.text
{<b><p16>ISFP:  Action Speaks Louder Than Words<n><p12> }
.text2
{The term <I>"ISFP manager"<N> is almost an oxymoron. Though a significant part of the work force, they are rarely positioned in leadership spots and would much prefer service-related positions. Indeed, they are not above passing up a promotion so that they can stay "where the action is." It's not that ISFPs aren't capable, although they do tend to be self-effacing. Indeed, they possess some impressive natural skills for relating to all forms of life -- plants, animals, and people. 

Each of the four preferences feed one another in helping the ISFP relate rather than invade the space of others. The ISFP begins by focusing internally rather than externally (Introversion), and strives to be sure that their own internal world is in order. Their principal goal is not to reshape others so much as to define their own needs and concerns. The world itself is very tactile, immediate, and grounded (Sensing) and this is translated through the ISFP's subjective decision-making process (Feeling). They have a low need to come to closure about any of these things -- Introversion, Sensing, and Feeling -- preferring to stay open and experience all of it (Perceiving). 

As a result, it is this type more than any of the others whose style is to stand along side of another person (or plant or animal), with no intention to influence it, criticize it, or change it -- perhaps not even interact with it -- only to be in its presence. Other types can hardly believe the ISFP's lack of intentions, let alone trust it. There must be some hidden motives, they believe. Surprisingly enough, there aren't. "Live and let live" might be the motto of the ISFP. 

ISFPs are generally very easy-going, low-key types with little need to influence those around them. They are so low key, in fact, that they can begin to question their own motivations, perhaps even wondering why they're not more given to controlling others and taking charge. Such questions can lead to large doses of self-doubt. Perceivers are generally prone to second-guessing their decisions, often wondering such things as, "If we waited just a bit longer, would things have turned out differently?" When you couple P with internal, here-and-now subjectivity (ISF), most of life becomes a series of what-if, let-it-alone, maybe-tomorrow-will-be-different experiences that leave the ISFP vulnerable to severe self-criticism. All of which is unfortunate because the natural, unobtrusive accepting manner of the ISFP is not only a great strength -- and much needed at all levels of organizational life -- but it is also refreshing when encountered in the workplace. 

Obviously, because of the preference for Feeling there will naturally be more female than male ISFPs. ISFP males are rarely given to the macho, tough-guy compensation often found among other Feeling male types. As a result, they are quite easy going and laid back, pleasant to be around, and skilled at helping others cope with -- or make the most of -- the moment, whatever that is. Whether it's helping someone relax, serving as someone's sounding board, or providing an alternative to a sticky problem, ISFPs of both genders are at their best when others are in need. 

Like other Fs, the ISFP can get into guilt and self-punishment when a work situation goes awry. Even areas where they had no accountability whatsoever can become sources of overidentification and undue energy can be spent in sympathizing with the underdog or the wronged, or even the guilty party. 

Leadership, as we said earlier, tends to elude the ISFP. They can be cajoled into accepting leadership positions, but it is really not the best use of their talents. They can be capable leaders for short periods, but over the long-term, to be under the constant fire of deadlines and other pressures will be highly stressful to an ISFP, who would rather remain invisible and behind the scenes. If the position demands high accountability and high visibility, ISFPs will have to expend inordinate energy to rise to the task. Their natural talents lie in the service portion of a given job description. Service, in fact, is the cornerstone of ISFPs' motivation, and they are at their best when what they are doing has a significant service component to it. 

Natural strengths of the ISFP in the workplace include supporting and helping others; finding alternatives to seemingly frozen projects or relationships; negotiating options to a problem in a way that everyone wins; troubleshooting difficult situations for more effective interpersonal communications; and probably more than many other types, keeping people in touch with tangible, attainable goals. It's the ISFP who best helps us see the need to approach a project a bit at a time, rather than being overwhelmed by the magnitude of the situation. Any dilemma can be conquered when subdivided into manageable parts. 

People work best, believes the ISFP, when they are encouraged and helped rather than criticized. Consequently, when leading, they do it by quietly supporting and working with their subordinates as well as their colleagues. Indeed, they may have trouble delineating between themselves and those below them, setting themselves up to be taken advantage of. But this unaggressive management style can also build fierce loyalty among those of their department who appreciate the freedom to work at their own pace and in their own style. Support and affirmation from an ISFP often come in the form of nonverbal self-expression. When you work for an ISFP, you are more likely to receive praise in the form of a deed or an unpredicted gift than a verbal pat on the back. A bouquet, an afternoon off, a special unexpected privilege are all signs of an ISFPs approval. For those who need more overt, direct, and regular affirmation, the ISFP's style can leave them wanting. 

A happy work team is a productive work team, believes the ISFP, so energy is better spent in making the environment pleasant in the assumption that productivity will follow. Any excuse in a break in the action -- a cup of coffee with a colleague or a moment to listen to someone else's problems -- helps to keep things interesting, and themselves motivated. Likewise, if enough time is not spent in creating a spontaneous environment, then not only can the ISFP become critical and depressed, but this can become an excuse for low productivity and absenteeism. 

Even more than other Perceiving types, follow-through and routine plague the ISFP. It's far more exciting to be working on a new or non-routine project than just doing the same old thing. It's much more stimulating to respond to some emergency than to be in an appointed place at an appointed time, doing the stated assignment. It's significantly more important to rescue some person or animal in need than to be at one's desk, completing whatever was started yesterday. As a result, both boredom and listlessness hover over ISFPs and can be their undoing if they are not actively pushing things to completion. 

Because of the dichotomy between service to others and shortness of attention, the ISFP can lose interest in high productivity. That is not their interest nor their arena and they need not punish themselves for not playing the accountability game. Above all, it would be helpful for them to avoid the stresses that such high-performance demands can impose on an individual. For the ISFP, those stresses can lead to ill health, frustration, even severe depression. It's better for them to focus their energy toward helping others and giving their best to a particular situation, meeting the needs of the moment and let everything happen the way it will instead of beating themselves up for things they cannot control. 

Often, the more demanding types set the ISFP up to live or work on the wrong turf, then even join in helping the ISFP's self-flagellation. If an ISFP is a skilled bookkeeper, for example, others might encourage, even demand, that he or she strive for a CPA degree. But the ISFP may have little need for such ambitious achievements, being much more pleased to work responsibly where he or she is. In such a process, the ISFP's contribution to the workplace can be lost and the workplace becomes much less personal because of it. Because the ISFP is easy-going and harmonious, others are seemingly always "shaping them up" to be more like the mainstream or sending them somewhere -- especially to therapy -- to be "fixed." Even if the "fixing" is successful, what's lost in the process is the ISFP's unique contribution of support, encouragement, and self-enhancement, which most organizations so desperately need.  

The ISFP is the type that can get things done, often unconventionally. And other types, especially Thinking-Judgers, find such unconventionality stressful. The ISFP is the type who quietly delivers the goods, knows the shortcuts through the complex bureaucracies, and can make others feel very affirmed and worthwhile in the process. 

A severe dilemma in all of this, however, is that our system makes such demands for formal education and advanced degrees that the natural skills of the ISFP are rarely given a chance to be used. It is the ISFP at his or her best that embodies the humanistic ethic and who, when given the chance, quietly lives it. Deeds are always more fitting than words to the ISFP. 

Professions such as teaching, especially grade school, clergy, any of the religious orders that involve service, nursing, paramedics, and clinical and educational psychology are all naturals for the ISFP. The bad news is that these careers frequently demand such prolonged academic training that few ISFPs can maintain interest long enough to succeed. In the nonprofessional work force one finds the ISFP in the skilled crafts -- butchers, bakers, and candlestick makers. Unfortunately, it is just these skilled, hands-on crafts that are increasingly outmoded in today's high-tech world. All of which helps to create a bigger "supply" of ISFPs for a work world that doesn't seem to "demand" them. 

While St. Francis of Assisi and Mother Theresa are probably perfect role models for an ISFP, a contemporary model might be Charlie Brown, the "Peanuts" character. He assumes the role of baseball team manager, only to his constant stress and undoing. His Introversion won't let him even say hello to the little red-headed girl and his Sensing-Perceiving side will risk everything to try to kick the football, despite the high probability of failure. His Feeling side -- indeed his whole type -- is personified by his classic line, "How could we lose when we were so sincere?"

<b>Workplace Contribution:<n>
Supports people and their efforts with a gentle - almost anonymous - attention to detail and action in the moment.

<b>Pathway to Professional Growth:<n>
Must learn to focus on the patterns and problems beyond immediate concern - to look for and confront the systemic or root issues and not to get lost in the background solving only the problems of today

<b>Leadership Qualities:<n>
Leads by example - by tending to task details and providing gentle, unassuming support

<b>Team Spirit:<n>
Teams are fine and can be fun, though personally draining and intrusive; quiet support and diligent work are what make teams effective}