Any book in the art of management clearly states that there is a difference between managers and leaders. As per Introduction to Management by John R. Schermerhorn, management is the process of planning, organizing, leading and controlling the use of resources to accomplish performance goals. On the other hand, leadership is the process of ‘inspiring’ others to work hard to accomplish important tasks.
So what lies behind a leader’s ‘inspiration’ skills? What really makes the difference between a manager and a leader? The most commonly stated answers are drive, self-confidence, smarts, job-relevant knowledge, flexibility and credibility. Well, all that is fine, but what I have noticed really makes the difference is that leaders pass the ‘You’ll learn a lot being around me’ test, while managers don’t.
Leaders possess and can share valuable knowledge; not only job-related knowledge but more importantly life-related knowledge, what is more commonly called ‘wisdom’. A leader inspires employees because he/she gives them shortcuts to long roads; simple answers to seemingly complex questions. A leader is the guide in a corporate world where nobody has the time to show you the way.
Therefore, I have long held a motto that I can identify a leader from a single speech they give or a single meeting they conduct, because of the intensity of life-related knowledge they demonstrate. In their very short interactions, leaders have the ability to give lifetime lessons with no real effort from their ends. Managers, on the other hand, may spend years managing people without giving any valuable lessons at all.
Here are a few lessons I’ve learnt from some of the world’s greatest corporate leaders in their own words:
- ‘My advice to you is to do more than what we ask you to do.’ – A lifetime lesson I’ve learnt from Hansraj Nailwal, Sr. Business Director in Sutherland Global Services India. I received this advice in a conversation with him while I was explaining that I was looking towards more career growth. To my amazement, he declared that he had never thought that I had any desires for growth, although I was under the impression that my job performance made that evident. And voila – there came that good piece of advice, and suddenly I knew what was stalling my career. Meeting my responsibilities with excellence was not enough; I needed to proactively offer to take on new responsibilities.
- ‘Say yes!’ – A lifetime lesson I’ve learnt from Daisy Caiso, Associate Director in United Health Group Philippines & former Business Director in Sutherland Global Services Egypt. I was asked by a performance manager, in her presence, if I’d like to be a training manager one day (at that point of time, I was a senior training specialist). My answer was, ‘I don’t know. Let’s see what happens’ with a smile. And then Daisy Casio jumped in with this valuable piece of advice, ‘say yes!’
- ‘We’re in a world now where we’re looking for ways to make things simpler. If you can give me two excel sheets instead of seven giving me the same information, this would be great. People think simplifying things is easy; it is not. It is a skill, and if you have it these days, then you’re relevant. That’s what we’re looking for.’ – A lifetime lesson I’ve learnt from the Director of Unilever Egypt.
- ‘Why are you giving me Miss Universe answers? Is this a beauty pageant?’ – A rhetoric and hilarious question, but very good lesson from Tobey Kwe, Senior Training Director in Sutherland Global Services Philippines. In other words, it’s corporate; you don’t have to be perfect, but you have to be real. You’ve got to admit you make mistakes but be ready with a plan to fix them.
- ‘Am I going to collect your sweat in buckets and sell it to customers by the end of the day?’ – A rhetoric and hilarious question by Dr. Sherif Delawar, former CEO of P&G Egypt & Professor of Management in the Arab Academy for Science, Technology & Maritime Transport. What he was telling us is how much effort you put in a job does not matter; how much outcome you get does.
- ‘Always be curious, ask questions.’ – A lifetime lesson I’ve learnt from the Director of Unilever Egypt while attending the graduation party of the Finance & Accounting department in the Arab Academy for Science, Technology & Maritime Transport. I remember I started my training career in Sutherland Global Services by asking questions to a lot of team managers, account managers, quality analysts…etc. Believe it or not, the collective knowledge of people with a touch of my training skills helped me develop a successful training program for the company. The magic that happened was that this curiosity not only helped me do my job, but, by time, it built up my reputation as a reliable trainer.
- ‘My advice to you as you’re graduating is to never stop learning; and I don’t mean the kind of learning you get from college, but all kinds of learning.’ – A lifetime lesson I’ve learnt from the Director of KPMG. The kind of learning he means is exposure; exposure to books, people, places and experiences. ‘Exposure makes character’ is a similar lesson I’ve learnt from Dr. Sahar Hamouda, professor of Classical Heritage in the Faculty of Arts, English Department. And don’t get me wrong, exposure is not easy. It is going to make you vulnerable, only to make you stronger later. I remember the feedback I got from the very first class I ever trained; it was hurtful, but natural and necessary. Now, I know what I am doing.
These are a few lessons I’ve learnt being surrounded by some leaders. You, too, will learn your own lessons. Probably, what you need to learn now is that it is important, in your work environment, to have people on your same level of expertise with whom you can share and cooperate, people who are from a lower level of expertise whom you can mentor, and leaders who are of a superior level from which you can learn. Observe them, snatch opportunities to attend their meetings, ask them for feedback, and, most importantly, learn from them.
By: Nagat Abdel Kader
Photography: Mahmoud Mansi
LA CULTURA DIGITALE AZIENDALE E I SUOI LEADER CORAGGIOSI. LA SOCIETA’ DI MARKETING DIGITALE ITALIANA “DERAWEB” COME ESEMPIO DI ECCELLENZA NELLA GESTIONE DELLE RISORSE UMANE
INTERVIEWER: Cinzia Nitti
HR Revolution: Ciao Fabio, grazie per aver accettato la nostra intervista e per quanto vorrai condividere con noi. Cominciamo: chi è Fabio De Lucia?
Fabio De Lucia: Ciao e grazie per questa intervista. Sono nato il 21 marzo del 1986 e il percorso accademico mi ha qualificato come perito commerciale con il massimo dei voti. Dopo la maturità e coerentemente con il mio approccio pratico alla vita, trovavo inefficace continuare a studiare per qualcosa di “non-tangibile”, quindi sono partito per Parigi e una volta rientrato, ho trovato impiego presso un’agenzia viaggi nel 2005. Ho iniziato a interessarmi a piani di sviluppo per implementare e migliorare i prodotti offerti. Credevo in quello che facevo ma, non trovando riscontro positivo da parte del mio titolare, ho rassegnato le dimissioni. All’epoca conoscevo già il mio caro amico e colui che sarebbe diventato il mio socio, Andrea (Dettole), il quale lavorava nel settore utilities nel nord Italia. Unendo le nostre conoscenze e competenze, nel 2008 abbiamo avviato Sundera, azienda di vendita servizi Business To Business (o B2B) e assistenza nel campo delle utilities: mi occupavo principalmente dei piani di sviluppo commerciale.
HR Revolution: Come nasce la web agency Deraweb e quale la sua mission?
Fabio De Lucia: Dall’esperienza positiva pregressa, nel 2016 abbiamo deciso di fondare con Andrea la società di marketing digitale Deraweb, brand partner della primogenita Sundera. L’impreparazione dei titolari di partita IVA in fatto di marketing e digitalizzazione dei prodotti aziendali – riscontrata a livello nazionale – è stato il fattore chiave che ha dato vita a Deraweb. La nostra azienda ha l’obiettivo di fornire strumenti efficaci per lo sviluppo aziendale in prospettiva di promozione digitale. In quattro anni il nostro pacchetto clienti è cresciuto in tutta Italia e su piano internazionale, acquisendo 600 clienti e con proiezione di raggiungere quota mille entro fine anno. La famiglia Deraweb conta oggi 15 dipendenti e 20 consulenti.
HR Revolution: Le Risorse Umane sono le componenti-chiave per il successo imprenditoriale. Il COVID-19 ha inevitabilmente imposto un cambiamento degli equilibri nella gestione aziendale. Come avete affrontato la sfida in fatto di nuovi assetti, ripianificazione e gestione del personale?
Fabio De Lucia: Il nostro metodo operativo prevede la maggior parte del lavoro da remoto. Gli strumenti digitali dunque, si sono confermati lo strumento indispensabile nel nostro lavoro; la pandemia è stata un elemento positivo in fatto di consolidamento di Deraweb. Si è trattato di un periodo di transizione per tutti. Nonostante uno stop forzato per alcuni e il crollo degli incassi nel mese di marzo, i nostri dipendenti si sono messi a completa disposizione dell’azienda, dei clienti, contribuendo in modo non indifferente alla buona riuscita degli intenti. Ci sono stati tutti vicini. Sono stati bravi e vanno tutti elogiati per questo.
HR Revolution: Cultura Digitale Aziendale: la risoluzione di problemi attraverso l’utilizzo di strumenti digitali si è rivelata un elemento vincente nella gestione del pacchetto-clienti durante la crisi pandemica?
Fabio De Lucia: Da titolari di azienda, nel supporto ai clienti e per una gestione ottimale dei servizi offerti, abbiamo deciso di operare in modo differente rispetto ai concorrenti. Abbiamo fornito gli strumenti necessari alla “sopravvivenza pandemica” con metodo studiato e mirato, soprattutto gratuito. In che modo? Creando manuali, guide strategiche “BUSINESS WORKOUT”, webinar e consulenze gratuite a disposizione dei clienti per evitare il fenomeno dell’inazione. Non a caso, il feedback è stato assolutamente positivo: abbiamo rafforzato il rapporto di reciprocità e fiducia con i nostri clienti, premiando inoltre coloro i quali hanno rispettato le scadenze in un periodo tanto complesso, fornendo un’estensione gratuita di un mese del servizio. Quest’approccio ci ha permesso di registrare risultati esponenzialmente più alti nel nostro ambito, a dispetto delle previsioni che la condizione economica generale avrebbe imposto.
HR Revolution: Spesso si pone l’accento sulla fidelizzazione del cliente, sottovalutando che la riuscita di un progetto o l’acquisizione di un contratto, derivi da un’ottima commistione di professionalità ed energie di un gruppo omogeneo e coeso. Dicci di più del tuo team. Sono importanti la Diversità e l’Inclusione in Deraweb e perché?
Fabio De Lucia: Assolutamente sì, per noi Diversità e Inclusione sono importanti. E rendono Deraweb un ambiente stimolante: il clima aziendale assume il giusto equilibrio tra competenze, rispetto delle qualità di ognuno e dimensione umana. Abbiamo messo in atto un modello di leadership che ispira gli altri e invoglia a migliorarsi. Dal consulente commerciale al servizio clienti, ai tecnici grafici, addetti marketing, comunicazione e social media, l’elemento della formazione continua inoltre, ha permesso di stabilire la gestione dei progetti in cui, senza più necessità di definizione esplicita, ogni membro del gruppo conosce esattamente il suo ruolo all’interno del processo.
C’è fiducia e stima reciproca, spirito di sacrificio e altrettanta collaborazione. Da parte nostra c’è attenzione alle proposte di ognuno. Il mio lavoro mi ha dato modo di visitare tante aziende e conoscere altre realtà, ma qui da noi c’è un clima diverso, un clima che piace e che permette di lavorare secondo un equilibrio che dimostra quanto i nostri ragazzi siano “allineati”: in Deraweb proprio non riesce ad arrivare qualcuno che non abbia i nostri stessi valori.
HR Revolution: La Parità di Genere è un obiettivo di rilievo in una realtà aziendale. Definiresti l’equilibrio di genere parte integrante del vostro successo?
Fabio De Lucia: Sì, le donne nella nostra azienda sono un valore aggiunto e particolarmente apprezzate. Hanno un approccio naturalmente diverso all’ascolto del cliente e alla gestione di una richiesta. Sempre attente ai dettagli, precise, sicuramente meno impulsive in fatto creativo rispetto agli uomini. È una scelta aziendale mirata, quella di impostare gruppi di lavoro misti: sono la sintesi perfetta che genera stabilità. In Italia si parla troppo poco di Parità di Genere sul posto di lavoro, noi invece siamo ben felici di dare possibilità di crescita e carriera alle nostre dipendenti, mamme incluse! Sono tutte ben accolte, troviamo che siano una risorsa irrinunciabile e grande indice di maturità nel nostro team. Da sempre puntiamo su piani di sviluppo aziendale assolutamente paritari; la famiglia Deraweb è un gruppo eterogeneo che ha fatto anche di questo equilibrio un punto di forza.
Grazie Fabio per averci aperto le porte di Deraweb e condiviso con HR Revolution Middle East, l’esempio positivo di una realtà aziendale solida che ha fatto delle Risorse Umane il suo motivo di orgoglio!
The 5 DYSFUNCTIONAL Relationships in Recruitment (and how to fix them for a better hiring process)
Technology alone won’t bring about digital transformation of recruitment; we need group therapy and a major shift in mentality.
Written By: Basil Fateen
Four years ago, I walked into a battlefield.
Prior to starting HireHunt, my work revolved around coming up with solutions to different problems and building the software to make it happen.
So when I decided to step out and start my own business, the most recurring piece of advice I received was to find a real problem to solve.
And oh boy, did I find one.
It was a problem so complex and fascinating that it lured me in, like a blue light attracting a fly. It’s now years later and I’m still mesmerized by the enticing glow as it electrocutes me again and again. Hey that smells great, is someone cooking something? Oh, that’s me.
HireHunt came armed with a different approach, advanced technologies and an outsider’s mindset.
Naturally, I expected that there would be opposing forces to what we were doing.
I expected to be in a western style shoot-out with the traditional job-boards. What I discovered was a royal rumble in a clown car at a traveling circus.
This tragic ‘comedy of errors’ stars the HR department, hiring managers, job-seekers, the Upper management executives and recruitment software vendors.
It’s my humble opinion that addressing the issues plaguing these relationships is the final key to catalyzing the full digital transformation of HR that is so desperately needed.
Until then, the technology is ready and waiting.
1- Hiring Manager vs. HR Team
Like a spark in a womb, it begins with the job requisition request from a hiring manager.
In no time, that cute little spark will become a dashing employee in a suit (or pantsuit) who comes late and spends their time looking busy while they’re actually looking for their ‘next opportunity’ online. Aww. They grow up so fast.
But that spark is sometimes doomed from the start, because the hiring manager and internal HR team are at odds and start off on the wrong foot.
Inability to articulate who can do the job and what skills they need to have is the first major friction point. Sometimes they may fall back on a similar job description with little insight into the conflicting and absurd requirements and perhaps the train-wreck it caused when used in previous job posts because they’re not even tracking that data.
So the hiring manager puts pressure on the HR who may not understand the role as well as they do and will inevitably send irrelevant candidates their way and start the ping pong game of approved/rejected email threads that everyone loves so much.
The HR feels the manager is being unreasonable with their expectations and the manager will feel the HR is not doing their job by providing great candidates for the role. The more time passes, the more lost revenue for the manager, the more stressed he gets, the more snide he becomes with communication and feedback and the more the HR becomes unwilling to exert effort for the vacancy and starts praying for the manager to develop arthritis. And so on.
Solution: reduce unnecessary communication problems, time lost, objectivity and bias from the initial shortlisting process and allow the hiring manager to access talents directly with HR monitoring and facilitating.
2- Job-seeker vs. Employer
This one is pretty straightforward.
Who here can really say that when they start applying they are embarking on a positive experience and hear back soon with relevant feedback after applying? And which hiring manager is not whining about ‘shortage of talents’?
Most of the time it’s a frustrating nightmare for everyone involved.
Putting applicants through a long strenuous process where they are inputting the same things over and over (which are already in their CV usually) or solving mind-bending psychometrics when you have no intent on even reviewing them because you hire by referrals mainly? Or you only hire from select universities? That’s pretty cold.
Accepting interviews and then not showing up without even an excuse? That’s borderline evil.
For a more comprehensive breakdown watch this:
Solution: there must be a system of accountability in the job-hunting process. Everything positive you do should transfer and help you move forward, without bias. Abusers (both applicants and employers) should be warned and then flagged publicly.
3- HR vs. Upper Management
The HR department is under more pressure than ever to achieve so much, yet they are usually the most ill-equipped department without the necessary tools, budgets and resources to meet their targets.
When there is not a strong HR C-suite leader representing the best interests of the department, they are trapped in a web of under-appreciation and consistent feeling of underperforming.
Solution: The biggest shift that can happen here is for the upper management to understand that HR should be a strategic department, not an administrative one. So provide them with the tools that handle the time consuming administrative tasks so they can focus on the high impact strategic ones that will ultimately impact everything from the revenue to the reduced turnover and quality of hire.
4- HR manager vs. The Recruitment Team
I once demoed HireHunt for the manager of a manger bank, who after seeing all the levels of automation snidely exclaimed, “Wel bahayem dol ana me3ayenhom leh?” (And so what do I do with those mules out there?) He was referring to his recruitment team.
It was hard not to reply ‘you won’t need as many mules’. But the reality is, I was thinking that this guy was a major mule. If he viewed his team in this fashion, then you can imagine the cycle of abuse that occurs and why every person who comes in for an interview will end up hating this company before even working there.
Solution: when automations can enable the team to be more effective and the data/reports is presented accurately the HR manager to streamline the entire process then efficiency increases drastically.
Go from a mentality of sheep-herder herding sheep to a maestro leading an orchestra.
5- HR vs. Recruitment Platforms
That’s right. As someone who started a recruitment software startup I can tell you with certainty that the trust between organizations and the people who sell them software solutions is severely eroded.
Why? Because so many “solutions” are full of crap and have promised them the world and then under-delivered.
Traditional job boards claim they have “millions of CVs” yet they know that most of them are outdated and irrelevant and only a small fraction will hire from them. Often they take part in the bias instead of countering it, because that’s how they make money.
The “smart AI powered solutions” claim that they can replace recruiters entirely and they can know candidates better than they know themselves. Nonsense. Most of these solutions don’t even use AI.
So in the middle of all these con artists and opportunists, any new B2B software claims will be met with a high degree of skepticism. The more grandiose the claim, the more skeptical they will be.
At the same time, I can’t tell you how often I see HR leaders get on stages and talk about ‘Digital Transformation’, yet when it comes time for them to try a new technology they get agitated and make excuses.
Solution: There will be a lot said for authenticity in product, sales and marketing in the coming phase to differentiate the innovators from the scammers. User experience should be at the core of the product, not the features and smart technology. Stop hiding behind ‘contact us for demo’ and let organizations really test your solution so they can know if you are the real deal. Software vendors need to make it easy for organizations to use the software, not just be impressed in the demo. Transparency and real success stories based on quantitative results is the only way to earn back the trust.
There will never be a one-size-fits-all solution to recruitment. Just like there will never be one solution for “medicine” or “good health”. It’s a complex ecosystem that requires true collaboration between all parties and technologies. I believe the digital transformation of how talents and opportunities connect will be one of the major inflection points in our current age that will have a massively positive domino effect on society at large.
At HireHunt, we’re focused on continuously innovating our online solutions to be a force pushing this transformation forward, supported by our hyper-realistic, anti-inspirational online content. Now screening applications in 9 global markets and with millions of views, so far so good, but the real transformation of mentality is just getting started.
Until then, join me. I’m heading towards this amazing blue light.
6 Personality Traits that Tell if you are a “Considerate” Employee
Written By: Rana Khaled Awwad
“I find that being considerate of others and keeping what I say and what I do in agreement makes for a great night’s sleep.”– Steve Maraboli
It indicates how literally “considerate” this personality trait is; that affecting other people-negatively or emotionally- tend to be reflected on considerate people’s lives. They have almost the most delicate hearts, which necessities being a little cautious and protective of their feelings when you deal with them.
Based on the fact that I belong to this personality type, I decided to unleash my emotions and inner beliefs to write this article instead of logical explanations and unnecessarily philosophical assumptions; always the perspective taken from experience wins.
First, let’s enumerate the 8 common traits for this personality type:
Let’s discuss some of these characteristics validated by experiences from social and professional perspectives:
1-You are often mistaken for an extrovert:
Professionally: Owing to the fact that you always care about your performance and how others will perceive it, you strive to communicate with whoever surrounds you to attain your goal perfectly, build up good relationship with others to create a peaceful and spirited environment that’s safe to work in; you tend to thrive in an environment with good spirit to, finally, feel comfortable because you are not yourself easily whenever you meet new people and be in different environment. Sometimes you deal with your inner tension by facing it to get out of the comfort zone and work perfectly, which validates this point: “You take your responsibilities personally.” Consequently, you may ignore your urge to be on your own just to get to your aspirations and reach perfectionism.
Socially: You refuse to be imprisoned by your fears. However you are easily affected by people’s comments, attitudes towards you, or even feedbacks that you tend to think about them over and over throughout the day; and that leads to the coming point that you are “Deep down emotional”.
Hint: how to deal with this point:
Well, this question is not directed to the people with their personality because it’s just how they are, but for whoever deals with them either professionally or socially:
If they chose to be a little isolated or on a break-or even asked for a break- encourage them to go for it! It means that their capacity to be out of their comfort zone has come to an end and it’s time to unleash their introvert aspect. It doesn’t indicate that they lack productivity or even want to end a friend/relationship. They are simply recharging themselves to come back stronger.
2-Deep down you are emotional:
Professionally: Some people are really highly competitive and put their hearts before their minds when it comes to work; consequently, a simple negative comment can dim the glory of their passion, and they won’t mention how it affected their day, their mindset, or even how they will proceed with their work afterwards.
Socially: comment like: “your blouse needed to be ironed first” or “this scarf doesn’t look good on you” or “stop being stupid.” Such comments may arise high self-doubt within this personality type. They may think “maybe they think I’m not organized enough?” or “maybe everything that’s perfect doesn’t look good on me” or “why am I always stupid? Is it how others see me? Is that why I achieved lower grades last semester” even if the grades are still high and not that low,they will doubt everything they’re doing recently. They may keep having these thoughts running unstoppably for days and even cry about it even when it was a joke or unintended to carry these meanings. They were just very simple comments.
Hint:“If you have something Negative to say, then, say it in a Positive way. Don’t set out to hurt people or their careers. We all deserve a fighting chance to succeed at what we do.”
Try to always encourage them and appraise the slightest achievements they have done so far; words have magical effect and can empower their work ethic keeping them going even stronger, and if you have a negative feedback, simply deliver it honestly but in a decent and kind way; aggressive attitude will do nothing but hurting their feelings and demolishing their ambition and they will barely show it.
Owing to the fact that they are always “considerate” to people’s feelings and strive to give compliments and encouraging words, they expect the same from others because, again, it’s how they are.
You take your responsibilities personally and you are meticulous to the point of perfectionism:
Professionally: It affects the practical life more. Based on the fact that they are “perfectionists” and “emotional,” it means that they love accomplishing all their tasks perfectly. However, if they missed perfection; it will, consequently, hurt their feelings and emotions because apparently doing their work with maximum efficiency will give them self-satisfaction to an extent of euphoria and vice versa for not attaining it! This point may explain why competitive people behave like that; it’s only because they somehow evaluate their personalities and the extent of reaching their goals by how perfect the results of their efforts are. It makes criticism their poison.
Socially: Taking into consideration that they are sensitive and emotional, they consider others to great extent that they “personally” perceive that it’s their “responsibility” to make people surrounding them happy. On the contrary, they may feel people’s problems and react emotionally to these problems especially if they didn’t help them because they feel that they failed this responsibility and personally can’t make more satisfied.
Hint: There’s almost nothing to do for fixing this attitude other than always reminding them that it’s okay to live bad days, and life is not supposed to be smooth: some days you will be extremely successful and other days you will have a drawback. The world is not supposed to be like heaven, and there will always be suffering somehow the same way we get satisfied. Without these bad days we would have never known how good days feel like. Life is like our heartbeats; it’s always up and down, if you got a straight line; you are not living.
3-You usually stay in the background:
Professionally: The majority of considerate people have leadership attitude which positions them in the “background” making sure that everybody has whatever he/she needs, that everyone is comfortable and assured, and that no obstacles facing the people they are surrounded with. They like seeing the big picture, looking after each single person even by a glimpse.
Socially: They always tend to play the “listener” role; they always make sure that whoever surrounds them is comfortable and satisfied. For instance, if you are hanging out with “considerate” personality, he/she will make sure that you go to the restaurant you pick, set the program you are most comfortable about, and picking the places where you feel at ease even if it’s not “considerate” person’s favorite place.
Hint: Considerate people don’t aspire for something special in return. However, your satisfaction is contagious for them, and they feel pleased that their mission got accomplished. Simply, appreciate their intentions for putting you first and be thankful. It is what truly could turn their day upside down: Being the reason behind your inner peace!
4-You have a hidden side:
If you belong to this personality type, you often have strong opinions about others-instincts and decisions- that they tend to keep for themselves in order not to be judgmental; however, you may articulate your unspoken thoughts with your sense of humor without giving honest robust feedback.
Maybe because considerate people are too emotional to reveal their insecurities, deep secrets, or even certain aspect of their personalities, they keep this side “safely” hidden. Based on an experience, I am too conservative when it comes to me weakest points-my emotions- because they are too sensitive for me to be shared, and I may fear how I will be judged or how others will use my insecurities against me. You feel more secure in dim light, because too much light means you are too much exposed.
How to deal with them emotionally and professionally?
If they intend to keep a barrier and maintain their secrets/opinions safely hidden, then respect their reticence until the time comes and they will unleash whatever they tend to keep private. Some of the people who belong to this personality type have strong inclination towards keeping things- whether personal stuff or opinions- private, as if they are building a shield around them like a turtle where they feel safe about not exposing themselves currently. They don’t share everything.
5-No one has better memory of the details of people’s lives:
Professionally: You may remember people’s names on the first meeting. Somehow this attitude helps them thrive in their environment by knowing whom they are dealing with and know quickly how to get to people’s hearts.
Socially: Being considerate validates the fact that you always care about the finest details of people’s lives because it’s how you “consider” others, which makes you an ultimate superficial gift giver. Things like: your coworker’s birthday; your sister’s favorite restaurant or your nephew’s shoe size. You know what gifts match whoever you intend to present it to.
6-Home is really what the heart is:
Even though they have very strong social interactions, regardless that they consider only 1-2 to be their close friends, they take on traditional family roles and hardly miss family gatherings or occasions where they spend long time together. They take it as their duty to care for each single member of the Family.
This personality type is genuinely unique; they are the most to care about whoever surrounds them, always love people and strive to make them exceptionally happy and satisfied with their lives; they usually take professions where they deal directly with people like Education and medicine.
They are too lost in their tenderness and how they deal with the simple comments thrown almost daily unintentionally or even react to a simple drawback dramatically. Making others happy, safe, and comfortable is reflected positively on their emotions; they do it not only for you, but your awe is contagious for them.
If you are aware that your word counts, be kind. Your word is your weapon: don’t use it to kill people’s heart. How you treat others will always be carved deep down in their hearts, not only for this personality type. Be considerate of the considerers.
19 Signs That You’re An ISFJ, One Of The Most Common Personality Types
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