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From YouTube: Wellness: You've Got Personality
Description
Learn strategies for success by improving your understanding of your own strengths and personality. Dr. Andrew Wen guides attendees through a variation of the Myers-Briggs personality test, teaching easy to remember themes to help you have more successful interactions at school and work.
Recorded January 12, 2020 at the Cupertino Community Hall.
A
Good
afternoon
and
welcome
my
name
is
Claire
ver
SEO
I'm,
the
community
librarian
at
Cupertino
library.
Thank
you
so
much
for
joining
us
for
today's
wellness
program.
Our
wellness
series
is
sponsored
by
Cupertino
library
foundation.
They
very
generously
have
supported
this
series
for
the
past
several
years
and
if
you
would
like
to
learn
more
about
what
they
do
and
their
advocacy
for
our
library,
you
can
visit
their
website
at
Cupertino
library
foundation,
org
to
learn
more
I
want
to
welcome
dr.
wen
today,
dr.
A
B
B
Think
I
just
wanted
to
take
a
pause
and
let
you
guys
know
that
there
are
not
that
many
communities
that
do
this
kind
of
stuff
I've,
given
talks
sponsored
by
the
Chamber
of
Commerce
and
and
this
one
is
from
the
library
and
it's
pretty
cool
that
your
city
is
investing
back
into
you
guys
and
wanting
to
invest
into
the
community
and
and
it's
not
something
that
I
see
all
the
time.
So
it's
really
pretty
cool.
B
What
let
me
just
introduce
myself
a
little
bit
and
I'm,
not
sure
if
this
remote
works
so
I
might
go
back
and
forth
and
so
I
just
from
background
I
am
a
child
of
immigrants
and
I
was
made
in
America.
So
I
was
the
first
one
born
in
my
family
in
the
United
States,
my
family
came
from
China
I
went
to
Lynbrook
High
School
a
long
long
time
ago
and
and
then
from
Lynbrook
I
went
to
UC,
San
Diego
and
then
from
UC
San
Diego,
where
I
studied
biochemistry
and
cell
biology.
B
B
And
then
the
other
part
is
because
I'm
managing
a
bunch
of
people
and
I'm
taking
care
of
patients
from
all
over
the
world
and
I
need
to
understand
how
they
hear
things
and
how
they'd
like
to
be
spoken
to
how
they,
like
information,
delivered
to
them,
and
so
I'm
constantly
adjusting
my
style
to
fit
the
person
that
I'm
talking
with
I
think
being
married,
I've
been
married
since
92,
and
so
any
of
you
in
a
long-term
relationship.
Understand
that
you
better
figure
each
other
out
or
there's
more
friction.
B
My
wife
and
I
also
have
four
children
and
they're
their
own
human
beings.
They're,
not
children,
a
more
I'll
show
you
some
pictures
of
them
in
a
second.
This
is
a
picture
of
my
parents
when
we
when
I
was
a
baby
and
part
of
the
reason
I
put.
These
pictures
up
is
to
prove
that
I
am
Chinese
a
lot
of
Chinese
looking
at
me
here.
They
go,
there's
no
way
that
guy's
Chinese,
but
I
am
Chinese
and
those
are
my
parents.
These
are
my
parents
when
they
were
young
in
China
and
new
immigrants.
B
So
the
top
right-hand
corner
is
my
mother.
When
she
was
a
teenager
in
China
and
then
both
of
my
parents
came
to
the
United
States
in
the
early
60s
after
living
in
Taiwan
for
many
years,
and
then
they
had
three
children
outside
of
the
United
States
and
then
surprised
Andy
when
showed
up
and
I
really
was
a
surprise.
And
then
we
grew
up
here
and
so
I
grew
up
in
the
San
Jose
Santa
Clara
County
area.
B
Since
I
think
we
moved
here
in
1966
when
I
was
2
years
old
and
like
like
Claire
said,
I
went
to
Lynbrook
High
School.
This
is
my
family.
My
wife
is
grew
up
in
Taiwan
and
we
have
four
children
who
are
now
four
young
adults,
and
so
they
have
their
own
social
styles
or
personality
types,
which
every
time
my
wife,
Margaret
and
I
speak
with
them.
B
B
My
biggest
influences
are
being
the
child
of
an
immigrant
from
China,
because
even
though
I
don't
look
Chinese
even
my
wife's
parents
that
Margaret
saikai
trainings
they
it
was
when
I
grew
up
here
there
were
very
few
immigrants,
believe
it
or
not,
and
I
was
told
all
the
time
from
my
parents.
You
are
Chinese,
you
are
Chinese,
your
family
comes
from
China
and
it
wasn't
until
I
was
an
adult
when
I
in
medical
school,
when
I
was
I,
went
to
a
protest
against
gen'l'men
square,
the
massacre
and
gen'l'men
square.
B
That's
sort
of
challenging
I,
marriage
and
Parenthood
has
been
a
big
influence.
My
wife
and
I
are
both
Christians
and
that's
been
a
big
influence
and
then
learning
from
my
mistakes.
So
I
was
telling
these
guys
here
that
every
time
I
give
this
talk,
I'm,
always
learning
and
the
reason
I
say
this
kind
of
stuff
is.
This
is
a
journey
we're
I'm
just
giving
you
some
information
today
and
you
know
some
of
it.
B
You'll
say:
oh,
that's
pretty
good,
and
some
of
you
know
I
don't
really
need
to
know
that,
but
maybe
the
next
speaker
in
the
Wellness
series
will
come
up
with
something
else.
You
go,
oh,
that
that
resonates
with
me,
so
this
is
always
a
journey
that
we
are
on
to
try
and
make
things
better,
I'm
giving
this
picture
about
alignment.
If
you
look
at
the
picture
on
the
far
side,
the
big
arrow
is
not
going
very
far.
B
They
don't
have
to
be
all
the
same.
We
don't
want
a
bunch
of
robots
being
the
same,
but
we
want
people
coming
together
so
that
they
work
well
together.
This
is
a
another
famous
story
or
proverb
about
a
bunch
of
blindfolded
people
who
are
touching
an
elephant
and
they
all
have
different
parts
of
the
elephant,
and
so
the
person
touching
the
leg
says.
Oh,
this
feels
like
a
tree
and
the
person
touching
the
toes
as
oh.
This
is
a
spear.
The
person
touching
the
ear
might
say.
B
Oh,
this
is
a
big
fan
or
oh,
this
elephant
trunk
is
a
big
hose,
but
they
don't
know
that
they're
touching
an
elephant
is
because
they
all
see
different
parts
or
they
all
feel
different
parts
of
the
elephant
without
getting
the
big
picture
and
one
of
the
things
we're
going
to
talk
about
in
social
styles
is
how
can
we
see
things
that
we
normally
don't
see?
How
can
we
see
beyond
our
personality,
type
or
social
style
and
get
the
bigger
picture?
B
Okay,
so
my
I've
actually
already
told
you
what
my
social
style
is
in
all
of
these
slides
all
for
one
one
for
all
out
of
many,
we
are
one
respecting
other
people,
different
personalities,
I've
already
told
you
what
my
personality
style
is.
Yes,
amiable,
Hoshi
you're
ready
to
give
the
talk
so
and-
and
thank
you
for
saying
that
so
this
talk,
you
know
we
only
have
about
45
minutes
and
then
we're
gonna
have
more
time
for
questioning
the
answers.
So
this
is
a
very
simplified
talk.
B
You
could
spend
weeks
hours
months
years,
studying
the
myers-briggs
personality
types.
There's
all
these
different
things
we're
just
going
to
do
a
very
simple
version.
It's
not
perfect
because
it's
made
to
be
simple,
but
it's
gonna
be
made
so
that
you
guys
will
have
something
that
you
can
take
home.
Okay,
so
we're
going
to
talk
about
social
styles.
B
Want
you
to
learn
how
your
style
shapes
a
lot
of
your
interactions,
both
good
and
bad.
Okay,
if
you
want
more
information,
there's
the
flyer
that
has
more
information
and
the
blue
one
is
just
some
of
the
stuff
that
is
on
my
slides
and
then
Claire.
You
said
you
had
another
half
sheet
right,
so
that's
good!
The
way
this
talk
is
is
set
up
is
a
lot
like
the
top
speakers.
B
Foster
and
Hicks
I
went
and
saw
their
talk,
I
talked
to
them
about
it
and
they
just
have
it
organized
really
nice
and
cleanly
and
I.
Ask
them
permission
if
I
can
repeat-
and
they
said
Andy
tells
whoever
you
want.
There's
websites
called
six.
This
leaves
our
to
truly
calm
and
sixteen
personalities,
calm.
You
can
go
there,
take
a
questionnaire.
It
takes
about
five
minutes
and
they'll.
Tell
you
about
your
minors.
Briggs
they'll,
tell
you
what
your
strengths
are.
What
kind
of
people
you
get
along
with?
B
What
kind
of
people
you
don't
get
along
with
what
kind
of
jobs
are
good
for
you
and
what
kind
of
jobs
make
you
angry
and
frustrated
and
just
not
happy,
so
those
are
pretty
good.
Okay,
so
social
styles
have
a
very
predictable
pattern.
All
styles
can
be
successful,
so
sometimes
people
go
well.
I,
don't
want
to
go
down.
I,
don't
want
to
be
a
bad
style,
because
that
styles,
the
failure
I,
want
to
be
this
style,
because
those
styles
are
the
success
stories.
That's
actually
not
true.
B
All
of
these
styles
can
be
strong
and
successful
and
be
get
along
with
people.
It's
it's
just
more
this
today
we're
not
talking
one
is
better
or
when
it's
worse
we're
just
talking
about.
How
can
we
put
it
together
and
make
things
better
and
everybody
has
a
range?
Sometimes
people
say
you're,
always
this
you're
just
like
that.
You
never
change
in
reality.
No
one
is
just
one
and
even
though
I'm
going
to
emphasize
like
a
four
box
grid,
nobody
is
just
one
box.
B
B
So
the
first
group
is
this
and
if
you
feel
like
this
is
how
you
you're
wired
go
over
there,
okay
and
you
can
move
around.
If
you
change
your
mind
later,
you
can
move
around
okay.
I
am
task-oriented
I'd
like
to
check
off
boxes,
I'd
like
to
keep
things
organized
I
am
very
work.
Limited
I'd
like
to
get
the
job
done.
I
am
I
value,
thinking
about
things
and
I
value,
being
very
accurate,
I
desire,
respect
and
appreciation.
For
my
time
and
my
effort
and
preparation
and
expertise,
I'm
not
comfortable
with
change.
B
I
seek
I,
look
for
things
to
be
secure,
I,
like
things
to
be
stable,
I
like
time
to
think
things
through.
Please
don't
rush
me
I
like
to
make
cautious
decisions.
I,
don't
like
to
make
rush
decisions
I
like
a
formal
and
very
structured
approach,
I
like
clear
and
logical
procedures,
I'm
irritated
when
things
are
sort
of
ambiguous
and
unclear
I'd
like
organization
and
structure.
In
my
day,
in
my
work
in
in
my
life,
I
prefer
to
work
alone
and
slowly
I
just
want
to
get
things
done
in
the
right
way
at
the
right
time.
B
Don't
rush
me
I
like
detail
and
I
like
precision
and
as
much
data
as
evidence
that
I
can
get
the
more
I
can
get
so
I
can
make
a
good
decision.
The
happier
I
am
I
am
very
good
at
problem-solving.
If
you
want
something
to
get
done,
I
will
get
it
done
for
you
and
I'll
probably
get
it
done
better
than
you
thought.
I
could
do
it
or
anybody
to
do
it.
Okay,
is
anybody
like
that
and
analytical
okay
come
over
here?
B
Thank
you,
okay,
analytical
people
over
there
and
if
you
guys
change
your
mind,
you
can
move
okay,
all
right,
so
analytical
people
in
some
groups.
They
call
these
the
owls
or
the
beavers.
It's
a
little
bit
of
both.
So
the
owl
has
these
big
eyes
and
is
thought
to
be
very
wise,
and
it's
always
looking
around
very
careful,
but
also
they
get
stuff
that
beavers
are
the
ones
who
are
cleaning
out
the
rivers
they're
building.
If
you
mess
up
their
dam,
they
want
to
rebuild
it.
B
They
like
things
nice
and
neat,
and
they
put
things
together
and
they
just
work
and
work
and
work
and
work
very
hard-working,
alright,
so
analytical's
over
there.
Thank
you,
okay.
The
next
group
are
the
drivers.
I
am
results-oriented
I
value
action,
I
value
results
and
I
value
control.
I
want
others
to
support
me
because
I'm,
the
one
who
knows
what's
going
on
I'm
the
leader
on
the
box,
I,
enjoy
solving
problems
but
sort
of
like
having
other
people.
Do
some
of
those
solving
problems.
I
like
a
lot
of
freedom.
B
I
do
not
like
to
be
told
what
to
do.
I
have
a
low
tolerance
for
people,
giving
me
advice,
I
like
firm,
decisive
action,
I
hate
it
when
people
cannot
make
a
decision
I
like
my
professional
life,
to
be
very
business
life
very
clear,
very
professional
I
am
I
like
effective,
problem-solving,
meaning
I
like
things
to
get
done.
I
like
a
fast
and
efficient
use
of
time,
I
like
to
work
quickly
and
I.
Do
things
very
well,
I'm,
also
very
much
of
a
self
person.
I
get
things
done
well
with
myself.
B
My
favorite
communication
style
is
to
start
at
the
bottom
line.
Just
get
to
the
point.
I
don't
want
to
hear
a
lot
of
fluffy
stuff.
Just
tell
me
what
you
need
and
I'll
get
it
done,
I
like
to
focus
on
facts,
I,
don't
like
all
this
story:
stuff,
I,
don't
like
made-up
stuff
I
want
your
conversation
with
me
to
be
very
clear,
very
direct
and
efficient
and
brief.
Don't
use
don't
waste
my
time.
I
am
very
much
results.
Oriented
and
I
like
a
clear
understanding
of.
B
B
It's
okay
to
and
that
might
you
might
be
an
analytical
who
likes
a
lot
of
information
right
and
that's.
Okay,
that's
alright!
Okay,
the
next
type
is
amiable
or
lunchable,
we're
very
people-oriented.
We
value
relationship
and
harmony.
We
don't
like
it
when
there's
friction
in
the
room.
We
seek
approval
and
support
for
our
feelings,
we'd
like
to
take
slower
action
when
we
make
decisions,
but
that's
not
because
we
don't
like
to
make
decisions.
It's
because
we
like
harmony
in
the
room.
B
If
you
go
too
fast,
the
amiables
are
worried
that
somebody's
gonna
get
mad
or
get
upset.
We
dislike
interpersonal
conflict,
we
are
non
confrontational.
We
are
challenged
by
setting
goals
and
at
self-direction
the
reason
we
have
a
hard
time
setting
goals
and
getting
things
done
again.
It's
because
we're
so
relational
that
we
want
everybody
to
get
there
together.
We
want,
if
we're
in
a
group
of
1,000,
we
want
all
1,000
to
get
there
together.
B
We
will
ask
other
people
for
their
input.
The
drivers
don't
ask
very
well,
they
already
know
what
they
want.
They're
know
that
and
then
the
analytical's
the
there
they'd
like
information
they
think
that
they
know
already.
We
will
ask
about
the
impact.
How
is
this
impact
you?
We
will
work
slowly,
but
we
will
emphasize
cohesiveness
and
collaboration.
Our
favorite
communication
style
is
warm
and
friendly.
We
are
open
and
honest.
We
love
lots
of
active
listening.
Amiable's
are
very
good
at
listening.
Our
favorite
relationships
are
close,
they're
warm
they're,
friendly,
they're,
open
and
honest.
B
We
like
deep
relationships.
We
do
not
like
the
superficial
relationships,
we'd
like
to
get
to
know
people
on
a
deeper
level,
and
we
do
a
lot
of
active,
listening
and
cohesive
and
collaboration.
So
this
type
is
the
golden
retriever,
hey
master,
throw
the
ball
to
me
and
I'll
go
chase
the
ball
right
or
in
the
sea
world.
The
dolphins
swim
in
pods
dolphins
are
very
social
sea
animals.
They
don't
they're,
not
alone.
B
B
Up
here
it's
alright,
okay,
expressive.
This
is
the
last
one
expressive
like
spontaneity.
They
like
hey.
Let's
do
this
action?
Hey,
let's
do
this
decision
on
they
like
to
be
recognized
for
what
they've
done
they
like
to
be
acknowledged.
They
like
their
thoughts
and
their
feelings
to
be
represented.
Like
you
hear
me,
you
get
me,
they
like
things
to
be
fun.
They
like
things
to
be
new.
They
like
things
to
be
creative.
They,
like
things
to
be
very
flexible.
They
do
not
like
to
be
locked
in
they
like
discussions.
They
keep
moving
movement,
dynamic
things.
B
They
tend
to
focus
on
the
big
picture
because
their
dreamers-
they
say.
Oh
let's
fix
this.
Oh,
let's,
let's
fix
climate
change.
Oh,
let's
fix
the
roads.
Oh,
let's
fix
the
school
system
and
they
have
a
harder
time
with
details.
They
tend
to
have
a
hard
time,
implementing
and
operationalizing
how
we're
going
to
get
things
done.
They
sometimes
over
exaggerate
because
they're
so
expressive
they
said.
Oh,
this
is
going
to
be
great
and
it's
gonna
be
so
easy.
Yeah
we're
gonna
make
a
lot
of
money
in
blah
blah
blah.
B
They
dream
big
they're,
also
able
to
inspire
other
people
to
dream.
There
have
very
good
persuasive
skills
and
they
like
to
jump
from
activity
to
activity
because
they
get
bored.
They
like
things
that
help
their
self-esteem
and
they
also
like
to
have
a
sense
of
belonging.
They
don't,
if
you're
an
inspirational
person,
you
don't
want
to
be
alone
right.
You
need
people
around
you
that
sort
of
feed
into
that
sense
of
feeling
important.
They
have
a
high
involvement
with
other
people.
B
They
enjoy
compliments,
positive
statements,
so,
if
you're
managing
somebody
who
isn't
expressive
or
working
with
somebody
with
an
expressive,
they
need
the
feedback
that
says
wow.
That
was
a
great
job.
Oh,
that
was
a
great
idea.
Oh,
my
goodness,
I
can
see
how
you
really
thought
about.
You
know
how
this
is
changing
things,
how
it's
gonna
be
made
better.
They
want
to
be
known
and
they
want
to
be
understood,
so
they
spend
a
lot
of
time
saying
well.
B
This
is
what
I
was
thinking,
and
this
isn't
it
because
they
they
are
expressing
themselves
and
they
need
somebody
else
to
say:
oh
I
understand
you
I
hear
you,
they
also
are
very
collaborative
and
they
tend
to
use
testimonials
as
evidence
for
these
guys.
The
analyticals,
if
you
said
well,
I,
heard
a
story
about
this
and
this
and
this
and
that's
why
this
project
is
gonna
work
you
guys
are
gonna.
B
D
B
B
Yeah,
so
so
what
you're
talking
about
is
like,
if
you
have
some
driver-
and
you
have
some
analytical
and
you
have
some
collaborative
personality
and
you're
very
expressive.
That
gives
you
a
lot
of
flexibility,
because,
depending
on
who
you're
talking
to
you
can
reach
them
in
a
way
that
they
need
to
be
reached
right.
Whereas
you
know
some
people,
like
the
expressive,
doesn't
want
to
hear
about
spreadsheets
right.
So
the
people
who
are
analytical,
who
want
to
reach
the
other
side
of
the
room
they
need
to
learn
to
express
their
their
story.
Yeah.
C
B
B
Yeah
yeah,
okay,
so
you
guys
can
sit
down.
You
can
go
back
though
I
was
gonna.
Ask
you
some
people
if
you
felt
comfortable
to
share
a
little
bit
more
so
think
about
in
your
life,
who
is
in
your
group
and
who's?
Not
in
your
group
like
when
you
guys
are
at
work
or
you're
talking
to
your
parents
or
you're
talking
to
your
kids
or
you're
talking
to
people
in
your
neighborhood,
you
can
start
to
think
about
who
are
they
in
this
very
simple
format?
Are
they
analytical?
Are
they
expressive?
Are
they
lions?
D
C
B
Always
don't
get
along
with
them
or
oh.
This
is
why
I
get
along
with
them
really
really
well
right.
So
I'm
gonna
ask
you
guys.
It
sounds
like
it
seems
like
you
guys,
are
a
little
shy,
but
that's
okay!
That's
alright!
Does
anybody
want
to
put
out
some
things
that
they
feel
like
works?
Well
for
them
like?
What's
your
style
strength,
what
is
your
Styles
challenge
or
weakness
or
opportunity
for
change?
What
kind
of
things
do
other
people,
what
what
things
should
other
people
know
about
your
style?
B
F
B
B
F
F
B
B
And
I
think
the
the
cultural
word
is
very
strong,
because
some
of
our
culture's
are
were
trained.
Do
not
do
this,
you
do
not
say
this
always
say.
Thank
you
always
say.
Please
don't
cause
trouble,
and
you
know
in
some
cultures
that's
very
strong
and
in
some
cultures
it's
like
you
need
to
break
the
box.
You
know
break
out,
don't
be
like
everybody
else,
and
you
can
see
how
that
can
influence
your
social
style.
B
F
I
value
spreadsheets,
but
I
need
some
sort
of
felt
sense
that
or
intuition
around
it,
but
the
expressive
side
really
also
I
think
the
fact
that
they
really
like
belonging
and
that
they
they're
very
enthusiastic
I,
was
actually
once
asked
to
describe
my
personality
through
like
an
animal
and
I
chose
the
dolphin.
Oh,
so
then
yeah,
that's
so
I
guess
in
terms
of
what
people
should
know
to
work
better
with
me.
Don't
give
me
advice,
yeah,.
H
G
B
H
B
B
Yeah,
it's
similar
right
and
so
the
other
way
to
look
at
this.
Thank
you
so
much
you
know.
So
one
of
the
things
that
you
said
is
like
between
you
and
your
wife.
You
guys
cover
a
lot
of
stuff
and
that
that
is
what
people
who
try
and
build
healthy
teams
would
say
you.
You
actually
need
all
of
these
features
on
your
team.
B
So
if
you
put
a
bunch
of
amiable
golden
retrievers
and
you
put
them
in
a
situation
where
they
need
to
make
a
decision
they're
so
worried
about
cohesiveness,
this
is
just
you
know
an
extreme,
but
they
might
be
so
worried
about
cohesiveness
that
they
can't
make
a
decision.
Okay,
and
then
you
put
a
bunch
of
bossy
lions
in
the
room,
so
they're
all
lions,
there's
no
followers
in
the
groove
well,
who
makes
the
decision
in
that
situation
and
who's
gonna
follow
the
lion.
B
If
none
of
them
are
followers
they're,
all
alpha
they're,
all
alpha
personalities,
if
you
put
a
bunch
of
analytical's
together
and
they
you
know,
the
stereotype
is
that
they're
they're
so
focused
on
their
data
and
on
their
tasks
that
they're
not
good
about
thinking
about
the
relationships
that
people
have
like.
How
do
you
what's
the
relationship
of
the
team
to
move
forward
and
let
me
see
expressive
lion
amiable.
They
cover
everybody,
I
think
so
so
you
so
you
need.
You
need
a
team.
That's
that's
very
well-rounded.
B
So
this
is
a
grid
and
when
I
put
this
grid
together,
I
thought
it
was
interesting.
So
the
task
driven
people
tend
to
be
the
analytical's
and
the
drivers,
so
the
top
square,
the
top
two
squares-
tend
to
be
analytical
and
drivers,
and
they
they
like
like
to
get
stuff
done.
The
people
driven
are
the
expressives
and
the
amiables
right.
How
are
we
doing
as
a
group?
Hey,
let's
check
in
that
ask
directed
people
who
will
ask
questions.
B
The
people
who
want
data
are
basically
asking
questions
where
they're
asking
questions
about
the
information
they're
asking
data,
but
the
amiable
is
asking
people
questions
hey.
How
are
you
doing?
Are
you
okay
and
then
the
tell
directed
people
who
like
to
tell
other
people
what
to
do
tend
to
be
the
drivers,
the
Bossier
people,
the
leaders
that
take
charge
people
and
then
the
expressive
people
like
yeah?
This
is
gonna,
be
great.
Those
are
telling
beep
they're
telling
you
it's
gonna
be
great.
B
So
here
are
some
style,
strengths
and
I.
Think
some
of
this
is
on
your
sheet,
so
the
drivers
they
liked
competency.
They
like
things
to
be
organized.
They
like
data,
they
do
like
data,
they
like
the
tasks,
they're
very
objective,
they're,
very
precise,
they're,
thorough
and
there's
controlled
and
they're
rational
I'm.
Sorry,
that's
the
analytical
people,
the
drivers,
the
and
the
lion
people
they
like
control.
They
like
results
they
like
to
influence
other
people,
they
like
they
can
be
tough.
B
Sometimes
they
can
be
very
direct,
they
can
be
very
efficient,
they
can
be
controlled
or
controlling
and
they
can
be
very
decisive.
The
golden
retrievers
their
driver
is
connections.
I
want
to
relate
to
people.
Are
people
doing
okay,
I'm
going
to
support
other
people,
I'm
gonna
empathize
with
other
people,
I'm
going
to
value,
loyalty
and
I'm
going
to
be
very
relational.
The
expressives
are
into
the
experience.
Is
this
a
good
experience
for
my
team?
Are
we
experiencing
joy?
Are
we
experiencing
passion
for
our
project?
Is
it
creative?
Is
it
enthusiastic?
Are
we
having
fun?
B
Is
it
energetic?
They
tend
to
be
the
people
who
will
promote
ideas,
promote
a
project
style
gets
the
analytical
people
tend
to
be
slower
because
they
don't
want
to
make
a
mistake.
They
can
be
over
cautious,
they
can
be
indecisive,
they
might
be
inflexible.
No,
the
data
doesn't
say
that
I'm
not
moving
I'm
we're
not
doing
this
right.
They
can
be
stubborn
about
it,
they
might
be
not
friendly.
Other
people
sometimes
think
they're,
not
friendly,
they
think
they're
cold,
and
it's
not
that
they're
cold.
B
It's
that
they're
so
focused
on
the
information
that
they're
not
really
thinking
about
relationships.
They
can
be
picky
about
things
because
they
see
the
this
data
and
this
data
don't
really
fit.
They
can
be
seen
as
rigid,
sometimes
because
they're
so
focused
on
the
information.
Okay
and
they're
not
able
to
see
there.
They
have
a
harder
time
seeing
the
bigger
picture
at
times
the
lion
can
be.
This
is
the
gaps.
These
are
things
that
are
not
very
good
at
the
lion,
sometimes
might
be
autocratic,
bossy,
overbearing,
not
sensitive
to
other
people's
needs,
not
patient.
B
They
might
put
pressure
on
other
people,
they
might
be
seen
as
ruthless,
they
might
be
dominating
okay.
This
is
a
lion
right.
A
golden
retriever,
their
weakness
or
a
gap
might
be
that
they're
overly
compliant.
You
know
what
it
sure,
if
you
want
to
do
that,
yeah.
Okay,
let's
do
that
because
they're
worried
about
confrontations,
they
don't
like
confrontation
and
they're,
worried
that,
if
I
fight
back
then
that
might
cause
tension
in
the
group,
they
can
be
seen
as
a
pushover
or
a
follower,
a
great
follower,
but
not
a
great
leader
self-sacrificing.
B
They
might
be
seen
as
being
too
passive,
too
soft
hesitating,
not
results,
oriented
which
is
true,
they're
not
results
orient
their
are
actually
people
oriented
the
expressive.
People
might
be
seen
as
too
excitable,
high-strung
emotional,
a
loose
cannon.
They
just
say
what
they
think
and
they
don't
think
about
things
before
they
say
things.
They
might
say
things
in
broad
big-picture,
but
they're
not
good.
At
giving
you
details
right,
they
go.
Oh
yeah,
that's
a
great
idea,
but
what
about
this?
And
what
about
that?
They
haven't.
B
They
don't
naturally
think
about
those
things
they
might
be
over
committed
because
they
make
commitments
to
all
these
great
projects
and
they're
not
very
focused
and
the
communication.
Styles.
The
analytical
people
are
very
fact
driven
and
very
detail
driven
the
lion's
they
want
it
direct.
They
want
it
blunt
and
they
can
be
bossy.
The
golden
retrievers
they're
constantly
asking
soft
questions.
Are
you
okay?
How
do
you
feel
about
this?
What's
going
on,
you
know
you
seem
a
little
tense
or
frustrated,
they
listen
very
well.
B
Maybe
they
don't
share
their
own
feelings
very
well,
but
they're,
very
good
at
listening
and
then
the
expressive
people
are
enthusiastic
and
inspirational.
So
you
can
see
that
if
you're
running
a
company
or
a
social
group
or
a
neighborhood
or
a
large
family,
you
can
see
how
there's
areas
where
these
personalities
will
come
into
tension.
B
At
the
same
time,
you
can
see
how
you
can
form
a
really
great
team
if
you
have
the
right
number
and
the
right
fit
of
everybody.
The
other
thing
to
think
about
is,
if
you
have
an
analytical
and
you
put
them
into
a
position
where
they're
forced
to
make
very
quick
decisions,
that's
their
worst
nightmare,
that's
their
worst
nightmare
because
they
feel
like
well,
that's
what
expressives
do
that's
what
Lions
do
I
need
time
to
think
about
things
to
process
things,
because
I
want
to
make
sure
we
make
the
right
decision
right.
B
B
Lions,
don't
like
to
be
told
what
to
do
and
the
amiable's,
if
you
told
the
amy
old
said,
I
want
you
to
get
this
project
done
and
I
don't
care
who
you
lose
in
this
on
your
team
like
I,
want
you
to
be
ruthless.
The
most
important
thing
is
to
get
the
project
done
and
if
everybody
gets
fired,
I,
don't
care
or
if
everybody
gets
depressed,
I,
don't
care,
that's
a
horrible
place
to
be
an
amiable,
and
then
they
expressed
it
as
a
say,
you
know
what
congratulations.
B
You
have
one
project
to
focus
on
just
one
for
the
next
four
years:
I,
don't
want
you
to
bounce
around
and
I'm
gonna
put
you
in
an
office
by
yourself.
There's
no
people
around
you
right
that
makes
them
upset.
It
makes
them
sad
and
depressed.
So
everybody
you
know
this
is
how
we
all
interact
the
the
people.
Let
me
see
now.
B
Sometimes
what
happens
is
when
people
get
stressed
they
respond
differently.
So
people
who
are
analytical
when
they
get
stressed
they
sometimes
withdraw.
They
become
more
quiet
sometimes,
and
then
they
tend
to
avoid
things.
Drivers
will
become
more
lions,
they'll
become
more
bossy,
more
take
over
more
take
charge
because
that's
where
they
want
to
be
the
amiable,
little
golden
retriever
might
be
deferential.
Then
you
might
say:
okay,
okay,
I
get
it
for
the
good
of
the
team.
B
I,
don't
really
agree
with
this,
but
we're
all
gonna
get
along
right
and
then
the
expressives
they
may,
if
they're
under
pressure,
they
may
actually
attack
because
they're
expressing
their
stress
and
their
pressure.
This
isn't.
This
is
like
a
very
general
thing.
There's
actually
some
you
could
go
to
a
different
class
where
they
test
your
personality
and
it
could
be
like
you're,
a
super
bossy
person
day
to
day.
B
B
So
how
do
you
help
them?
So,
let's
say
you're
working
with
these
people
in
your
life.
Now
that
you
know
what
works
for
them
and
what
doesn't
work
for
them?
You
can
think
about.
How
do
you
help
these
people?
So
if
you're
trying
to
help
a
beaver
and
analytical
beaver
talk
logically
with
them,
don't
give
them
a
bunch
of
stories
and
don't
boss
them
around.
B
We
do
need
you
to
finish
your
animal
analysis
like
I,
can't
have
your
analysis
go
on
and
on,
because
we
need
to
get
this
project
done,
but
don't
worry,
you're
going
to
have
plenty
of
time
to
process
the
data
you
need
and
I
really
want
to
make
sure
I
hear
what
you're
saying,
because
you
guys
are
the
problem.
Solvers
and
you
guys
are
going
to
figure
out
what's
wrong
with
my
idea
right,
so
that
will
make
them
happy
give
them
time,
give
them
a
deadline.
B
So
it
doesn't
go
analysis
forever,
a
lion
you
want
them
to.
If
they're
feeling
stressed
they
need
they
like
to
tell
people
what
to
do
they're
the
king
of
the
jungle,
so
you
need
to
give
them
a
chance
to
say.
Okay,
can
you
tell
me
what
is
it
that
you're
feeling?
What
is
it
that
you're
concerned
about
or
what's
your
idea,
okay
and
they
want
respect
right,
give
them
an
auction.
They
don't
want
to
be
boxed
in
right
because
they're,
the
king
of
the
jungle,
okay,
we're
going
in
this
direction.
B
B
You
give
me
the
time
line,
so
the
line
gets
to
be
aligned.
Give
me
the
time
line
that
you
think
we
should
get
this
stuff
time
to
get
there
right.
Amiable's
and
golden
retrievers.
Ask
them
open-ended
questions,
hey.
How
are
you
doing?
How
do
you
feel?
How
do
you
think
the
group
is
doing?
Do
you
think
we're
going
too
fast?
You
think
we're
going
too
slow
ask
them
about
their
concerns
and
give
them
a
chance
to
voice
their
disagreement
so
that
they
don't
feel
so
shut
down
expressives.
They
need
a
chance
to
express
their
feelings.
B
B
Sometimes
right
so
the
expressives
needs
a
chance
to
express
and
they
need
help
separating
their
emotions
from
the
facts,
so
they
might
be
really
frustrated
about
something,
but
they
might
need
help
from
the
analytical's
to
say
you
know,
you're
really
upset
about
this.
It
turns
out.
We
already
took
care
of
that
problem,
like
you're
upset
that
we're
throwing
the
garbage
out
on
the
street.
Well
we're
going
the
garbage
on
the
street.
B
Okay,
we're
almost
done
so
what
is
style
flexing
so
style
flexing?
This
is
the
only
picture.
I
could
find
it's
a
dog,
let's
dress
up
as
a
lion.
Okay,
so
style
flexing.
Is
this
idea
that
you
can
create
better
interactions
by
adjusting
your
style?
That's
what
we've
been
talking
about,
adjusting
your
behavior
and
adjusting
your
communications,
and
you
can
do
that
by
asking
a
lot
of
questions
asking
yourself
a
lot
of
questions
looking
in
the
mirror
and
trying
to
figure
out
who
you
are
listening
to
other
people
and
learning
like
what
we're
doing
today.
B
Maybe
spending
some
quiet
time,
either
in
prayer
or
meditation
or
reading
to
figure
out
who
you
are
and
who
your
colleagues
are,
and
the
four
steps
to
flexing
are
being
more
flexible
is
recognizing
the
other
person's
style
adjusting
the
way
you
talk
the
way
you
communicate
the
content
that
you
give
and
the
way
you
deliver
stuff
and
then
looking
and
assessing
how
did
things
go
and
then
readjusting?
Okay,
that
worked
out
pretty
well
I
should
do
more
of
that
that
didn't
work
out
very
well.
B
Maybe
I
should
change
the
way
I
sent
that
email
or
maybe
that
person
doesn't
like
emails.
That
person
is
very
relational.
They
need
a
one-on-one
talk
and
you
can
do
things
like
all
the
stuff
here
that
talked
about
how
to
be
more
versatile.
So
we
already
talked
about
this
for
the
analytical's,
but
this
is
from
the
other
side.
First,
it
was.
How
do
you
help
them,
but
the
further
Beaver's
they
need
help
becoming
more
decisive.
Okay,
I
have
the
data
now
I'm
going
to
make
a
decision?
B
Okay,
they
need
to
understand
that
getting
total
support
all
the
data
that
they
want
to
be
perfect.
Maybe
that's
just
not
possible.
There's
not
enough
time.
There's
not
enough
money,
there's
not
enough
data.
Maybe
they
need
to
be
more
open-minded
because
remember
I
said.
Sometimes
the
analytical's
are
so
data-driven
that
they
become
a
little
bit
rigid.
Maybe
they
need
to
be
better
about
listening
to
others,
they're,
not
good
listeners
in
general,
the
golden
retriever,
the
puppy,
the
dolphin
is
a
good
listener,
think
about
feelings
becoming
more
flexible.
B
Talking
about
you're,
you
know
you're
very
well,
rounded.
Lions
are
not
good
listeners,
they're,
good
bossy
people,
they're
good
leaders.
They
need
to
learn
to
listen
more.
They
need
to
acknowledge
that.
Maybe
other
people
have
a
point
of
view.
That's
good,
being
more
patient,
maybe
being
less
intense.
B
Lions
can
be
they
roar
right,
so
they
might
be
very
intense,
paying
attention
to
other
people,
feelings!
That's
what
the
golden
retrievers
do,
naturally
pay
attention
to
others
and
be
more
gentle.
Okay.
And
then,
if
you
look
at
the
amiable's,
the
amiable's
like
me,
they
have
weaknesses
too.
They
need
sometimes
they're
so
afraid
to
have
a
confrontation.
They
won't
make
a
decision
or
they
won't
say,
I
stand
for
this.
Okay.
B
They
may
need
to
take
a
position,
maybe
they're
oversensitive,
because
they're
so
relational
and
empathetic.
So
maybe
they
need
to
get
a
thicker
skin.
Maybe
they
need
to
take
more
risks
in
confronting
people,
because,
if
you're
always
deferring
and
going
with
the
group,
the
things
don't
work
out
very
well
and
letting
people
know
what
they
think
they're
good
listeners,
but
they
don't
they're,
not
good
at
saying,
I.
Believe
this
and
learning
to
be
more
effective
at
confrontation
expressives.
B
Sometimes
they
need
to
pull
back
some
of
their
expression
because
they're
too
out
bubbly
too
intense.
They
need
to
talk
less
and
listen
more.
Maybe
they
need
to
be
better
about
looking
at
the
facts
and
have
more
self-control,
more
moderation,
thinking
before
they
speak
being
attentive
to
others,
and
sometimes
there's
such
visionary
dreamers
that
maybe
they
need
to
be
more
realistic.
Okay,
now
it
sounds
like
I'm
criticizing
the
the
expressive,
but
you
know
what
our
lives
would
be
so
boring.
B
H
B
Sure
you
know
it's
so
so
you're
talking
about
like
how
do
we
make
the
workplace
a
safer
place,
so
so
I
worked
at
Kaiser,
Permanente
I
can
tell
you
like
a
lot
of
work
has
been
done
to
reduce
that.
So
usually
people
like
me
that
doctors
are
the
top
of
the
pyramid
and
the
surgeons
are
the
top
of
the
doctors,
and
you
know
things
like
that
and
in
the
when
I
was
in
medical
school.
If
a
doctor
lost
their
temper,
they
would
throw
things
if
you
throw
a
scalpel
you're
like
BAM,
a
dart.
B
You
know
maybe,
and
maybe
that
scalpel
has
already
has
blood
on
it.
So
it's
contaminated,
so
that
kind
of
stuff
is
not
tolerated
at
all
and
in
my
department,
I
say
explicitly
were
trying
to
create
a
department
that,
where
there's
relational
safety
and
respect
so,
if
you're
upset
with
me,
you
can
express
that
you're
upset,
but
you
don't
get
to
yell
and
throw
things
at
me
and
even
though
I'm,
the
chief
of
the
department,
I,
don't
get
to
do
the
same
to
you.
I
think
you
know
it
has
to
be
relational
and
actually
groups.
I
B
The
right
way,
I'm
gonna
I'm,
gonna,
push
you
around,
so
that's
so
in
medicine
in
general,
and
definitely
a
Kaiser
Permanente.
It's
huge
huge
amount
of
work
is
being
done
even
ten
years
ago.
My
department
ten
years
ago
compared
to
now,
is
completely
different,
because
a
lot
of
this
stuff
is
stuff
that
I
talked
about
in
some
fashioned
like
just
I,
serve
slide
it
into
what
I'm
talking
about
and
I
would
say.
H
B
Oh
you're,
talking
about
that
site,
yeah
yeah
I
mean
I,
think
that's
yeah,
that's
a
whole
different
ruffle
I'm,
not
sure!
That's!
That's!
That's
a
different
cultural
problem
that
your
company
needs
to
address,
because,
if
everybody's
staying
silent
at
work,
then
then
we're
the
good
ideas
happening
and
where
are
the
there's
no
way
to
correct
things,
because
nobody
is
willing
or
able
to
say
we
have
a
problem.
B
The
there
were
some
stories
before
about
how,
in
certain
airlines
the
pilot
is
in
charge
and
it's
a
very
top-down,
militaristic
structure.
So
you
have
a
pilot
and
co-pilot
navigator.
The
pilot
could
be
running
the
plane
into
a
mountain,
but
the
culture
is
so
strong
that
you
don't
offend
the
pilot
that
you
don't
say.
Excuse
me
pilot
we're
about
to
run
into
AB
a
mountain.
We
have
our
problem.
So
that's
that's
not
what
you're
describing
is
a
very
unhealthy
culture.
B
J
B
Oh,
how
do
you
help
the
amiable's?
So,
if
you're
the
manager
of
a
bunch
of
amiable's,
you
need
to
they're
good
listeners
right?
The
the
golden
retrievers
are
very
good
like
how
do
you
feel?
How
do
you
feel
they're,
not
very
good
until
somebody
says
hi
mr.
Golden
Retriever
I
want.
Let's
go.
Have
some
coffee,
because
I
want
to
hear
how
you
feel
or
where
you
think
we
can
make
things
better
or
where
our
weaknesses
are.
So
the
remember
there's
that
square
root,
which
is
tell
there
they
tend
to
be
good
tellers.
B
B
So
so
you
have
to
bring
them
out
and
encourage
them
to
tell
and
something
you
know
it's.
You
know
this
is
their
personality.
So
it's
just
like
somebody
who
has
anger
issues:
they're,
not
gonna,
stop
having
anger
issues
that
you
tell
them
once
so.
It
has
to
be
a
long
journey
to
change
their
personal
style.
B
B
F
B
If
you
say
to
an
amiable,
tell
me
what
you
think
they're
like
you
know,
so
the
aim
of
the
analytical
and
the
lion
actually
have
to
learn
to
communicate
better
gentle,
a
more
gentle,
more
relationally,
because
that's
the
amiable
tends
to
be
more
sensitive,
oversensitive,
I'm,
oversensitive,
I'm,
a
very
sensitive
boss,
so
it's
so
in
my
world.
I
was
put
in
a
position
where
I'm
supposed
to
be
a
lion,
but
my
natural
personality
is
a
golden
retriever.
So
I've
had
to
learn
to
be
more
decisive.
B
B
If
the,
if
my
organization
says
you
need
to
do
it
in
two
days
and
I
have
to
start
roaring,
one
I
would
I
would
not
be
very
good
at
it,
and
two
I
would
probably
have
a
you
know:
nervous
breakdown,
because
I
know
that's
not
my
personal
style.
So
so
that's
the
flexing
part.
The
flexing
part
is
learning
to
be
what
you're,
not
I,
actually
think
you
know
to
go
back
to
your
question.
I
think
the
the
stuff
on
the
handout
with
like
16
personalities,
calm
and
true
80
calm.
B
I
B
I
B
So
so
we
tend
to
basically,
we
figure
out
like
if
the
corporation
we're
working
for
is
lion,
lion
lion.
We
wanted
to
be
decisive,
I
think
you
know,
that's
fine,
I
think
you
know
from
a
corporate
leadership
structure.
It's
if
the
let's
say
the
Board
of
Directors
says
you
know
what
we're
not
doing
as
well
as
our
competition.
We
need
to
make
a
change.
Sometimes
what
they
do
is
they
start
looking
at
the
structure
and
they
say
we
have
a
lion
structure.
B
The
Lions
are
not
listening
to
the
data
and
they're,
not
listening
to
the
people
on
the
front
lines,
how
they
feel
and
the
the
company
might
say.
We
need
to
fix
that
or
another
company
might
say
we
don't
have
enough
lions
in
our
culture,
we're
not
decisive
enough.
We
need
to
be
decisive
and
move
forward
to
move
more
quickly,
so
yeah
everything,
every
company
has
to
figure
out
what
the
right
balance
is
for
them.
B
The
question
was
recognized,
the
style
of
who
you're
talking
to
and
how
long
it
should
take.
It
depends
on
you
and
it
right,
like
you
know,
some
people
like
the
amiable's,
the
amiable's,
are
very
interesting
because
I
think
they
amiable's
are
so
wired
into.
How
do
people
feel
that
they
get
there
very
quickly?
The
lion
by
personality
is
thinking
about.
Where
am
I
going
to
lead,
this
group
of
50
people
they're,
not
really
thinking
about
how
people
feel
and,
and
so
different
personality
groups
are
more
sensitive
to
it.
B
G
C
D
B
D
B
You're
you're
right,
so
this
is
like
very
simplistic.
It's
a
Foursquare
model,
it's
so
simplistic
right,
because
you
could
have
a
lion,
who's
very
decisive,
who
happens
to
be
a
very
good
listener.
Also.
So
it's
very
it's
very
general.
It's
almost
like
a
cartoon
really
just
to
help
us
hang
on
to
things.
I
think
you're
right,
everybody
is
unique
and
people
are
growing,
hopefully
too,
that
they
may
have
not
been
that
good
of
listeners
in
this
period
of
time.
B
But
then
they
grew
to
learn
to
listen
to
people
and
become
more
sensitive
to
other
people
or
vice
you
know,
like
somebody,
who's,
not
very
decisive,
has
learned
over
time
to
say.
Okay,
this
is
how
I
make
a
decision.
I
need
this
much
facts,
this
much
data
and
then
at
some
point,
I
need
to
just
deal
with
it
and
make
a
decision,
so
people
grow
and
change
over
time.
E
I
B
B
Yeah
we
did
this
exercise.
That's
used
a
little
bit
of
tack
where
we
asked
in
a
meeting
like
this.
We
ask
people
to
just
start
typing
in
words
and
then
the
words
went
on
the
screen
and
then
you
know
the
the
bigger
you
know
the
more
votes.
The
word
got,
the
bigger
the
word
got
a
lot
of
conversations
and
then
I
as
the
leader
started,
using
language
that
steered
toward
a
different,
a
specific
direction.
So
those
slides
that
I
used
all
for
one
one
for
all.
B
I
had
a
group
where
people
were
fighting
between
each
other
and
they
had
created
many
factions
and
silos.
So
it
took
many
years
to
say
all
for
one
one
for
all
right
out
of
many
I
can't
say
the
Latin,
but
out
of
many
one
you
know
we're
better
together
than
we
are
apart.
It's
we
as
a
group
over
me
as
a
person
it
I,
used.
I,
threw
this
stuff
out
so
much
that
it
made
them
throw
up
at
the
end.
B
But
what
was
interesting
and
actually
I
I
wasn't
really
sure
if
it
was
going
to
work
years
later.
They
are
that
way,
except
for
maybe
10%,
maybe
5%,
and
it's
so
cohesive
now,
which
allows
us
to
give
better
patient
care.
It's
so
cohesive
now
that
they
have
actually
lost
all
memory
of
when
it
was
bad,
which
is
incredible
to
me.
It
means
I,
get
zero
credit
for
any
of
it,
but
it's
an
incredible
journey
that
it's
so
cohesive
that
there
I
think
they've
they've
deleted
it
out
of
their
minds
and
it's
a
good
thing.
K
Wanted
to
say
something
about
the
maybe
a
violent
environment
that
you
said
you
were
working
under
I.
Think
that
what
this
personality
thing
can
be
helpful,
is
you
understanding
what
your
boss
is
like
or
who
would
understand
you,
the
co-worker,
that's
irritating
you
or
so
understanding
them
better
and
then
also
knowing
yourself
to
like
what
makes
you
sensitive
or
what?
What
makes
you
upset
and
stuff.
So
when
you
understand
yourself-
and
you
understand
your
co-workers,
specific
people
that
are
you
have
to
work
under
with,
you
can
then
be
a
little
bit
more
Pro
you.
K
B
Okay,
hey!
Thank
you
so
much
for
spending
some
time
with
me.
There's
another
talk
that
I
give
and
it's
more
personal
than
this,
because
it's
more
specifically
about
parenting
and
supporting
our
teenagers
through
this
very
stressful
time
and
stressful
area,
and
a
lot
of
it
is
for
parents
to
try
and
understand
their
kids.
B
And
you
know
the
theme
of
that
is
loving
our
kids
in
a
healthy
way,
instead
of
putting
so
much
pressure
on
them
that
they
feel
like
every
failure,
is
literally
a
life
and
death
thing,
because
we
know
that
some
of
our
teenagers
have
made.
You
know
really
tragic
choices
about
suicide
or
near
suicide,
so
that
talk
is,
has
a
lot
more
amiable
in
it
and
hands-on
parenting
stuff.
So
anyways
I'll
be
around.
If
anybody
wants
to
talk.
Thank
you
so
much
for
spending
your
afternoon
with
me
hope
you
have
a
good
day.