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{<b><p16>INFP:  Making Life Kinder and Gentler<n><p12> }
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{Whether leading or following, INFPs work best, and are more productive, when the effort reflects some ideal or service. Work performed for the sake of work, or meaningless routine, can render this type listless and perhaps even rebellious. 

Clearly, INFPs are best when whatever they're doing serves their personal values. However, if they can at least translate the work into some sort of meaning or human service, it may make something they don't want to do somewhat worthwhile. For example, learning computer work for its own sake, while initially stimulating, will wear thin in no time. On the other hand the same work, if it can lead to a teaching or serving of others through computers, will be endlessly stimulating and satisfying. 

For the INFP, reflection and contemplation (Introversion) are coupled with a preference for abstract, futuristic, imaginative perception of the world (iNtuition). They make decisions subjectively, based upon personal values (Feeling), but such decisions are more directed toward keeping their own house in order than toward overtly controlling others. The INFP's day-to-day lifestyle is easy-going, flexible, and adaptive (Perceiving). All of which makes for a reserved but warm and gracious type who is frequently comfortable to let everyone "live and let live." It is only in the domain defined by their values that the INFP can become somewhat controlling. But that only happens when he or she feels something personally important has been invaded. 

When INFPs are simply a part of the work force -- as opposed to running it or being responsible for some part of it -- it is only necessary that they find personal meaning in their work to be motivated. As their sphere of influence increases, so may accompanying controls. As a coworker an INFP may stand by idly as you perform your job poorly. "It's none of my business, and you'll pay your own dues" is a typical INFP mindset. But as a supervisor, or if your behavior has an impact on the INFP, he or she can indeed become quite (albeit somewhat subtly) controlling. Like other Perceiving types the INFP may not even be aware that you've stepped over that fuzzy boundary until it happens. Coupled with their Introversion, which impedes direct confrontation, it can make life a little frustrating for both parties: for you, because you were caught unaware of your misdeed; and for the INFP, who may have a reaction to the misdeed that is much more intense than is ever communicated and who may even be surprised by the suddenness and intensity of his or her own feelings. While it may seem out of character for this otherwise congenial and flexible type to become so rigid and unyielding, it's not out of character at all when one understands the unique nature of the INFP's four preferences. 

In hard-charging executive positions, the INFP is the exception rather than the rule: you'll find precious few INFPs as chief executive officers. However, when it happens, senior-ranking INFPs generally engender fierce loyalty among their subordinates. They usually do a good job of blending productivity with compassion for the work force. While the genuine respect others feel for an INFP superior may get in the way of specific disagreements, and while open conflict may be dramatically eschewed, those who work for INFPs enjoy the freedom to develop personally, receive generous affirmation, and have a ready, willing, and supportive ear for almost any idea. Even if you try and fail, as long as you haven't offended the INFP's personal values, he or she will affirm and encourage you for your effort. 

If you do manage to offend the INFP's value system -- and remember, no one may know of the offense until well after the fact - then forgiveness may be very slow, if ever, in coming. The situation is compounded because the INFP's Introverted-Feeling side may never forgive or forget. But the imaginative flexibility side -- iNtuitive-Perceiving -- will continue to give off accepting, easy-going, "It's okay" indications. For example, if it's an Extraverted-Judger who goofed and said, "I'm sorry," and the INFP responds typically ("It's okay, it was nothing."), then the EJ would naturally assume that the apology has been accepted and the matter is settled. But that may not be the case at all.  

Though INFPs are underrepresented in the general U.S. population, there will statistically be more females than males simply because more females share the F preference. Where one finds INFPs in positions of power and control is in the realm of movements and institutions centered around social causes. One only need think of some cause -- such as Mothers Against Drunk Driving, Women's Lib, the Myers-Briggs Type Indicator itself -- in which one person was the driving force behind it, promoting something better for some group -- and an INFP will almost inevitably be that person. 

The male version of the INFP usually assumes leadership positions in an effort to merge his vision with some sense of accomplishment. When that happens, the INFP male will be a highly inspirational leader, though routine details can be a bore and lead to his undoing. He also may get hooked into some more macho behaviors in an effort to compensate for the congenial, tenderhearted, softer male image others may see and criticize. He may take an unyielding position on a tough stance just to prove his mettle. 

A disagreement or an opposing point of view can be stressful to any INFP. It also can also give way to the dynamic discussed above, where apparent surface-level tolerance of the disagreement belies a very sharp judgment. INFP males and females, in their desire to let others develop and be independent, can often be torn between direct influence (because the issue is important to the INFP) and gentle persuasion (so that the person involved can feel he or she has influenced the end result). If this process is not carefully executed, it can be read by others as manipulative and devious on the INFP's part. The INFP's four-letter opposite, the ESTJ, is most likely to be the one who to interpret such behavior this way and who will be most offended by it. An INFP manager once told us, "Once I have made up my mind to do something, my job as executive is to do it in such a way that the staff feels they have accomplished it." 

When the workplace becomes too toxic or negative, the INFP can become restless or uneasy, falling into avoidance patterns typical of Feeling types. Tardiness, hypersensitivity, uncharacteristic mediocrity, and minimal effort are some of the behaviors that may begin to surface. All of this can grow into near manic swings between sullenness and raging criticisms. The criticisms often carry previous baggage totally unrelated to the situation of the moment ("And that's not all. I've also had it up to here with . . ."). 

Such behavior is uncharacteristic for an INFP and indicates the presence of some stressor. If not checked early, the stress can fester, eventually escalating into bouts of ileitis and colitis, both of which are particularly prevalent in INFPs. Such problems can be minimized by offering INFPs a listening ear and encouraging them to talk through their issues. However, as Introverts they will find this difficult to do, however beneficial they may recognize it to be. 

Because of their intellectual astuteness, competence, and idealism, INFPs do well in climbing the organizational ladder. In some ways it aids and abets their high need to provide service to others, but it can conflict with their equally high need for perfectionism. This can result in an overextension of self and tireless (often perceived as thankless by the INFP) efforts for the organization. This leads to severe self-criticism because, in the INFP's mind, there is never quite enough time or the job is never done quite right. As such they can become martyrs, cutting off meaningful dialogue with the very people who are attempting to help them -- superiors, colleagues, and subordinates. 

INFPs are probably at their best when they are enabling others and satisfying their own ideals. As their responsibilities increase, INFPs are inevitably promoted into positions that move them away from the matters of the heart at which they had been so successful. INFPs would be well-advised to think twice about accepting a promotion that may offer ego gratification but may move them beyond those activities at which they excelled. A good example is the INFP pediatrician who gives up private practice to run a state or federally funded program in pediatrics, thinking it will benefit more children in need; however, the job ends up involving much more politics and administration than helping skills at which INFPs are not adept. In moving away from hands-on caring for children and into a world of bureaucracy, the pediatrician is likely to end up with self-doubt, self-criticism, and unhappiness. If INFPs are going to broaden their service base, they must swallow the bitter pill and recognize when to quit, when to live with a product that is less than perfect, and when to recognize that others are not going to live up to or work according to their expectations.

<b>Workplace Contribution:<n>
Holds and protects the values within which are rooted our individual, group and organizational identities - often serving as moral ballast for organizations and teams

<b>Pathway to Professional Growth:<n>
Must learn to face conflict and confront it in the moment

<b>Leadership Qualities:<n>
Appeals to values through personal relationships - controlling tasks and people in such a way that those concerned would not notice they are being controlled at all, gently facilitating and appealing to values through personal relationships

<b>Team Spirit:<n>
Though teamwork is difficult and draining, collaborating and working together to pool resources and ideas is valuable and motivating}