Issue 01
different kinds of leaders
The Innovative Leader Walt Disney Rational Inventor ENTP
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Keirsey
Letter from Keirsey Dear Friend, It’s hard to believe that this year has already started. It feels like time passes by so quickly. These days, I find myself taking note of how my time is being spent. And every year I do this, I find myself more determined to be completely focused. This year I’m going to invest myself in the things that matter most to me. I am committed to aligning my priorities to the vision I have for myself, and the vision that I have for the future. The questions we would like you to ponder as we start off the new year is, “What is the vision that keeps you moving? What makes the wheels turn for you?” When I take the time to reflect on my vision, it centers me. It brings me back to a place of peace and purpose. In this month’s issue of the Keirsey Magazine, we are going to be looking at a legendary Inventor. Together, we will unfold lessons we can learn from this leader. We will share the keys to his success, so that you can be inspired and empowered to live out your vision. We would like to explore how he turned his dreams into reality. Thank you for taking the time to share in this experience.
All the Best,
Lisa J. Choi Creative Director The Keirsey Group
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Table of Contentss Portrait of a Leader & Leadership Lessons
Walt Disney
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The Innovative Leader Rational Inventor ENTP
This leader was celebrated by millions as an innovative film producer, animator, director, voice actor, screenwriter, entrepreneur, and philanthropist.
Collection of Leaders
The Innovative Leader
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Innovative Leaders are never satisfied with how things are—they are always asking, “How can we make it better?”
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Life Journey
Walt Disney “I dream, I test my dreams against my beliefs, I dare to take risks, and I execute my vision to make those dreams come true. ” - Walt Disney
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What’s Coming
The Future of Keirsey II We believe that together we can change the world by helping people understand each other. The four key areas we offer are: Keirsey Assessments; Keirsey Workshops; Keirsey Coaching; and Keirsey Certifications.
Anatomy of an Innovative Leader
What’s Your Vision?
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Innovative Leaders are a rare breed. They see what others cannot see. When they communicate their visions to the world, the impact is significant. These leaders change the world by envisioning new ideas, and manifesting them in reality.
Artist Credits
German Gonzalez Ramirez
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Portraits of Walt Disney
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RATIONALS WANT TO
BE INNOVA BE INNO
ATIVE
OVATIVE
The Innovative Leader Rational Inventor ENTP Leadership Lessons In studying hundreds of leaders who are Rational Inventors (ENTP), we have found that the common theme that dominates their leadership style is that of innovation. The five lessons below summarize how these leaders behave. In the following pages, we will take a look at Walt Disney and uncover these leadership lessons from his own journey.
1. Innovative Leaders are focused on the quality of their products.
2. Innovative Leaders find solutions because of their persistence to see things through.
3. Innovative Leaders bridge the conceptual to the actual in a series of strategic results. 9
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4. Innovative Leaders are never satisfied with how things are—they are always asking, “How can we make it better?�
5. Innovative Leaders are natural collaborators, inviting the best and the brightest to the table.
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Portrait of a Leader
PORTRAIT OF A LEADER
WALT DISNEY The Innovative Leader
Rational Inventor ENTP By Edward J. Kim and David M. Keirsey
This leader was celebrated by millions as an innovative film producer, animator, director, voice actor, screenwriter, entrepreneur, and philanthropist. In 1966, the year before he died, it was estimated that 240 million people watched a movie by this leader. A weekly audience of 100 million watched his television shows, 80 million read books by him, 50 million listened to his records, 80 million purchased merchandise with his trademarks, 80 million saw an educational film by him, and nearly 7 million visited a theme park he created. During his lifetime, this Innovative Leader’s influence was unparalleled. At the time, he was known to more people in the world than any other human being. Children from all over the world have been touched by his innovations. Great leadership is often measured by a person’s influence during the course of their entire life. And this leader is an example of such leadership. This leader utilized his talent for innovation to express himself through 11
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his iconic inventions. If we fast forward half a century, to see the fruit of his labor long after his death, one could easily argue that this Innovative Leader’s legacy would catapult him to the status of being a leadership phenomenon. In the 21st century, the company he founded has become the largest media and entertainment corporation in the world. It is best-known for its motion pictures and theme parks worldwide, but his empire is far more expansive, with its hand in sports entertainment (owner of ESPN), news and television (owner of ABC), the hospitality industry (owner of cruise lines, restaurants, and resorts worldwide), and merchandising (his name extends to apparel, toys, home décor, books and magazines, to interactive games, foods and beverages, stationery, electronics and fine art). In 2014, the company he started hit an all-time high of generating revenues of 48.8 billion.
Portrait of a Leader
One might normally expect that in order to build such a dominating media corporation, that such a leader would have had to have been a charismatic wheeling and dealing enterprising entrepreneur, but one would be wrong. Walt Disney, was not a good businessman, in the traditional sense—in fact, he hated to deal with money matters altogether. He, rather, was a visionary, always looking to the future, and always executing on his ideas by inventing new ways of doing things, creating products of high quality and innovating in ways that had never been done before.
He inspired his employees to go beyond what they could initially think they could do, to do better, to innovate. He created a culture of collaboration where the goal was to imagineer an idea into reality. Innovation is an art form, and it begins with an Innovative Leader who develops others to also become Innovative Leaders. And this is what Walt did in his lifetime of leadership. Walt Disney’s life and vision has provided us with a design for what to do when creating, building, growing, or improving a corporation. Walt Disney was an Innovative Leader, and there are some valuable leadership lessons we can learn from him.
1. Innovative Leaders are focused on the quality of their products.
S
ome leaders operate on the “good enough” principle. They are far more concerned with being the first to get there, than to make sure that they present their absolute best when they arrive. When Walt introduced a product to the market, it was marked with excellence. For Disney, quality meant that many would be attracted, and that quality would spread quickly like a wildfire. No matter what it cost or what it took, Disney made it a habit to bet it all, to strive for the best. In his early years, he mortgaged everything he owned including his personal finances to pursue his entrepreneurial quests. He knew that quality had a price, and he was willing to pay for it. Disney once said, “When we consider a project, we really study it—not just the surface idea, but everything about it. And when we go into that new project, we believe in it all the way. We have confidence in our
ability to do it right. And we work hard to do the best possible job.” Disney believed that quality was what prevailed, he said, “I have blind faith in the policy that quality, tempered with good judgment and showmanship, will win against all odds.” An early example of his focus on quality is the story of creating one of the first cartoons with sound. Walt created “Steamboat Willie” (1928), when sound synchronization was not yet the norm. He worked with musicians, recording studios, and voice actors with the intent to produce the best quality picture he could possibly make. Unsparingly, he worked to the point of exhaustion. Dissatisfied, frustrated, out of money, Walt sent telegrams back to his brother, Roy, who was in charge of financing, about the failed attempts on the recordings. His Keirsey
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Portrait of a Leader
telegram stated, “Get as large a loan as possible.” A week later another wire stated, “Don’t think thirty five hundred enough. Try for more. Our future depends on first picture. Therefore, am not sparing expense to make it good.” He further implored, “Slap as big a mortgage on everything we got and let’s go after this thing in the right manner.” After numerous attempts and much money wasted, Walt finally cracked the problem which others in the industry had deemed as unsolvable. He reached his objective to synchronize sound
and motion picture. Rather than succumbing to compromise, Walt pushed through to create a smashing success in Steamboat Willie, which vaulted him into the limelight and enabled him to continue his building of Walt Disney Studios. Disney forever became associated with the best quality animation. His contemporaries found it very difficult to compete with him, for he set a new standard which was unmatchable. What drove this leader was his devotion to set a standard of excellence which had never been seen before.
2. Innovative Leaders find solutions because of their persistence to see things through.
T
he saying, “You got to know when to hold ‘em, know when to fold ‘em,” is counsel that is given and heeded by many leaders. Walt, however, would not be one of them. He was a leader who persistently saw things through. If he had the vision for it, there was no stopping him. Even against all odds, he would stay the course to reach his goal. Whatever Walt set his mind to, he pursued no matter how long it would take or how much it would cost. A colleague of Walt once remarked, “He cared enough to do something absolutely perfect and he would do it over and over again until he got it right.” Whether he needed to wait it out, or he needed to quickly shift gears and adapt to a situation, Walt found a way to step up to the plate
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and deliver no matter what the obstacle. In attempting to create Alice’s Wonderland, at one point he became bankrupt, and had to cease production. Instead of cutting his losses, and moving on, he worked from a makeshift cartoon studio out of his uncle’s garage, until he had just enough to get a deal with a distributor. When he was down on his luck, he figured out a way to stick it through until luck came back around. His “stay with it” attitude allowed him to take a film which was on the near brink of utter failure and turn it into a smashing success. When Walt was creating the full feature film, Snow White and the Seven Dwarfs. Disney originally estimated to his brother that it would cost $250,000 to complete this impossible project.
Portrait of a Leader
Snow White eventually cost over $1.5 million, an astronomical sum in those days. Roy Disney ended up having to beg, steal, and hock the company to its eyeballs each time Walt needed more money to “finish the feature.” Starting with roughly 200 hundred employees in 1934, Disney Studios grew physically topsy-turvy, adding 800 more employees, by the end of the project. Some might call it being reckless, while others would look at it as being determined. Due to the constant tinkering of Walt to improve the film, his animators worked day and night for over four years to satisfy the exacting Walt. The result
of his persistence was that Snow White and the Seven Dwarfs was a huge triumph. People’s perception of what could be done in animation was changed forever. With the money it brought in, Walt Disney Studios was established as the premiere entertainment studio, not equaled by any other.
3. Innovative Leaders bridge the conceptual to the actual in a series of strategic results.
M
ost leaders rarely experience a shortage of great ideas. The fact is that there are far more wonderful ideas than there are actual inventions which make a difference. The way that Walt differed from other leaders is that no ideas were ever just wishful thinking. When Walt said, “All our dreams can come true, if we have the courage to pursue them.” Many of us read that, and have warm feelings about how beautiful those words are. There is something romantic about the possibility of dreams. For Walt, the operative word in this statement is the word, “if”—“if” is operative because it kills the romance of the statement. When “if” is the operative word, it means that without “the courage to pursue,” that the opposite is true, that is, “None of our dreams can come true.” Reality
is that most dreams only remain as wonderful thoughts, for there are no costs associated with having a dream. To have courage, however, requires taking a risk, and to pursue a dream requires time, energy, hard work, money, and sacrifice. Walt believed that dreams were meant to be pursued and turned into reality. It is hard to pin down when Walt first thought of building Disneyland. In some sense, it has always been in his mind, from the earliest of days. Fifteen blocks from his childhood home was the Electric Park, where he frequently visited. All of his animations presented magical places where make-believe felt so real. The live steam railroad in his backyard influenced the frame for Disneyland. When he took his girls to
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Portrait of a Leader
Griffith Park where they would spend hours on the merry-go-around, Disney ranted that, “There’s nothing for the parents to do.” At one time, he had remarked to one of his friends, “One of these days I am going to build an amusement park—and it’s going to be clean.” From the time actual construction started, Disneyland opened exactly one year later. However, Disneyland was built as a concept in his mind for most of Walt’s life. It was to be the “Happiest Place on Earth”—it would be the mecca where all that Walt had ever dreamed and done would be realized. Disneyland became a major platform through which his enterprise expanded into all kinds of other businesses. Walt started out in a
niche arena of the entertainment industry as a cartoonist. By the end of his life, he laid the foundation for his enterprise to become the world’s largest media conglomerate, encompassing movies, television, and publishing. Disney’s reach extends even into merchandising—toys, clothing, candy, souvenirs, sporting goods, kitchenware, and just about every imaginable type of trinket display Disney’s characters. Walt’s reach expands into our everyday life, whether we are at home in front of the television, or we are a tourist on a family vacation. Walt’s aim was to entertain, and he has certainly achieved his objective through a series of result after result.
4. Innovative Leaders are never satisfied with how things are—they are always asking, “How can we make it better?”
I
t is often said, that leaders are all about, “Getting things done.” They have a high need for closure, and therefore seek completion. In the case of the Innovative Leader, it would be more accurate to say that they are about, “Getting things going.” The projects they work on are always in a perpetual state of never being final. There is always room for improvement. For Walt, this was not just the way he approached his job. It was his way of seeing the world. If there was a problem he faced at the office, he didn’t just leave it there. It came home with him, and it never shut off even during his sleeping hours. Walt often tossed and turned in bed because he would
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be trying to solve the problems from the day. It was not uncommon for him to awaken early in the morning and leap out of bed saying to his wife, “I think I just licked it!” The solution came to him while sleeping on it. Walt lived at his studios, even when he wasn’t physically there, his mind always was. Walt saw no specific boundaries between work and play. He didn’t have a separate compartment for work. His work was his hobby. His work was his great obsession, and this was what helped him to reinvent animation. The whole entertainment industry emulated his techniques and approaches because he was a pioneer. This was only possible because he
Portrait of a Leader
set the minimum standard as perfection. Under Walt’s leadership, nothing fell short of excellence. When Walt described their process and attitude toward their work, he said, “Every foot of rough animation was projected on the screen for analysis, and every foot was drawn and redrawn until we could say, ‘This is the best we can do.’ We had become perfectionists, and as nothing is ever perfect in this business, we were continually dissatisfied.” The commitment to continual improvement didn’t just occur with animation which could be more easily modified, it also occurred at Disneyland with more permanent fixtures which were not so easily modifiable. With each visit, he always sought to make it better, he
once said, “Whenever I go on a ride, I’m always thinking of what’s wrong with the thing and how it can be improved.” When creating Disneyland, Walt said, “Disneyland will never be completed. It will continue to grow as long as there is imagination left in the world.” Innovators don’t become obsolete because they are always ahead of the people. For Walt, the central question to his animators of Disney Studios in the 1930’s or 1940’s and his imagineers of WED Enterprises in the 1950’s or 1960’s was, “How can we make it better?” Walt sought to invent what the world had yet to experience. And this meant that innovation was a never ending pursuit. After all, the moment a leader ceases to innovate is the moment they set themselves on path to become obsolete. The world simply moves on without them.
5. Innovative Leaders are natural collaborators, inviting the best and the brightest to the table.
T
he most common way that teams are structured is that they are led by superstars. The leader is surrounded by their minions who are usually not as smart, talented, gifted, or charismatic as they are. The leader is perceived as the superior one, exalted on high. The team members are simply there to carry out orders. In this scenario, leaders are set apart from their team members, and designated with special status, and it is not uncommon for leaders to create distance from their team members in order to maintain this status. Walt was on the opposite end of the spectrum from this kind of thinking. In most cases, he
was not the most talented. In fact, when he saw those who were more talented than he, instead of feeling threatened, he was attracted. He would do everything in his power to recruit talent. Walt was collaborative by nature—surrounding himself with the most talented team he could possibly find. Walt knew his strengths and shortcomings very well. In some cases he learned the hard way through failure. After his first two failed attempts at running an enterprise, it was clear that he could not run the business. He was a creative genius, but he was uncoordinated when it came to the day to day logistics of running an operation. When the company went bankrupt, Walt relied on his brother, Roy Disney to handle all of the finances. Walt was a visionary, but he Keirsey
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Portrait of a Leader
was not a businessman. Roy, on the other hand, was extremely savvy when it came to financial affairs. It was only together that the Disney enterprises could be built. Walt collected and trained the best cartoonists in the country. At the depths of the Depression, even the most talented people decided that working for Disney at a smaller salary was better than getting higher pay at companies that didn’t care about the product. Disney had the reputation of being the best animation shop. They were one big happy family, always striving to produce quality work which they could be proud of. During the Depression, while others were scaling back, Walt recruited more animators, to
produce Snow White. At that time, he recruited most of the group which came to be known as, the Nine Old Men, who were considered to be the best of the best. They became leading animators through merit and hard work in the Disney Studios. They would work for Disney in the coming decades, and eventually shoulder all the responsibility for Disney Studios animation features. Their success became the cornerstone by which all animation would be defined and measured against. Walt’s strategy on talent was simple. Bring the best and the brightest to the table, find ways to help them get even better, and provide opportunities to create the best work.
“When you believe in a thing, believe in it all the way, implicitly and unquestionably.” Walt Disney Rational
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Collection of Leaders
The Innovative Leader
COLLECTION OF LEADERS Rational Inventor ENTP
Steve Jobs (1955 - 2001)
Sally Ride (born 1951)
Howard Hughes (1905 - 1976)
Arianna Huffington (born 1950)
Walt Disney (1901 - 1967)
Gertrude Elion (1918 - 1999)
Nikola Tesla (1856 - 1943)
Ruth Handler (1916 - 2002)
Thomas Edison (1847 - 1931)
Maria Montessori (1870 - 1952)
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Life Journey
The Innovative Leader “I dream, I test my dreams against my beliefs, I dare to take risks, and I execute my vision to make those dreams come true.” - Walt Disney
I. DISCOVERY: ARTISTIC / ENTREPRENEURIAL
II. ENTREPRENEURIAL ARTIST
1901
1920
A. Bucolic Life
A. 1st Company Failure
B. Childhood Entrepreneur
B. 2nd Company Failure
C. Exposure to Motion Picture
C. Disney Studios with
WALT DISNEY 1901 - 1967
D. Chicago Art Institute
Roy Disney
E. Rejected by Military
D. Alice Comedies
F. First Job Utilizing Art
E. Oswald the Lucky Rabbit
G. Self-Study of Animation
F. Mickey Mouse G. Sound Synchronization
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W Life Journey
Walt Disney
III. ANIMATION ENTERPRISE
IV. DISNEYLAND AND BEYOND
1937
1949
A. Snow White
A. Carolwood Pacific Railroad
B. New Disney Campus
B. Planning for Disneyland
C. Animation Films
C. Imagineers
D. New Film Genres
D. Opening of Disneyland
E. Producers of Family Entertainment F. Planning of Walt Disney World G. Death from Lung Cancer
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What’s Your
Visi
Learn howVisionaries see the world.
Visions are what change the world. Visionaries know this, and do whatever they can to turn their visions into reality.
ion?
Anatomy of an Innovative Leader
What’s Your Vision? The Anatomy of an Innovative Leader (ENTP) A closer look at the qualities of a successful Innovative Leader. Innovative Leaders are a rare breed. They see what others cannot see. When they communicate their visions to the world, the impact is significant. These leaders change the world by envisioning new ideas, and manifesting them in reality. What are Innovative Leaders like? Can you be one? This month we celebrate Innovative Leaders.
01.
INNOVATIVE LEADERs CREATE THE FUTURE Innovative Leaders reside in an “unbounded reality.” For these inquisitive forerunners, there is never a question that should not be asked—there is never an idea that is too farfetched. “Reality” for Innovative Leaders is not limited to what currently exists. They see reality as something for the making, and they predict the future by creating it, rather than waiting for it to happen. What drives them is usually a deep discontent with the limitations and flaws they see in the present.
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Innovative Leaders question the assumptions of all expressed ideas, and will not venture down a path to simply do what others have always done before. Hence, these leaders will wipe away the slate clean and start with their imagination for “what could be” rather than “what is.” They start with a blank sheet where all faulty assumptions of perceived limitations, rules, and parameters have been discarded—where they can have the freedom to allow their curiosity to run wild.
Anatomy of an Innovative Leader
“They see reality as something for the making, and they predict the future by creating it, rather than waiting for it to happen.”
02.
INNOVATIVE LEADERs NEVER STOP EXPLORING Innovative Leaders don’t have conventional steps, which must be adhered to—there are no rules, which need to be obeyed. The predictable path that most leaders take is to find something that their heart is drawn to, then map it out by using their head, and then build it with their hands in a step-by-step manner. For Innovative Leaders, they are not tied to such a linear progression. Instead of taking aim at the vision and following a sequence of steps, it is an obsession that they feel compelled to respond to—they let their undeniable visions pull them.
Whether by method or by madness, these leaders simply invent, to bring forth their creation. Innovative Leaders do not naturally live by creeds, but if they were to have one, it would be, “Never Stop Exploring.” Their curiosity always keeps them advancing further to explore the unknown and the yet to be created. Utilizing their ingenuity, they will never give up until they have brought forth what is only conceivable in ideality to what is perceivable in reality.
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Anatomy of an Innovative Leader
What’s Your Vision? The Anatomy of an Innovative Leader (ENTP) continued...
03.
INNOVATIVE LEADERs facilitate dialogue Innovative Leaders are fully aware that to be more than simply a creative individual contributor, that involving others is an absolute imperative. They realize that working alone inevitably turns oneself into the bottleneck for progress. They recognize that complexity is formed out of variability, and therefore, surround themselves with others who can “imagineer” together. As leaders, they may start the process, but more so than being the originator of all ideas, they are masters of facilitating the dialogue—to guide the discussion on a path toward reaching the objective.
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In the boardroom of a Innovative Leader, everyone plays on an equal playing field where the only objective is to come closer to reaching the goal. No idea is ever deemed as sacred because it came from a “special person.” Only ideas, which lead toward creation, are deemed as special. These leaders could care less whether the idea came from the most junior person in the room or the most seasoned veteran. Rank, title, accolades, people’s feelings, or egos have no relevance. These leaders care very little for who gets the credit and glory or who deserves the blame or ought to be chastened. What they care about is reaching the objective.
Anatomy of an Innovative Leader
“A vision that resides in the mind of the leader has no intrinsic power. The potential it has to make an impact occurs only when others join in, and this happens when Visionaries cast their vision in a clear and compelling way.”
04.
INNOVATIVE LEADERs embody the vision Innovative Leaders must communicate their vision wherever and whenever they can. There is never enough communication when it comes to conveying the vision. Visions need to be delivered through symbolism, analogies, metaphors, creative mottos, slogans, phrases, and creeds. It should be put into writing—by publishing a book, or by creating an internal manual. It should be codified on the building walls, t-shirts, and other paraphernalia. It needs to be conveyed through multimedia in its various forms. Ultimately, Innovative Leaders must be a living embodiment of the vision.
It is essential that Innovative Leaders ensure that everyone “gets it!” They must use every interaction as an opportunity to communicate the vision to others. Whether it be one-on-one, in small groups, or in larger forums, visions must be communicated if followers are to be enlisted. A vision that resides in the mind of the leader has no intrinsic power. The potential it has to make an impact occurs only when others join in, and this happens when Innovative Leaders cast their vision in a clear and compelling way.
© 2015 Keirsey. The articles, “Portrait of a Leader,” and “What’s Your Vision?” have been adapted from the Keirsey Leadership Study conducted by the Keirsey Group.
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ARTISANS WANT TO
BE AUDA
BE AUDAC
ACIOUS
CIOUS
Future of Keirsey
The Future of Keirsey II WHAT’S COMING? As we start the year together, the future for Keirsey is bright and clear. In our previous issue of the Keirsey magazine we provided you with an overview on some significant shifts that we are making for the future. The vision for this year is to introduce you to four key areas of service which have been refined, expanded, and redesigned to help you maximize your understanding of human behavior, development, and interaction. We believe that together we can change the world by helping people understand each other. The four key areas we offer are: Keirsey Assessments; Keirsey Workshops; Keirsey Coaching; and Keirsey Certifications. All four of our service areas are designed to work together as an integrated system. Taken together, they are collectively comprehensive, yet each of these as a standalone component is fully developed with excellence and the utmost precision. As the year unfolds, we will be introducing all of these areas through a redesigned website and user interface. As the vision of our future ideality turns into reality in the present, we want to thank you for the way you have shaped the vision; for it was from the years of engagement with you and feedback from you that has informed our direction. 29
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Future of Keirsey
All four of our service areas are designed to work together as an integrated system.
01 Assessments 02 Workshops 03 Coaching 04 Certifications
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KEIRSEY ASSESSMENTS
Keirsey Report
Joie Crafte Artisan Promoter ESTP
SOCIAL AWARENESS ARTISAN
SELF AWARENESS
al
r tu
Na
e
tiv Adap
ARTISAN
GUARDIAN
Adap
tive
Ad
IDEALIST
ap
tiv
e
RATIONAL
On a daily basis, more than 10,000 individuals take the Keirsey Assessment worldwide in more than 20 languages. Every year, we want to reach further and go deeper. We are currently redesigning our web platform to be even more userfriendly. The assessment will have wider accessibility across other mediums, such as mobile devices and tablets. We will be introducing a freshly designed assessment process, with enhanced content. Our aim is to provide more specificity and deeper insights which lead to greater understanding on human behavior, interaction, and development.
REDESIGNED TO BE MORE USER-FRIENDLY, SPECIFIC, AND INSIGHTFUL
KEIRSEY WORKSHOPS
KEYS FOR HIGH PERFORMANCE RESOLUTION
SERVICE
SYNERGY
STRATEGY
Our Keirsey Workshops have been utilized by a wide range of organizations. There is no industry which Keirsey has not touched. Over the past 20 years, we have invested a massive amount of our intellectual capital to study organIzations. In doing so, we were able to identify the key factors which empower them to truly thrive. The Keirsey Workshops are a series of solutions which are offered in conjunction with our assessments. They have the power to shift your organization to operate at its very best, like never before.
LEADERSHIP
CONNECTION
SOME ORGANIZATIONS SURVIVE WHILE OTHERS THRIVE. DO YOU HAVE THE FACTORS FOR HIGH PERFORMANCE?
KEIRSEY COACHING
TAKE ACTION COMMIT
+ ARTISAN
+ IDEALIST + GUARDIAN +
RATIONAL
We have had the privilege to work with and study more than 10,000 leaders over the past ten years. And our findings have lead us to create a coaching model that is transformational. Leaders we have worked with have repeatedly stated that Keirsey Coaching is unlike any other leadership development experience they have ever engaged in. Our model takes into account your entire life, providing you with the lenses to see your leadership journey in a way that you have never seen before. We provide you with the perspective to create the best for your life with the rest of your life.
EVOLVE
ALL LEADERS ARE DIFFERENT AND EVERY PATH IS UNIQUE
KEIRSEY CERTIFICATIONS
ARTISAN
grow best by stimulation
GUARDIAN
grow best by instruction
BE THE EXPERT GROW OTHERS IN THEIR LEADERSHIP
The Keirsey Certifications are held by world class professionals from just about every industry imaginable. This year, we will introduce you to a completely redesigned Temperament Certification program, along with three new certifications: Temperament Facilitator; Keirsey Leadership; and the Leader’s Journey. A significant shift we have made in our certifications is that we have moved away from standardized classes, and are now only offering customized learning experiences. We are determined to provide training that is immediately applicable in the short term, while it can also be utilized for a lifetime.
IDEALIST
grow best by mentoring
RATIONAL
grow best by analysis
IDEALISTS WANT TO
BE EMPAT
BE EMPA
THETIC
ATHETIC
“Action without vision is on without action is merely da action can change the world
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nly passing time, vision ay dreaming, but vision with d.� Nelson Mandela
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GUARDIANS WANT TO
BE RESP BE RESPEC
PECTED
CTED
Artist Credits
CHOI, LISA
Creative Director & Designer Artisan Promoter ESTP
LEE, STELLA
Graphic Designer Rational Mastermind INTJ
BONILLA, FRANCIS Graphic Design Associate Idealist Champion ENFP
GONZALEZ RAMIREZ, GERMAN Featured Cover Artist
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Photo Credits How to Draw Mickey Mouse. Digital image. Deviantart. Bigtoon, 1 Dec. 2012. Web. Jan. 2015. <http://bigtoon. deviantart.com/art/how-to-draw-Mickey-mouse-114276240> kristine. “Walt Disney sitting in front of backdrop filled with Disney creations, 1950” Flickr. N.p., n.d. Web 2 Jan. 2015 <https://www.flickr.com/photos/53035820@N02/8076329221/>. Simpson, Tom. “Walt Disney” Flickr. N.p., n.d. Web 2 Jan. 2015 <https:// www.flickr.com/photos/randar/436439178/>. Sunter, Craig. “Man with a camera !” Flickr. N.p., n.d. Web 30 Nov. 2014 <https://www.flickr.com/photos/16210667@N02/13698814615/>. Poyet, Louis. E Praxinoscope à Projection D’Émile Reynaud Pour La Nature. Digital image. LeCnam.fr. CNAM, 31 Dec. 1881. Web. Jan. 2015. <http://cnum.cnam.fr/CGI/fpage. cgi?4KY28.19/361/100/432/0/0>
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