrate uniqueness
Self-critical & self-focused
Sensitive to performance feedback

14
THE ADVENTURER (ESTJ, ESFJ)

The
Adventurers
predominant need is to
be spontaneous. Their
enthusiasm
and
excitement is contagious
and their entertaining
conversation is peppered
with story after amusing
story. These people are
actionoriented and make things happen for
themselves and the people around them. They have
an attractive, friendly style and a talent for making
even the most mundane events seem exciting. They
livefortheenjoymentofthemomentandworkhard
toensurethemomentisneverboring.
Adventurers are at their best when thinking on their
feet.Theyapproachmostsituationswithopenminds,
neverdoubtingthattheywillbeabletofigurethings
out as they go. They believe a solution is inherent in
every problem and that by taking the first step they
willcomeupwiththerightsolution,evenwhenthey
donotknowwhattheyaredoing.Theyquicklygetto
thebottomofasituationandimplementaneffective
solution. They dont get hung up on anything that is
outsidetheircontrolandtheyrarelyfocusforlongon
anything depressing. They stay optimistic by moving
on, leaving things behind when they prove too
difficultorwhentheycantfigureoutthesolution.
AdventurerStylepeoplehaveapredominantfearof
feeling trapped or restricted. They do not like to be
dominated, or to have expectations placed on them.
They enjoy training and learning new things of a
tangible nature and when the learning content is
relative to the work they are doing. They become
anxious when things are too abstract or they are
expected to discuss a concept or how they feel about

something.Subjectsthatdonothaverelevancetotheir
pursuitofpleasuresimplyborethem.Theyalsofearthe
planningprocessasittrapsthemintolivinganalready
determined course of action. During training sessions,
theycanbedisruptive,makingcommentsthathaveno
relevance or telling jokes that interrupt the facilitator.
They will also be vocal about how stupid or
worthless the training is in order to validate their
inappropriatebehavior.
Performance correction with this Style is often around
their impulsive behavior or because they are always
trying to find a faster way of doing things in order to
meet their need to be spontaneous. They can have
difficulty following processes and can interfere with
productivity when they take actions without letting
others know what they are doing. They always have a
qualityofrestlessnessaboutthemandtheyliketofly
bytheseatoftheirpants,oftenstirringthepotjustto
keep things stimulating which is disruptive to others.
Becausethe dontoftenreflecton theirbehavior,they
wont admit the anxiety they feel when they are
restrictedintheirmovementoractivities.
HIGHLIGHTS OF THE ADVENTURER STYLE
Driven by a need to be spontaneous
Fear feeling trapped or restricted
Open-minded & tolerant
Seek new experiences & stimulation
Rebellious & outspoken
Live in the moment
Impulsive

15
THE STABILIZER (ISTJ, ISFJ)

The
Stabilizers
predominantneedisto
besecure.Theyarethe
calm, quiet pillars of
the community, the
rockofthefamilyand
the goto person if
you need a helping hand. Stabilizers offer their quiet
support in everything they do. Often deeply
introverted, they reveal themselves by what they
produceandbuild.Theyhaveacalmforcefulnessthat
encourages people to rally around them, easily
dependingonthemfornootherreasonthanthatthey
feel so solid. They rarely put themselves in the
limelight, preferring to stay behind the scenes
contributing in a steady, practical manner, all the
whilepolicingeveryonetomakesurethingsaredone
safelyandcorrectly.
Stabilizers are responsible and committed to their
work. They take on responsibility for whatever must
be done, whether or not it falls within the scope of
their jobs. They work well in any occupation that is
stable,consistentandsecure.Theyarewillingtowork
extremelylonghourstoaccomplishtheirwork.Ifthey
make a commitment to do something, they will
complete it on schedule, despite the cost to
themselves. Taking the time to be social at work
causesthemtobeanxiousbecausetheybelievethisis
cheatingtheiremployers.
things, nor do they like people they dont know

teaching them. They like their outer world to be
predictable so it doesnt create any emotional
disruptioninsideofthem.Performancefeedbackoften
focusesthemonbecomingmoreflexibleoraskingwhy
they dont take more training to get ahead. It is also
suggestedtothemtotakethetimetobuildrelationship
with others. These soft skills dont come naturally to
themandtheywillresistthesesuggestionsasitmakes
themsoanxioustoeventhinkaboutit.
Change,uncertaintyandtheunknownaretheirprimary
fear as all of these things threaten their sense of
stabilityandsecurity.Itisntthattheycantdowhatis
beingaskedofthem,theyaremoreafraidofwhatthey
tellthemselveswillhapp enwhentheytrytolearnnew
skills. These people have difficulty using their
imagination in an optimistic fashion and they tend to
catastrophize instead. They imagine worse case
scenarios, adding to their base of fear. During training
sessions,thesepeoplelookasthoughtheyarentreally
engaged. They dont ask questions or participate in
exercisesbecausetheyaregenerally tooanxioustodo
so. To others it looks like they are resistant or
disinterested.Theycanfrustratefacilitatorswhenthey
dontcontributeorseemtoparticipate.
Stabilizer Style people have a predominant fear of

feelinganxiousorinsecure.Astheseindividualsseek
security, their energy and focus goes into keeping
things the same. Whatever they learn must have a
directrelationshiptowhattheyalreadyknow,without
skipping steps. They dont like learning or trying new
HIGHLIGHTS OF THE STABILIZER STYLE
Driven by a need to be secure
Fear feeling anxious or insecure
Seek stability & predictability
Adverse to change
Follow; dont ask questions
Sequence & order activities
Strong work ethic

16
RECOGNIZE FEARS THAT DERAIL

PERFORMANCE & DEVELOPMENT
STOP AVOIDING YOUR FEAR &

YOUR EMPLOYEES WILL FOLLOW
Needs and emotions drive our behavior in the

performance the development process. They either
enhance the experience for employees or shut it
down.Employeesthathavefearoranxietyabouttheir
ability to learn or what might happen when they
experimentwithnewbehaviorsinfrontofotherscan
derailperformanceimprovementprocesseswiththeir
resistance. How employees feel during and after
training strongly influences whether they will
experimentwithandapplywhattheyhavelearned.If
they are anxious, embarrassed, or otherwise
uncomfortable,thesefeelingswillimpedethesuccess
ofeventhemostskillfullydesignedtrainingprogram.
It doesnt matter what you tell employees about the
experiencestheyaregoingtohave.Shouldinputfrom
you be interpreted negatively, selfprotective
reactionswillkickinandemployeesdontlearn.They
show up for training sessions but their goal is to
survive the experience rather than trying new
activities.
Fear and anxiety negatively affect performance and

learning. Most performance management and training
and development programs fail to consider the
emotional barriers to learning that fears present. We
need to consider the whole person if we want to
enhancethesuccessoftheseprograms,especiallyhow
people feel, their previous experience as a learner and
what they need to feel secure in order to engage
emotionally.
Assertiveness or the courage to face ones fears isnt

justasetoftricksorstrategiesthatcanbetaught;it
onlycomesaboutthroughrepetitiveexperiences.The
experiences lead to a sense of selfmastery and
confidence,whichhelpsemployeestoengageintheir
workandwithothersinnewwaysandenablesthem
totakerisks,toinitiateproductiveactionmoreoften,
and to contribute more value to the organization
overall. The kind of trust and emotional security
people need to develop must be cultivated in the
organization so that fear of changewhether
personalororganizationaldoesntgetintheway..
Facing a significant potential for failure and no clear
benefit of success, many will simply choose not to
engage.
Understandingthebrain(howitlearns,thefunctionsof
the brain that people use in the learning process and
the emotional needs and drivers of behavior and the
fears and selfprotective behaviors that get in the way
of learning) is critical in the performance and
developmentprocess.Weneedtobecomemorefluent
indiscussingfearandanxietyandthensteppingoutof
ourcomfortzonetoachieveourgoals.UsingtheSSPS,
we can shift to a new paradigm that includes the
distinct personality styles of employees; how the brain
learns; how emotions enhance learning; and how new
informationshouldbepresented,taught,andrehearsed
inordertoachievedesiredresults.
Fearisanemotionwealldealwith,andhowwehandle
itdetermineswhatkindoflifewe'llleadatworkandat
home whether shackled by anxiety and dread, or
empowered to conquer new challenges. Yet we spend
most of our time trying to avoid fear, so we muddle
along,rarelygettingmuchbetterattheartoftolerating
and mastering it. That's a shame, because with a little
effort we can find the courage to push beyond our
comfortzoneandtacklenewworlds.

17
ABOUT THE AUTHORS
usefulfortheirclientsinarangeofapplications,aswell
asforthemselvesintheirownlives,aswellasfortheir
children.
Using the most uptodate research on how different
partsofthe brainfunctionandtheroleofemotionsin
learning and development, they combined this
information with Psychological Type, Needs and Brain
Dominance theories, Emotional Intelligence and
Mindfulness amongst others to create the Striving
StylesPersonalitySystem,orSSPS.
Anne Dranitsaris, Ph.D. and Heather Hilliard are

leadingexpertsinpersonalityand behavioralchange.
They have over 60 years of combined experience
working with leaders, teams and employees to
eliminate dysfunction, shift behavior and create the
business and human systems to ensure employee
engagement and the achievement of organizational
outcomes.TheyarethecreatorsoftheStrivingStyles
PersonalitySystem,aneuropsychologicalapproachto
understandinganddevelopingyourbrain.Inaddition
to their assessment and development system, they
are the authors of Who Are You Meant To Be? A
Groundbreaking StepbyStep Process for Discovering
andFulfillingYourTruePotential.
In 2007, their belief in the need for something that
would help people to really understand why they
behave the way they do led them to create an
assessment and development system of their own
with the same type of substantial reports they had
beencustomizingforourclients.Theyhadconducted
an exhaustive search and could not find an
assessment or approach that was inclusive of a
developmental framework or that would truly shed
light on what was behind the behavior which was
seemingly counter to what was in a person's best
interests. They wanted something that would be
The Striving Styles brings Jung's eight psychological

typestolife,connectingeachStyletothepsychological
need that must be met. With this neuropsychological
framework, you quickly get to the heart of what is
drivingbehaviorsoyoucanexpeditedevelopment.The
Striving Styles Personality System provides individuals
andpractitionersalikewithawaytoeasilyunderstand
andleveragebrainfunctioning.
Learn more about the Striving Styles and how
to put this powerful neuro-psychological
framework for development and achieving
potential to work for you or your clients. Build
on your knowledge of personality type, and
enhance your ability to develop others by
becoming a Striving Styles Qualified
Practitioner. Leverage our consulting expertise
for your organization.
MBTI, MyersBriggs, MyersBriggs Type Indicator and the
MBTI logo are trademarks or registered trademarks of the
MBTI Trust, Inc., in the United States and other countries,
and are used under license.
Striving Styles, SSPS, Who Are You Meant to Be? are
trademarks or registered trademarks of Sage, Kahuna
Enterprises Inc. in Canada, the United States and other
countries.

18
Eight Fears that Derail Performance & Development

WanttoLearnMore?
>ComplimentaryWebinarApril25th,2013
Fearcausesustobehaveinwaysthatarecountertowhatwearetryingtoachieve.Usingrecentbreakthroughsin
thebiologyofdevelopment,thiswebinarshowsyouhowtotakeawholepersonapproachthatconsiders
personality,emotionalneeds,fearsandpatternsofresistanceintoyourperformanceanddevelopmentprograms.
Learn more
>IntroductoryWebinars
LearnmoreaboutthecomponentsoftheStrivingStylesanditsapplicationinbehavioralchangeanddevelopment.
Discoverhowtointegrateneuroscience,needsandemotionalintelligencewithyourunderstandingoftheMBTI.We
offercomplimentaryintroductorywebinarstohelpyoulearnmoreabouttheStrivingStylesandthebenefitsof
usingitinyourdevelopmentalapproachesasaSSPSPractitioner.Learn more
>FasttrackSSPSProgramsforMBTIPractitioners
WehavethreeoptionsforMBTIuserstoquicklybecomeStrivingStylesPractitionersinordertoleveragetheinsight
ofneeds,brainorganizationanddevelopmentavailablethroughtheSSPS.Wemakeiteasyandcosteffectivefor
youtobuildonyourunderstandingofpersonalitytypewhilebringinganewperspectivetowhatdrivesthebehavior
ofeachofthe16typesandhowtodeveloptheirwholebrainstoachievepotential.Learn more
>Leadership,Team&OrganizationalConsulting&DevelopmentServices
Bringusinhouse!Ourbehavioralchangeexpertscanhelpyourorganizationtoeliminatedysfunction,expedite
development,increaseengagementandperformance,usingourbrainbasedapproach.Weofferarangeofservices
andprogramsthatcanbecustomizedtoyoursituation,orwecantrainyourinhouseresourcestoleveragean
understandingofpersonalityandthebrainintheirprogramdesignanddelivery.Learn more
>PersonalPsychotherapy,Coaching,CareerCounseling,PracticeDevelopment
Bookustoday!Weofferarangeofindividualservicesforanyonelookingtogetontheroadtoachievingtheir
potential,personallyorprofessionally.WhetheritsaninterpretationsessionbasedonyourStrivingStyles
Assessmentresults,orcoachingtohelpyoubreaklimitingbehavioralpatterns,orsupporttoenhanceyour
professionalpractice,weofferuniqueexpertiseandinsightbasedontheStrivingStyles.
Welookforwardtotheopportunitytohelpyou,yourclients,yourteamoryourorganizationtostop
fearfromderailingperformance,developmentandtheachievementofpotential.
Contact us today to book your session or for more information:

HeatherHilliardheather@strivingstyles.comor416.406.3939
www.StrivingStyles.com|www.WhoAreYouMeantToBe.com

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8

Fears that Derail Performance & Development

Our behavior is affected by fear more than any other

2013 Anne Dranitsaris, PhD., & Heather DranitsarisHilliard

motivator we have. This means that when we have a

2013 Anne Dranitsaris, PhD., & Heather DranitsarisHilliard

THE SOARING COST OF FEAR &

intangible costs (e.g. pressure on the remaining

2013 Anne Dranitsaris, PhD., & Heather DranitsarisHilliard

what might be going on with them and to have a

GETTING OUT OF SURVIVAL

2013 Anne Dranitsaris, PhD., & Heather DranitsarisHilliard

PATH TO DEVELOPMENT ~ THE

2013 Anne Dranitsaris, PhD., & Heather DranitsarisHilliard

priorities. When this system is fully functional, we

wed never said. However, the more we use our SA

UNDERSTANDING OUR INNATE

2013 Anne Dranitsaris, PhD., & Heather DranitsarisHilliard

BUILDING AWARENESS WITH

Before we can develop or change our behavior, we

LEVERAGE YOUR WHOLE BRAIN

EMOTIONS, NOT THOUGHTS, DRIVE BEHAVIOR

The truth is that most of us just dont understand our

2013 Anne Dranitsaris, PhD., & Heather DranitsarisHilliard

The following are the eight

Striving Styles and

corresponding MBTI Type with

2013 Anne Dranitsaris, PhD., & Heather DranitsarisHilliard

THE LEADER (ESTJ, ENTJ)

end up resisting their own development when not

HIGHLIGHTS OF THE LEADER STYLE

Driven by a need to control

Fear feeling helpless or powerless

Decisive, determined & disciplined

Goal-oriented, seek mastery

Challenging & direct

Objective & rational

Impatient and abrupt

2013 Anne Dranitsaris, PhD., & Heather DranitsarisHilliard

THE INTELLECTUAL (INTP, ISTP)

find excuses to leave early. This can happen even

Because of their need to be knowledgeable,

HIGHLIGHTS OF THE INTELLECTUAL STYLE

Driven by a need to accumulate

Fears feeling uninformed or ignorant

Analytical & logical

Enjoy learning and exploring new ideas

Self-contained and concise in

Seek expert status

2013 Anne Dranitsaris, PhD., & Heather DranitsarisHilliard

THE PERFORMER (ENTP, ENFP)

show how smart they are. They spend a lot of time

Performers have a hard time with performance

HIGHLIGHTS OF THE PERFORMER STYLE

Driven by a need to be recognized

Fear feeling shame or embarrassment

Inspire and motivate others

Sensitive to & upset by criticism

Energetic and outgoing

Achievement and goal-oriented

Performer Style people have a predominant fear of

Image-driven; approval seeking

2013 Anne Dranitsaris, PhD., & Heather DranitsarisHilliard

THE VISIONARY (INTJ, INFJ)