To develop our authentic individual self, we need to go deeper, into the cultural and phylogenetic layers of the collective unconscious. Importantly, from a leadership point of view, we become more aware of what our culture is repressing—aware of the unintended consequences of the culture even though we are participating in it. This enables us to progress, as individuals and as a society.

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Military intelligence is a personality-centric career field because of its reliance on the subjective factor, which tends to creep into every intelligence assessment regardless of how analytically rigorous it attempts to be. To help reduce bias, intelligence professionals have developed brainstorming analytic techniques so that an analytical cell can offset individual biases.

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The Judging functions influence how we pursue, record, and celebrate goals; but before any action toward a goal is taken, the Perceiving functions influence how we think and talk about them. Goal setting boils down to how different types orient to time, and how people are mentally present varies considerably depending on their preferences for gathering information.

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I concluded that I simply did not have the requisite attributes to lead. I now realize that a number of other members of my section were also introverted, and that the majority of people in the unit, Green Berets or otherwise, were not necessarily extraverted; but the organization itself wore a collective persona that was extraverted in appearance.

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… A wise employee will come to understand the culture of the company … and recognize that the team has long since developed a certain way of taking care of others. The team uses its auxiliary function, not yours, or the one your tertiary Child expects it to use. You cannot expect an organization to take care of you in the way that you want …

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You can assert yourself … with an introverted function. You can take care of others … with an introverted function. You’re just not likely to do both these things with an introverted function, any more than one would do both with an extraverted function; our alternation of attitudes between the dominant and auxiliary takes care of that.

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We can oppose this image of the San Francisco Giants to the kind of team we see in some corporations where the different members of the team try so hard to maintain the same corporate persona . . . On such a team, nobody shows any individual peculiarities . . . and I’m sure that no real consciousness can emerge from behind such a mask.

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Organizational behavior, even more than individual, is shaped by myth and unconscious dynamics, rather than by rationality. I have noticed parallels between Jung’s observations of personality type and the gods who were at the centre of the classical Greeks’ understanding of motivation and behavior. The Greek pantheon can provide ways of talking about a wide range of value systems, energies, feeling states, behavior habits . . .

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In the business world I have the privilege and challenge of leading a group of people where our typology is diverse. Sometimes, when we need each other most, we let each other down as the stress ignites the respective shadow functions within each of us. In the scenarios described herein, the ESTJs may have expected me, their ENFJ leader, to respond in crisis with warmth and sensitivity; but the stress of crisis became a game changer . . .

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