The Portrait of a Fieldmarshal (eNTj)
Copyrighted © 1996 Prometheus Nemesis Book Company.
Of the four aspects of strategic analysis and definition it is marshalling or situational organizing role that reaches the highest development in eNTjs. As this kind of role is practiced some contingency organizing is necessary, so that the second suit of the eNTj's intellect is devising contingency plans. Structural and functional engineering, though practiced in some degree in the course of organizational operations, tend to be not nearly as well developed and are soon outstripped by the rapidly growing skills in organizing. But it must be said that any kind of strategic exercize tends to bring added strength to engineering as well as organizing skills.
As the organizing capabilities the eNTjs increase so does their desire to let others know about whatever has come of their organizational efforts. So they tend to take up a directive role in their social exchanges. On the other hand they have less and less desire, if they ever had any, to inform others.
Hardly more than two percent of the total population, the eNTjs are bound to lead others, and from an early age they can be observed taking command of groups. In some cases, eNTjs simply find themselves in charge of groups, and are mystified as to how this happened. But the reason is that eNTjs have a strong natural urge to give structure and direction wherever they are-to harness people in the field and to direct them to achieve distant goals. They resemble SJtes in their tendency to establish plans for a task, enterprise, or organization, but eNTjs search more for policy and goals than for regulations and procedures.
They cannot not build organizations, and cannot not push to implement their goals. When in charge of an organization, whether in the military, business, education, or government, eNTjs more than any other type desire (and generally have the ability) to visualize where the organization is going, and they seem able to communicate that vision to others. Their organizational and coordinating skills tends to be highly developed, which means that they are likely to be good at systematizing, ordering priorities, generalizing, summarizing, at marshalling evidence, and at demonstrating their ideas. Their ability to organize, however, may be more highly developed than their ability to analyze, and the eNTj leader may need to turn to an eNTp or iNTp to provide this kind of input.
eNTjs will usually rise to positions of responsibility and enjoy being executives. They are tireless in their devotion to their jobs and can easily block out other areas of life for the sake of their work. Superb administrators in any field-medicine, law, business, education, government, the military-eNTjs organize their units into smooth-functioning systems, planning in advance, keeping both short-term and long-range objectives well in mind. For the eNTj, there must always be a goal-directed reason for doing anything, and people's feelings usually are not sufficient reason. They prefer decisions to be based on impersonal data, want to work from well thought-out plans, like to use engineered operations-and they expect others to follow suit. They are ever intent on reducing bureaucratic red tape, task redundancy, and aimless confusion in the workplace, and they are willing to dismiss employees who cannot get with the program and increase their efficiency. Although eNTjs are tolerant of established procedures, they can and will abandon any procedure when it can be shown to be ineffective in accomplishing its goal. eNTjs root out and reject ineffectiveness and inefficiency, and are impatient with repetition of error.
A full description of the Fieldmarshal and Rational is in Please Understand Me or Please Understand Me II