Career Environments Overview

Career environments are ultra sensitive. They're major personal commitments and they involve big decisions. By the time anyone's in a position to make career decisions, those commitments are part of the mental environment. They're primary considerations, critical to career advancement. The career environment becomes very sensitive, and can create major issues.

It's now top level accepted management science that productivity is based on use of individual talent. Talent needs the right environment to be able to work effectively. Google, for example, has been working on getting the right fit of people and positions, and that's been working quite nicely, and very profitably. Google found that the old methods of employment and career paths just didn't work in the modern environment.

While employers have been reasonably quick to recognize the benefits of talent, the environmental aspect isn't quite as obvious. Levels of bureaucracy, excessive micromanagement, and unhealthy stressful business environments remain problems.

These situations impact on talent, almost always negatively. The only people that prosper are bureaucrats and micromanagers. These people have a role, where that level of detail is required, but if there's a clash with productivity, it's the wrong role.

Individuals don't just fit into any environment. Everyone's different, and adaptions are required. Sometimes those adaptations are asking too much of the individual.

Most of the four types have their preferred environments. The introverts prefer a good quiet place where they can get on with their work, do their research, and produce their ideas properly. Extroverts need a working social circuit to operate at all, and to be on top of their work, with few distractions. Introverted Extroverts are the most adaptable, but they won't work in places where their talents are neglected. Extroverted Introverts are the most complex, and often demanding, of the four, and their adaption process is equally complex.

Some work needs doing to make an environment operate productively. Clashes are time wasters, and so is stress. Performance suffers from having to jump through social hoops, and getting tangled in relationship issues which shouldn't be problems. More time and money is wasted by environmental situations which shouldn't happen than through any other reason.

Some people are simply not suited to some environments. Management needs to recognize good working teams, and repair those that aren't working. This is exactly the same thing as installing software, in many ways. Conflicts in operating processes are always likely to be problems.

With the four types, mixes of people are likely reasons for problems. They don't understand each other, and routinely don't see each other's priorities, or sensitivities. The fit needs to be good. Even a low level misfit of personalities and/or methods can create quite unnecessary situations.

The manager isn't hired to be a social worker, and there's a reasonable level of expectation that staff will at least try to fit together. However, realistically, some tuning of the engine is usually required, and the greater the degree of employee expertise, the more important the tuning process becomes. Experts can clash like few others. There's no such thing as a professional without an opinion, and those opinions are the heart and soul of their work.

The hard work is analysis, identifying the problem and the fix. Some people are a lot less than forthcoming about their personal issues, understandably enough, and a degree of diplomacy and tact will be required. In a clash situation, losing one person or another usually isn't the best option. Either way, you lose something. You may also lose the only person likely to advise against a one sided opinion, which can imbalance the decision making process seriously.

Most clashes can be prevented by some observation of the people. Everyone except the erratic Extroverted Introverts will be pretty straightforward. Personal character is a major asset in anyone's work, and their needs are clear to them, if not to anyone else. That's what needs to be fixed.

Management has a built in monitoring system, if it knows how to use it. There are Introverted Extroverts in all career environments. The IEs are the best managers and co workers for all the other types. They're reliable sources of information for managers, because they rarely have any axe to grind with the others, unless their own talents are being stymied. Even in that situation, they'll be honest about what's wrong, and they'll be happy to assist in any fix management can produce, as long as it works, and solves their problems.

The bottom line for management is productivity, so this isn't an academic exercise in any sense. The people with the talent are the ones making money for the organization, delivering product, making sales, establishing