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Tag: personalities

  • You’ve Heard of Introverts and Extroverts, But Maybe You’re an Otrovert Instead 

    If you want to understand yourself better, there is no shortage of systems, beliefs and tests out there offering help, from astrology, to corporate favorite Myers Briggs, to scientists’ preferred framework, the Big 5

    But if you’ve tried these and still feel like nothing quite captures your inner reality, then I have intriguing news for you. There’s a hot new personality type in town that just might fit. Maybe you’re an otrovert. 

    What’s an otrovert? 

    The term was coined by respected Mount Sinai psychiatrist Rami Kaminski in his book The Gift of Not Belonging. The title should give you a clue as to what it means. An introvert is someone who is drained by other people and gets their energy by turning inward. An extrovert draws their energy from other people. (And an ambivert is somewhere in the middle of the spectrum between the two.) 

    But an otrovert isn’t defined by their relationships with others at all. “Otroverts is the term I use for those who don’t feel the obligation to merge their identities with others,” Kaminski explained in New Scientist. They’re not shy or antisocial. They just feel no need to tie their identity to groups or labels. 

    These are the anti-joiners. Those that get no buzz from being part of a team or collective. To those with a more social orientation that might sound sad. Isn’t it lonely always being on the outside looking in? But otroverts who accept themselves (and avoid being browbeaten for their independent ways) aren’t troubled by their self-sufficiency, according to Kaminski.

    Instead, they’re empowered by it. “When you don’t belong to any group, you aren’t subject to the group’s implicit rules or swayed by its influence. This confers two beneficial traits: originality and emotional independence,” he writes. “Being outside the hive, so to speak, allows you to think and create freely: to come up with unique ideas, untainted by groupthink or by what has come before.”

    The joy of finding a personality label that fits 

    That, I’m not going to lie, sounds pretty seductive to me. Kaminski kicks off his article by explaining his lack of enthusiasm for the Boy Scouts as a child. “While the other kids seemed awed by this initiation,” he recalls of his first scouting pledge, “I felt nothing.” 

    I too found the Brownies baffling as a kid. And I vividly recall a camp counselor informing me I was “badly socialized” because I didn’t want to play capture the flag (or any other team activity). He was probably right, but I didn’t feel any inclination to change. To this day I rigorously avoid anything requiring membership meetings or a uniform. 

    “Otroverts will not join. It’s not in them. They tend to shy away from organized religion, political tribes, or any cause that demands allegiance, because they don’t understand the logic of sacrificing a differentiated mind just to conform to the hive,” writes therapist (and self described otrovert) Jennifer Chase Finch of Medium

    Yup, that’s me. 

    The advantages of being an otrovert 

    Which is why I should also be happy to hear from Kaminski that I am in good company. Frida Kahlo and Albert Einstein were likely otroverts, he asserts. And it’s certainly reassuring to hear from Chase Finch that otroverts make “remarkable leaders and powerful keynote speakers, great independent thinkers, and creative savants.” 

    But to be honest, while my kneejerk reaction is to see myself in this new label and feel validated. There are also reasons to remain skeptical.  

    First and foremost, there is something inherently contradictory in finding comfort in a socially constructed label that describes people who reject socially constructed labels. There is also the complication that while I may have zero interest in clubs and committees, I am deeply committed to more intimate forms of belonging, like family and friends

    Even more fundamental though is the concern that any personality label, not just the idea of “otroverts,” can be a limiting mirage. 

    The Barnum Effect and why you should be wary of personality tests 

    Way back in the 1940s psychologist Bertram Forer demonstrated that people will almost always see themselves in the results of personality tests. If the test says something bland like “you often doubt you did the right thing,” most people agree the test describes them well. Forer called this tendency — which explains how horoscopes work — the Barnum Effect after the famed circus impresario P.T. Barnum. 

    A recent study reported that 85 percent of students found a totally fake personality test convincing, demonstrating the Barnum Effect is still going strong some 80 years later. 

    Our eagerness to buy into them is one reason to be suspicious of personality labels. So is the fact that research also shows our personalities can shift dramatically over time. One study found that a person’s personality at 14 bears basically no resemblance to their personality at 75. Maybe there’s hope for me to become a joiner after all. 

    As psychologists Kelvin Wong and Wenting Chen warn on The Conversation, “If you pigeonhole yourself into a rigid personality type, you run the danger of limiting yourself to the boundaries of this label. You may even use the label to excuse your own or others’ problematic behaviors.”

    Don’t limit yourself with the otrovert label

    What’s the bottom line for entrepreneurs? If you see yourself in the otrovert label and it helps you feel more comfortable in your own skin and more confident in deploying your personal strengths, then add it to your vocabulary. If tools work, use them. 

    But keep in mind that the warm, fuzzy feeling we get from psychological labels tends to blind us to how imprecise and broadly applicable they are. There is also the danger of using a label as an excuse to avoid personal growth or facing out limitations

    Now that I know the word, I can’t help but see myself as an otrovert. But I still have obligations as a professional, citizen, and member of my local community to participate in groups and the future we’re all building together. If that means joining an agonizing PTA meeting or networking group or two, I should probably get over myself and my comfy labels and do it. 

    The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.

    Jessica Stillman

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  • Why Good Leaders Must Embrace Strong Personalities | Entrepreneur

    Why Good Leaders Must Embrace Strong Personalities | Entrepreneur

    Opinions expressed by Entrepreneur contributors are their own.

    Years ago, I had a strong disagreement with a staff member. He was a long-time employee who sat several steps below me in the org chart. He was prone to strong opinions and passionate feelings, but he was also an extremely high performer in the organization and someone I was personally very fond of.

    While he was usually correct in his opinions, he sometimes lacked a strategic view of the issues and did not always accept when he was wrong. This “spirited discussion” resulted from one of those “nonacceptances” which happened in a public place and was overheard by many other staff members. The conversation was confrontational, and it clearly made some of those around us a little uncomfortable.

    Afterward, several staff members approached me and wondered if this moment of public insubordination meant I would fire him. When I told them that there would be no disciplinary action but that he and I would discuss it later to find common ground, they looked confused. Why would I, as the CEO, let a staff member argue with me and not immediately fire them? The answer is simple: It is easier to temper passion than to inspire it. If you want excellence, you need people with strong personalities!

    Related: 6 Steps for Hiring the Right People to Build Effective Teams

    Organizations are just a grouping of people and things. Organizational success is the collective sum of individual successes. As a leader, it is our job to harness 100% of every team member’s possible talent. We must focus on building each team member individually into the best they can be, which requires that they feel safe to express their views, are comfortable speaking truth to power, and are supported to exceed the limits of their skills from time to time. This does not happen when we stifle people’s opinions or break their spirits by forcing compliance. Instead, it comes from individual responsibility, commitment to the shared mission and taking risks.

    Simply put, in a business context, passion is an essential ingredient for greatness. It may be the essential ingredient. Yet, passion is almost impossible to inspire; it needs to rise organically from deep inside people who are committed to their mission. Passionate people often obsess over little details; they are constantly looking for a better way; they are frequently frustrated by others and are usually a pain in their leaders’ butts. They are also the star performers of the business and the centers of creation and excellence for the organization.

    Unfortunately, many leaders see these traits as signs of a difficult personality and become frustrated. They find these people difficult to control, argumentative and sometimes even disrespectful or insubordinate. Sadly, in many business environments, these people are marginalized, disciplined or even fired. Passion is quashed in favor of obedience. Leadership encourages conformity through words and deeds with an eye on producing an obedient, homogeneous “team” where everyone plays nice and does what they are told. This is a bit like throwing away all the sharp knives in your kitchen to avoid hurting yourself or others. While you will be safer, you will also end up with a drawer full of spoons!

    Exceptional people are creative, inventive and bright. They are different from the norm. They are extraordinary. Often, they are exceptional because of their passion for what they do and their willingness to challenge authority. As a result, they usually stick out in a sea of mediocrity and are sometimes unwilling to follow the herd. This obviously can make them a bit of a handful. It is important to realize, however, that this reluctance to do what everyone else does makes them great. They have no allegiance to tradition or authority for their own sake. They will make you and your team better!

    Related: How To Keep Employees Feeling Passionate About Their Work

    This does not mean it is okay to be rude, insubordinate or destructive to the organization’s morale. On the contrary, a good work environment and discipline matter greatly. It is great to argue your points and to challenge the thinking of others. But, that said, it is not okay to be mean, rude or disrespectful in the process.

    This is a very fine line to walk and can be challenging to interpret. As a result, leaders must give their team the benefit of the doubt and adopt a “teach, don’t beat” mindset. We need to encourage our passionate people. But, at the same time, we need to help them express their ideas and make their challenges in a way that will provoke thought, not anger.

    Exceptional organizations are the result of extraordinary people. It is essential as leaders, we spend time nurturing the passion people have for their work. We must encourage them to think outside the box, not to become discouraged by failure, and encourage them to take risks.

    We need to pick them up and dust them off when they fall. Most of all, we need to understand that the fire that drives them will sometimes make them a challenge to lead, and they will occasionally cross the line and need to be corrected. But we need to make sure that we don’t break their spirit. Their strong personality will make them, and the organization, excellent!

    Jon Becker

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