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ESTJs are naturally transactional and supervisory leaders. They are highly task-oriented, and they expect work to be done according to the prescribed processes and within a given period.
They are precise in their giving of instructions and setting of direction, and they are committed, persevering and responsible leaders.
ESTJs are task-oriented people. They can discipline themselves well to achieve goals and objectives in their lives.
However, big ideas and visions do not move them to action. They do not trust intangible or abstract goals; rather they prefer short-term tasks to be done and immediate goals to be accomplished.
ESTJs have little or no problem working on tasks that they have set themselves to do; they are most likely to finish by deadlines they have set themselves. When facing up to difficult tasks, ESTJs will be persistent; giving up things like sleep or socialising time to get the job done.
ESTJs’ preferred way to setting direction and vision is usually in small, incremental, specific steps. This behaviour applies to organisational settings as well. Their visions are usually set in clear, specific steps and presented to their team in unambiguous language. Most people should have little or no trouble understanding what the ESTJ leader requires of them.
However, ESTJs may find it challenging to inspire or motivate others. Because their instructions are usually immediate and specific, their staff may find it hard to understand the bigger picture behind their everyday tasks. ESTJs will aid their cause greatly if they can articulate a bigger vision for the organisation.
ESTJ leaders are no-nonsense and task oriented. They want to make sure things get done well and on time, and they have no qualms telling someone that their work is not up to standard. They may even fire an employee when they deem it necessary. To the ESTJ, the organisation is first, and everything else should be put aside for the cause of the organisation.
As a result, ESTJs will come forth as overbearing and controlling at times. The more sensitive followers may sometimes be offended by the straightforward and frank approach of the ESTJ leader.
If these offences are left unresolved, it will lead to bitterness and resentment in the team.
ESTJs are very good with logistics; they can organise people and resources clearly and in a planned manner to ensure they cover all grounds. Project management is second nature to them, and they have little trouble creating backup plans and setting deadlines. When a task is given to an ESTJ leader, expect them to finish what they started.
However, they can become inflexible to changes when they have decided on a plan, even though changes may be necessary for a more effective outcome. They also need to resist the urge to micromanage people even if they observe that the work is not done to their standards.
Here are some tips for development:
TALK ABOUT THE GREATER CAUSE
Although it may not be true for you, some people will work harder and strive for the organisation if they share the beliefs and values of the organisation. Don’t just tell your team what they have to do, tell them why they’re doing it and how it helps the organisation achieve its goals. With a good reason, people are more likely to give their best.
PRAISE AND APPRECIATE WHERE NECESSARY
Praise and appreciation motivate most individuals. When tasks or projects are completed and done well, remember to thank and appreciate the people who have brought about that success. Sometimes, just a public acknowledgement of their contribution is good enough. If not, email or a written note could mean a lot too.
DON’T JUDGE TOO QUICKLY
You may tend to judge someone who does not perform up to par in the quality of their work or their behaviours. Learn to withhold your judgement, seeking more information and asking yourself the possible reasons that individual is behaving; you may build an even deeper connection with him/her as you enquire instead.