MYERS-BRIGGS TYPE INDICATOR® | STEP II™

INTERPRETIVE REPORT
Prepared for

ED EHRLICH

October 28, 2021

Interpreted by

Steve Roberts
For
RG Next

Developed by

Naomi L. Quenk, PhD

Jean M. Kummerow, PhD

+1 800 624 1765 | www.themyersbriggs.com

Myers-Briggs Type Indicator ® Step II ™ Interpretive Report Copyright 2001, 2003, 2015 by Peter B. Myers and Katharine D. Myers. All rights
reserved. Myers-Briggs Type Indicator, Myers-Briggs, MBTI, Step I, Step II, the MBTI logo, and The Myers-Briggs Company logo are trade-
marks or registered trademarks of The Myers & Briggs Foundation in the United States and other countries.
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MYERS-BRIGGS T YPE INDICATOR ® | STEP II ™ ISFP | 2

About Your Report

Your Myers-Briggs® Step II™ Interpretive Report is an in-depth,
personalized description of your personality preferences,
derived from your answers to the MBTI® assessment. It
includes your Step I™ results and your four-letter type, along
with your Step II results, which show some of the unique ways
you express your Step I type.
The MBTI assessment was developed by Isabel Myers and Katharine Briggs as
an application of Carl Jung’s theory of personality types. This theory suggests
that we have opposite ways of directing and receiving energy (Extraversion or
Introversion), taking in information (Sensing or Intuition), deciding or coming
to conclusions about that information (Thinking or Feeling), and approaching
the outside world (Judging or Perceiving).

Everyone can and does use each of these eight parts of personality at least
some of the time but prefers one in each pair over the other, just as most
people have a natural preference for using one hand rather than the other.
No preference in a pair is better or more desirable than its opposite.

The MBTI assessment does not measure your skills or abilities in any area.
Rather, it is a tool to help you become aware of your particular style and to
better understand and appreciate the helpful ways that people differ from
one another.
YOUR REPORT CONTAINS
• Your Step I™ Results Extraversion Introversion
• Your Step II Facet Results
™ You focus on the outside You focus on the inner world
world and get energy through and get energy through
• Applying Step II™ Results to interacting with people reflecting on information,
Communicating and/or doing things. ideas, and/or concepts.

• Applying Step II™ Results to

Sensing Intuition
Making Decisions
You notice and trust facts, You attend to and trust
• Applying Step II™ Results to details, and present realities. interrelationships, theories, and
Managing Change future possibilities.

• Applying Step II™ Results to

Thinking Feeling
Managing Conflict
You make decisions using You make decisions using
• How the Parts of Your Personality logical analysis to person-centered values to
achieve objectivity. achieve harmony.
Work Together

• Integrating Step I™ and Step II™

Judging Perceiving
Information
You tend to be organized You tend to be flexible and
• Using Type to Gain Understanding and orderly and to make adaptable and to keep your
decisions quickly. options open as long as
• Overview of Your Results possible.
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Your Step I™ Results

The paragraphs below and the graph that follows them
provide information about the personality type you reported.
Each of the four preferences you indicated is shown by a line
on that side of the graph. The longer the line, the more clearly
you expressed that preference.

Your reported Myers-Briggs personality type Your preferences

ISFP Introversion | Sensing | Feeling | Perceiving

ISFPs typically care deeply about what they do, likely showing this more through deeds than through words. They are
loyal to the people, ideals, and organizations they care about. They have a great deal of warmth, although they don’t
always display it. ISFPs tend to be tolerant, open-minded, and adaptable, taking things as they come. However, when
something important to them is threatened, they don’t give in. Since they often don’t reveal their convictions, others may
be surprised by their reactions.

They have little need to impress or dominate others. Since ISFPs believe that what they do speaks for itself, they don’t
attract much attention. Thus others may overlook and underestimate their contributions, leading ISFPs to feel
underappreciated and less competent than they really are. They care about having people get along and may be the glue
that holds things together. In addition, they pay attention to nature and animals and are keen observers of what’s around
them.

ISFPs are likely to be most satisfied in a work environment that values what they care about and allows them to adapt in
the moment. People can count on them to notice what needs to be done and proceed simply and without hassle.

CLARITY OF YOUR PREFERENCES: ISFP

VERY VERY
CLEAR CLEAR MODERATE SLIGHT MODERATE CLEAR CLEAR

EXTRAVERSION e • I INTROVERSION

SENSING s • INTUITION

THINKING t • FEELING

JUDGING j • PERCEIVING

30 25 20 15 10 5 0 5 10 15 20 25 30

PCI RESULTS: INTROVERSION | 5 SENSING | 9 FEELING | 13 PERCEIVING | 8

Does This Type Fit You?

Note the parts of the preceding description that fit you and any that don’t. Your Step II results on the next pages may
help clarify any areas that don’t describe you well. If the Step I type you reported doesn’t fit, your Step II results may help
suggest a different type that is more accurate for you.
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STEP II ™ FACETS Your Step II™ Facet Results

The MBTI Step II assessment indicates some of the complexity of your
personality by showing your results on five different parts, or facets, for each
of the Step I preference pairs, as shown on the left. Knowing your results
on these 20 facets can help you better understand your unique way of
experiencing and expressing your type.
Extraversion Introversion
Initiating Receiving
Expressive Contained Facts About the Facets
Gregarious Intimate
Active Reflective • The five facets within a preference do not cover or explain the full
Enthusiastic Quiet
meaning of the preference.

• Each facet has a theme, such as “Ways to connect with others.”

• Each facet has two opposite poles (e.g., Initiating and Receiving).

• The facets are scored differently than are the preferences, and so your
five facet scores don’t add up to your Step I preference score.
Sensing Intuition
Concrete Abstract How to Read Your Step II™ Results
Realistic Imaginative
Practical Conceptual The next few pages show graphs of your facet results. Each graph includes
Experiential Theoretical
Traditional Original
• Brief descriptions of two opposite MBTI Step I preferences.

• The names of the five facet poles associated with each Step I preference
and three descriptive words or phrases for each pole.

• A line indicating your score. The length of the line shows how clearly you
scored toward that pole.

–– You are more likely to favor the pole on the same side as your Step I
Thinking Feeling
preference, an in-preference result, represented by a score of 2–5 on a
Logical Empathetic
Reasonable Compassionate
blue background. Thus you are more likely to favor the Initiating pole if you
Questioning Accommodating prefer Extraversion and the Receiving pole if you prefer Introversion.
Critical Accepting
Tough Tender –– Or you might favor a pole that is opposite to your Step I preference, an out-
of-preference result, represented by a score of 2–5 on the opposite side on
a dark green background.

–– Or you might show no clear preference for either pole, a midzone result,
represented by a score of 0 or 1 on either side on a light green background.

Below each graph is a chart describing your facet results. The left column lists
the facet theme (e.g., “Ways to connect with others”), your facet result, and
Judging Perceiving its category (in-preference, out-of-preference, or midzone). The middle and
Systematic Casual right columns list ways people with your facet results are typically described.
Planful Open-Ended
Early Starting Pressure-Prompted If a set of statements in the chart doesn’t seem to fit, perhaps you would
Scheduled Spontaneous
be better described by the opposite pole or the midzone. To understand an
Methodical Emergent
opposite facet pole, read the short descriptors for each in the graph above.
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EXTRAVERSION INTROVERSION
Directing energy toward the outer world Directing energy toward the inner world
of people and objects of experience and ideas

OUT-OF-PREFERENCE MIDZONE IN-PREFERENCE

INITIATING RECEIVING
Sociable, congenial,
introduce people
• Reserved, low-key,
are introduced

EXPRESSIVE CONTAINED
Demonstrative, easier to
know, self-revealing
• Controlled, harder to know,
private

GREGARIOUS INTIMATE
Want to belong, broad
circle, join groups
• Seek intimacy, one-on-one,
find individuals

ACTIVE REFLECTIVE
Interactive, want contact,
listen and speak
• Onlooker, prefer space,
read and write

ENTHUSIASTIC QUIET
Lively, energetic,
seek spotlight
• Calm, enjoy solitude,
seek background

5 4 3 2 1 0 1 2 3 4 5

Ways to connect with others Consider social obligations unimportant and Believe it is intrusive to set people up socially
RECEIVING leave them to others. and don’t want others to do it for you.
in-preference Prefer in-depth discussion about important When making telephone calls, prefer to be
issues; hate small talk. alone; when receiving calls, see them as
unwelcome interruptions.
May be seen by others as quiet and shy.

Communicating feelings, Reveal personal information only after Will discuss personal thoughts and feelings
thoughts, interests deciding you are comfortable with people with people you know well.
knowing that much about you.
EXPRESSIVE–CONTAINED Will contribute freely when you know the
midzone Keep personal thoughts and feelings to topic well, even when the conversation is
yourself in many circumstances; as a result, with strangers.
some people see you as hard to get to know.

Breadth and depth of Interact comfortably in large groups. Have short conversations with many people
relationships at social occasions, rather than settling
Are energized by being in groups.
down for one long conversation.
GREGARIOUS Like some time alone after a social
out-of-preference gathering.

Ways to communicate, Talk in person about personal information Can be at ease actively participating in
socialize, learn and communicate technical information in events or quietly observing them.
writing.
ACTIVE–REFLECTIVE If familiar with the subject, prefer to learn
midzone Prefer to learn new subject matter through more by reading.
face-to-face contact.

Level and kind of energy Prefer calm, serenity, even silence. Don’t feel the need to talk in a social situation.
QUIET Are bothered by noisy circumstances and Find that your contributions are easily
in-preference places. overlooked.
Present yourself modestly and prefer to stay Have a calming effect on groups.
in the background. Like being with other quiet people.
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SENSING INTUITION
Focusing on what can be perceived Focusing on perceiving patterns
using the five senses and interrelationships

IN-PREFERENCE MIDZONE OUT-OF-PREFERENCE

CONCRETE ABSTRACT
Exact facts, literal,
tangible
• Figurative, symbolic,
intangible

REALISTIC IMAGINATIVE
Sensible, matter-of-fact,
seek efficiency
• Resourceful, inventive,
seek novelty

PRACTICAL CONCEPTUAL
Pragmatic, results oriented,
applied
• Scholarly, idea oriented,
intellectual

EXPERIENTIAL THEORETICAL
Hands-on, empirical,
trust experience
• Seek patterns, hypothetical,
trust theories

TRADITIONAL ORIGINAL
Conventional, customary,
tried-and-true
• Unconventional, different,
new and unusual

5 4 3 2 1 0 1 2 3 4 5

Focus of attention Are grounded in reality and trust the facts. Begin with what you know to be true, and
CONCRETE have all the facts in order before moving on.
Interpret things literally.
in-preference May be seen by others as resistant to
Are cautious about making inferences.
change, although you may not see yourself
May find it hard to see trends and link facts that way.
to the bigger picture.

How information is used Like to search for and find new ideas or Move relatively quickly to see how your ideas
REALISTIC–IMAGINATIVE methods. work and what their limits are.
midzone Carefully avoid embracing anything that Stay in touch with the commonsense
seems too far-fetched or involves a lengthy aspects of any situation.
search.

How ideas are used Find that applying ideas is more appealing Are impatient listening to ideas if a practical
PRACTICAL than the ideas themselves. use isn’t the end result.
in-preference Need to see an idea’s application to Favor practical utility over intellectual
understand it. curiosity.

Kind of knowledge trusted Learn best from direct, hands-on experience Concentrate on what is happening now
EXPERIENTIAL and rely on it to guide you. rather than thinking about meanings and
in-preference theories.
Are careful not to generalize too much.
May sometimes get stuck on details at the
Focus more on the past and present than the
expense of larger considerations.
future.

Approach to traditions Identify strongly with what is familiar. Are reluctant to change things that are
TRADITIONAL working well.
Are comfortable with the tried-and-true
in-preference because it provides a precedent to follow. Enjoy participating in traditions at work and
at home.
Admire and support established institutions
and methods.
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THINKING FEELING
Basing conclusions on logical analysis Basing conclusions on personal or social values
with a focus on objectivity with a focus on harmony

OUT-OF-PREFERENCE MIDZONE IN-PREFERENCE

LOGICAL EMPATHETIC
Impersonal, seek impartiality,
objective analysis
• Personal, seek harmony,
central values

REASONABLE COMPASSIONATE
Truthful, cause-and-effect,
apply principles
• Tactful, sympathetic,
loyal

QUESTIONING ACCOMMODATING
Precise, challenging,
want discussion
• Approving, agreeable,
want harmony

CRITICAL ACCEPTING
Skeptical, want proof,
critique
• Tolerant, trusting,
give praise

TOUGH TENDER
Firm, tough-minded,
ends oriented
• Gentle, tenderhearted,
means oriented

5 4 3 2 1 0 1 2 3 4 5

Ideal decision-making Focus on how a decision may affect what’s Believe that following your personal
approach important to you and others. appraisal of a situation is the best way to
make a decision.
EMPATHETIC Have a knack for identifying your own and
in-preference others’ feelings about an issue. Weigh positive and negative feelings in a
situation and decide on that basis.
Are sensitive to the overall mood in a group.

Actual decision-making Trust your own values as a reliable basis for Are influenced by your likes and dislikes in
method decision making. making decisions.
COMPASSIONATE Are in touch with your own and others’ Subjectively decide, based on benefit and
in-preference feelings and values. harm to the people involved.

Ways to handle differences May use your questioning approach to draw Focus questions mostly around people and
QUESTIONING out people’s feelings. values.
out-of-preference Take a mild, agreeable approach when you Are typically tactful but can be skeptical,
don’t have a strong investment in the issue. confrontational, and outspoken.
Are seen as intellectually curious and May find that your questions are sometimes
independent. misinterpreted as oppositional and
contentious.

Communicating about Focus on the good in people and situations. Believe a win-win situation is usually
disagreements possible.
Like to praise, forgive, and be kind to others.
ACCEPTING Expect others to respond to you with May be very disappointed when a win-win
in-preference outcome does not occur.
kindness.

How to carry out decisions Want people to like you and are seen as warm. See lots of ways to arrive at an agreement.
TENDER Use gentleness and affection to achieve your Give others the benefit of the doubt.
in-preference objective. Want everyone to feel good about the end
Recognize that a purely rational decision result.
can’t always be achieved.
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JUDGING PERCEIVING
Preferring decisiveness and closure Preferring flexibility and spontaneity

OUT-OF-PREFERENCE MIDZONE IN-PREFERENCE

SYSTEMATIC CASUAL
Orderly, structured,
dislike diversions • Relaxed, easygoing,
welcome diversions

PLANFUL OPEN-ENDED
Future focused, advance
planner, make firm plans • Present focused, go with the
flow, make flexible plans

EARLY STARTING PRESSURE-PROMPTED

Motivated by self-discipline,
steady progress, late start stressful
• Motivated by pressure, bursts and
spurts, early start unstimulating

SCHEDULED SPONTANEOUS
Want routine, make lists,
procedures help
• Want variety, enjoy the
unexpected, procedures hinder

METHODICAL EMERGENT
Plan specific tasks,
note subtasks, organized
• Plunge in, let strategies
emerge, adaptable

5 4 3 2 1 0 1 2 3 4 5

General organizational style Like a general plan with some contingencies. Dislike distractions when involved in a
SYSTEMATIC–CASUAL project.
Find too much detail in a plan inhibiting.
midzone Find that an advance plan permits
Don’t mind interruptions if no agenda is in
comfortable deviation because you can
place.
always return to the plan.

Approach to planning Like to make plans on the spur of the moment, Regret commitments to binding
OPEN-ENDED especially in your leisure activities. engagements because they close you in.
in-preference Feel that spontaneous plan making happens Have long-range fantasies rather than
almost magically. long-range plans.
Prefer flexibility so activities can unfold.

Ways to manage time Find that time pressures help you do better. Find that your mind is working on an assigned
pressures task even though nothing is on paper.
Are easily bored when not doing something.
PRESSURE-PROMPTED Enjoy juggling several tasks, moving quickly Need to know just how late you can start
in-preference and still meet the deadline.
from one to another.
Find that success using this approach
Feel most creative under the pressure of a
depends on excellent timing and some
deadline and like being taken by surprise.
planning skills.

Use of schedules and routines Welcome a moderate amount of routine in Feel that some routine provides
SCHEDULED–SPONTANEOUS your life. predictability as well as freedom to respond
midzone to opportunities.
See routine as helpful in your work life but
find it confining at home—or vice versa.

Approach to completing Take an informal approach to task completion. Believe a solution will emerge regardless of
large tasks where you start.
Plunge in without detailed plans.
EMERGENT Operate in a nonlinear way and are able to Like to wait, see what happens, and then
in-preference “wing it.”
switch positions in the middle of an argument.
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Applying Step II™ Results to Communicating

All aspects of your type influence how you communicate, especially as part of a team. Nine of the facets are particularly
relevant to communication. Your preferences for these nine facets along with tips for better communication appear
below.

In addition to the tips in the table, keep in mind that communication for every type includes

• Telling others what kind of information you need.

• Asking others what they need.

• Monitoring your impatience when other styles dominate.

• Realizing that others likely are not trying to annoy you when they use their own communication styles.

YOUR FACET RESULT COMMUNICATION STYLE ENHANCING YOUR STYLE

Receiving Focus on the task to be done rather than social Consider that sometimes the task may be
expectations about introducing people. better done when people know one another
first.

Expressive–Contained Share some of your reactions with others but Consider which people need to hear your
midzone not all of them. reactions and which people don’t.

Active–Reflective Are comfortable interacting in person Pay attention to the style of those with whom
midzone or quietly observing, depending on the you’re interacting and try to match that style.
circumstances.

Quiet Experience your enthusiasms internally and Be aware that others will think you are
don’t show them to others. uninterested; selectively let people know what
really interests you.

Concrete Talk about the here-and-now detail. Be open to the inferences that can arise from
the details.

Questioning Want to ask questions. Be selective in choosing questions to ask so as

not to intimidate people.

Accepting Take a naturally inclusive stance toward a Be aware that others may be frustrated by your
broad range of views. refusal to favor one view over the others.

Tender Try to win people over to your point of view. Accept that someone may get hurt; sometimes
a win-win result is not possible.

Emergent When working on a shared task, may neglect Try to communicate what you are doing to those
to let others know what you will work on next. who need more pieces of the task up front.
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Applying Step II™ Results to Making Decisions

Effective decision making requires gathering information from a variety of perspectives and applying sound methods
of evaluating that information. Knowledge of the Step II facets gives us specific ways to enhance our decision making,
especially those facets related to Sensing, Intuition, Thinking, and Feeling. Below are general questions associated with
those facets. The facet poles you prefer are in blue italics. If you are in the midzone, neither pole is highlighted.

SENSING INTUITION

Concrete: What do we know? How do we know it? Abstract: What else could this mean?
Realistic: What are the real costs? Imaginative: What else can we come up with?
Practical: Will it work? Conceptual: What other interesting ideas are there?
Experiential: Can you show me how it works? Theoretical: How is it all interconnected?
Traditional: Does anything really need changing? Original: What’s a new way to do this?

THINKING FEELING

Logical: What are the pros and cons? Empathetic: What do we like and dislike?
Reasonable: What are the logical consequences? Compassionate: What impact will this have on people?
Questioning: But what about…? Accommodating: How can we make everyone happy?
Critical: What’s wrong with this? Accepting: What’s beneficial in this?
Tough: Why aren’t we following through now? Tender: What about the people who will be hurt?

Six different ways of evaluating information, called decision-making styles, have been identified based on two facets of
the Thinking–Feeling preference pair: Logical–Empathetic and Reasonable–Compassionate.

Your style is Empathetic and Compassionate. This style means that you likely

• Trust the Feeling preference and readily make decisions based on your system of values.

• Recognize logical cause-and-effect factors but see them as secondary.

• Seek to create and maintain harmony through your decisions.

• Are seen as sensitive and tactful.

• Are sometimes seen as too kind and considerate.

TIPS

In individual problem solving, start by asking all the questions in the In group problem solving, actively seek out people with different
chart above. views. Ask for their concerns and perspectives.

• P ay careful attention to the answers. The questions that are • Do a final check to make sure that all the questions above
opposite to the ones in blue italics may be key since they have been asked and that different decision-making styles are
represent perspectives you aren’t likely to consider. included.

• Try to balance your decision-making style by considering the • If you are missing a perspective, make extra efforts to consider
less preferred parts of your personality. what it might add.
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Applying Step II™ Results to Managing Change

Change seems to be inevitable and affects people in different ways. To help you deal with change,

• Be clear about what is changing and what is remaining the same.

• Identify what you need to know to understand the change and then seek out that information.

To help others deal with change,

• Encourage open discussion about the change; be aware that this is easier for some than for others.

• Make sure that both logical reasons and personal or social values have been considered.

Your personality type also influences your style of managing change, particularly your results on the nine facets below.
Review the facets and tips for enhancing your response to change.

YOUR FACET RESULT CHANGE MANAGEMENT STYLE ENHANCING YOUR STYLE

Expressive–Contained Let others know some of your views about the Be sensitive to your need to share or withhold
midzone change but keep some to yourself. your views in a particular circumstance, and
act accordingly.

Gregarious Discuss the changes and their impact on you Be aware that people vary in their level of
with the broadest range of people. interest in what you have to say and thus be
selective in whom you talk to.

Concrete May get stuck on some aspects of change and Ask someone to help you move from the facts
ignore others. and details to reasonable possibilities.

Realistic–Imaginative Are concerned about both the cost- Validate both points of view and decide which
midzone effectiveness and the novel possibilities. makes more sense in this circumstance.

Experiential Want to see an example of how the change Accept that the impact of some changes can’t
will work. be demonstrated in advance.

Traditional Hope that many of the established ways of Accept that some changes are necessary and
doing things will continue. may promote continuity in the long run.

Tender Want people affected by the changes treated Decide how much insensitivity you can tolerate
with kindness and consideration. and act accordingly.

Open-Ended Let the changes unfold as they may. Be aware that others may be uneasy with your
unfolding approach; fill them in whenever
you can.

Emergent Decide in the moment what’s best to do next; Remember—planning some steps now may
resist planning. prevent problems in the future.
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Applying Step II™ Results to Managing Conflict

Conflicts are inevitable when working with others. People of distinct personality types may differ in what they define as
conflict, how they react to it, and how they reach resolution. Although sometimes unpleasant, conflicts often lead to
improved work situations and enhanced relationships.

Part of conflict management for every type includes

• Taking care of getting the work done while maintaining your relationships with the people involved.

• Recognizing that all perspectives have something to add, but any perspective used in its extreme and to the exclusion
of its opposite will ultimately impede conflict resolution.

The table below explains how your results on six Step II facets may affect your efforts to manage conflict.

YOUR FACET RESULT CONFLICT MANAGEMENT STYLE ENHANCING YOUR STYLE

Expressive–Contained Discuss the conflict and your feelings about it, Notice the style of those you are with and
midzone but perhaps not immediately. attempt to match their need to talk now
or wait.

Gregarious Involve all relevant people in resolving the Respect the need of some people to remain
conflict, not just those you know well. uninvolved until they are ready to participate.

Questioning Ask many questions of others to reveal all the Be aware that people may take your
issues in the conflict. questioning style as challenging rather than
helpful in resolving the issue; be clear about
your intent.

Accepting Look for points of agreement in others’ Recognize that some things are really worthy
arguments and ideas. of criticism, so don’t insist on agreement.

Tender Strive for cooperation and minimize points of Recognize when cooperation is no longer
disagreement. helpful; sometimes people need to agree to
disagree.

Pressure-Prompted Feed off the pressure of working at the last Use your style when working alone but set
minute and so fail to recognize that conflict earlier deadlines for yourself when others
can emerge from this style itself. depend on you to complete tasks.

In addition to your facet results, your decision-making style (as explained earlier) affects how you manage conflict. Your
decision-making style is Empathetic and Compassionate. You are likely to focus on taking person-centered values into
account, believing that others who don’t are insensitive. To make your efforts to manage conflict more effective, be aware
of two possible extreme responses—giving in before others know your views, and insisting that your way be followed.
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How the Parts of Your Personality Work Together

The essence of type involves the way people take in information (Sensing or Intuition) and how they make decisions
(Thinking or Feeling). Each type has a favorite way of doing those two things. The two middle letters of your
four-letter type (S or N and T or F) show your favorite processes. Their opposites, whose letters don’t appear in your
four-letter type, are third and fourth in importance for your type. Remember—you use all parts of your personality
at least some of the time.

Fi 1 FEELING
Best
THINKING 4
Least

Here’s the way it works for ISFPs: Te Se

2 SENSING
Next
INTUITION 3 N
Third

Using Your Favorite Processes

People who prefer Extraversion like to use their favorite process mostly in the outer world of people and things. For
balance, they use their second process in their inner world of ideas and impressions. People who prefer Introversion tend
to use their favorite process mostly in their inner world and to balance this with the use of their second process in the
outer world.

Thus ISFPs use

• Feeling mainly internally (Fi) to guide them to what really matters for themselves and others.

• Sensing mainly externally (Se) to notice the important facts and details.

Using Your Less Favored Processes

When you frequently use the less preferred parts of your personality, Intuition and Thinking, remember that you are
working outside your natural comfort zone. You may feel awkward, tired, or frustrated at these times. As an ISFP,
you may become overly sensitive on issues related to personal values at first and then become harshly critical of both
your own and others’ faults.

To bring back some balance, try the following:

• Take more breaks in your activities when you are using these less familiar parts of your personality—
Intuition and Thinking.

• Make an effort to find time to do something enjoyable that involves using your favorite processes—
Feeling and Sensing.
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MYERS-BRIGGS T YPE INDICATOR ® | STEP II ™ ISFP | 14

Using Your Type Effectively

ISFPs’ preference for Feeling and Sensing makes them mostly interested in

• Creating and maintaining harmony in their own and other people’s lives.

• Using the facts and experiences they have acquired.

They typically devote little energy to the less preferred parts of their personality, Thinking and Intuition. These parts may
remain inexperienced and be less available for use in situations where they might be helpful.

As an ISFP,

• If you rely too much on your Feeling, you may overlook the flaws, the pros and cons, and the logical implications of
your decisions.

• If you pay attention exclusively to your Sensing, you are likely to miss the big picture, other meanings of the
information, and new possibilities.

Your personality type is likely to develop in a natural way over your lifetime. As people get older, many become interested
in using the less familiar parts of their personality. When they are in midlife or older, ISFPs often find themselves devoting
more time to things that were not very appealing when they were younger. For example, they report greater pleasure in
activities that call for logical analysis and in considering new ways of doing things.

How the Facets Can Help You Be More Effective

Sometimes a particular situation calls for using a less preferred part of your personality. Your facet results can make it
easier for you to temporarily adopt a less natural approach. Begin by identifying which facets are relevant and which poles
are more appropriate to use.

• If you are out-of-preference on one or more of the relevant facets, make sure to focus on using approaches and
behaviors related to those out-of-preference facets.

• If you are in the midzone, decide which pole is more appropriate for the situation at hand and make sure you use
approaches and behaviors related to that pole.

• If you are in-preference, ask someone at the opposite facet pole for help in using that approach or read a description
of that pole to get clues for modifying your behavior. Once you have a good approach, resist shifting back into your
comfort zone.

Here are two examples of how to apply these suggestions.

• If you are in a situation where your natural way of taking in information (Sensing) may not be appropriate, try to
modify your Concrete approach (an in-preference result) by considering the meanings and implications of your
factual information (Abstract).

• If you are in a situation where you might need to adapt your way of getting things done (Perceiving), try using
your midzone approach on Scheduled–Spontaneous to ask yourself if this situation calls for maintaining a routine
(Scheduled) or whether staying open to the unexpected (Spontaneous) might lead to better results.
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MYERS-BRIGGS T YPE INDICATOR ® | STEP II ™ ISFP | 15

Integrating Step I™ and Step II™ Information

YOUR STEP II ™

INDIVIDUALIZED TYPE When you combine your Step I reported type and your Step II out-of-
preference facets, the result is your Step II individualized type, shown on
Gregarious the left.
Questioning
If, after reading all the information in this report, you don’t think you have
been accurately described, perhaps a different four-letter type or some
variation on the facets will fit you better.

To help you figure out your best-fit type,

• Focus on any type letters you thought were incorrect or any preference
pairs on which you had some out-of-preference or midzone facet results.

• Read the type description for the type you would be if the letter or letters
you question were the opposite preference.

• Consult your MBTI interpreter for suggestions.

• Observe yourself and ask others how they see you.

Using Type to Gain Understanding

Knowledge of type can enrich your life in several ways. It can help you

• Better understand yourself. Knowing your own type helps you understand
the assets and liabilities of your typical reactions.

• Understand others. Knowing about type helps you recognize that other
people may be different. It can enable you to see those differences as
useful and broadening, rather than annoying and restricting.

• Gain perspective. Seeing yourself and others in the context of type can
help you appreciate the legitimacy of other points of view. You can then
avoid getting stuck in believing your way is the only way. No perspective
is always right or always wrong.

Reading about type and observing yourself and others from the standpoint of
type will enrich your understanding of personality differences and encourage
constructive use of those differences.
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MYERS-BRIGGS T YPE INDICATOR ® | STEP II ™ ISFP | 16

Overview of Your Results

Your Four-Letter Type from the Step I™ Assessment

ISFPs tend to be quietly friendly, sensitive, kind, and loyal. Modest about their abilities, ISFPs shun disagreements and don’t
force their opinions or values on others. They are adaptable, flexible, and calm about getting things done. They enjoy the
present and make things pleasant for others.

YOUR RESULTS ON THE 20 FACETS FROM THE STEP II ™ ASSESSMENT

MIDZONE

Initiating • Receiving
Expressive • Contained
Gregarious • Intimate
Active • Reflective
Enthusiastic • Quiet

Concrete • Abstract
Realistic • Imaginative
Practical • Conceptual
Experiential • Theoretical
Traditional • Original

Logical • Empathetic
Reasonable • Compassionate
Questioning • Accommodating
Critical • Accepting
Tough • Tender

Systematic • Casual
Planful • Open-Ended
Early Starting • Pressure-Prompted
Scheduled • Spontaneous
Methodical • Emergent

5 4 3 2 1 0 1 2 3 4 5

YOUR STEP II ™ INDIVIDUALIZED TYPE

Gregarious, Questioning
ISFP

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 INTERPRETIVE REPORT ED EHRLICH
MYERS-BRIGGS T YPE INDICATOR ® | STEP II ™ ISFP

Interpreter’s Summary
PREFERENCE CLARITY FOR REPORTED TYPE: ISFP

Introversion: Slight (5) Sensing: Moderate (9) Feeling: Moderate (13) Perceiving: Moderate (8)

FACET SCORES AND THE AVERAGE RANGE OF SCORES FOR OTHER ISFPs

The bars on the graph below show the average range of scores that occurred for the ISFPs in the US national sample.
The bars show scores that are –1 to +1 standard deviation from the mean. The vertical line in each bar shows ISFPs’ mean
score. The bold numbers show the respondent’s scores.

EXTRAVERSION INTROVERSION
INITIATING 2 RECEIVING
EXPRESSIVE 1 CONTAINED
GREGARIOUS 3 INTIMATE
ACTIVE 1 REFLECTIVE
ENTHUSIASTIC 2 QUIET

SENSING INTUITION
CONCRETE 2 ABSTRACT
REALISTIC 1 IMAGINATIVE
PRACTICAL 2 CONCEPTUAL
EXPERIENTIAL 3 THEORETICAL
TRADITIONAL 4 ORIGINAL

THINKING FEELING
LOGICAL 2 EMPATHETIC
REASONABLE 2 COMPASSIONATE
QUESTIONING 2 ACCOMMODATING
CRITICAL 5 ACCEPTING
TOUGH 4 TENDER

JUDGING PERCEIVING
SYSTEMATIC 1 CASUAL
PLANFUL 4 OPEN-ENDED
EARLY STARTING 3 PRESSURE-PROMPTED
SCHEDULED 1 SPONTANEOUS
METHODICAL 2 EMERGENT

5 4 3 2 1 0 1 2 3 4 5

Polarity Index: 52
The polarity index, which ranges from 0 to 100, shows the consistency of a respondent’s facet scores within a profile. Most adults
score between 50 and 65, although higher indexes are common. An index that is below 45 means that the respondent has many
scores in or near the midzone. This may be due to mature situational use of the facet, answering the questions randomly, lack of
self-knowledge, or ambivalence about use of a facet. Some such profiles may be invalid.

Number of Omitted Responses: 0

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Myers-Briggs Type Indicator ® Step II ™ Interpretive Report Copyright 2001, 2003, 2015 by Peter B. Myers and Katharine D. Myers. All rights reserved. Myers-Briggs Type Indicator, Myers-Briggs, MBTI, Step I, Step II,
the MBTI logo, and The Myers-Briggs Company logo are trademarks or registered trademarks of The Myers & Briggs Foundation in the United States and other countries.