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TYPE SIX: THE TROOPER

Click Here! Sixes need security and they look for that security in loyalty to someone or something outside themselves. They want boundaries within which to operate, rules to follow, an authority figure to whom they can give their allegiance. The rules or structure reduce uncertainty, as does loyalty. Because they are so dependent on the expectations of others, they live with a greater amount of anxiety than other types. Sixes are sensitive to the possibility of worst case outcomes and so tend to imagine the worst, without realizing that they have not paid equal attention to imagining the best.

Possible Origins. Sixes report that they were raised by authorities who were untrustworthy. Lack of trust commonly centered on punishment or humiliation by parents, particularly when the parents were unpredictable and erratic in how they dealt with the child. Sixes learned to hesitate, to check out danger signals, to figure out the authority's position, before they made a move themselves. The common theme is that of a child who felt unprotected, without a safe place to go.

Flawed Sixes are uncomfortable with acting independently. They prefer being told what to do; they are more comfortable as followers than as leaders, even when obedience is not in their own (or their group's) best interests. They expect obedience and loyalty not only from themselves but also from others in the group of which they are part. They are excessively cautious, especially in winning situations.

As managers, when faced with a tough decision, they slow down and let details slide drastically. They defer to authority and likewise expect their own subordinates to defer to them: "I had to do it, now you have to do it." Cold, aloof Sixes will be seen as slave drivers: others will be seen as paternalistic. They are not particularly trusting of other people's good intentions and are always searching for the hidden motive.

Well-adapted Sixes are those who have come to know and respect their own value. They have found a personal worth that comes from within rather than from some outside authority figure. They retain the appealing qualities that enable them to form close relationships and are now able to express deep feelings in these relationships. They bring with them a healthy version of their ability to take direction.

As managers they become independent-minded in relations upward, and more tolerant of independent thinking and action on the part of their subordinates. They learn to question the status quo and become more open-minded toward new ideas or toward values that differ from their own. They are highly productive and bring out similar behavior in their subordinates. They make excellent leaders in the loyal opposition position.

Occupations. Sixes can be tremendous assets in business because they are extremely hard workers and because they are loyal and dependable Sixes can perform well as executives because of their devotion to the organization and strong sense of responsibility, but they may do best if they operate within a framework As executives, they can make an excellent '2 person, even in the highest levels They may not, however, be effective as the top person Hierarchical environments with clearly defined lines of authority and clearly defined problem areas are attractive to Sixes.

Finding Oneself.

Sixes probably will agree with most of the following statements.
  1. It's easy for me to identify with underdog causes.
  2. Loyalty to a group is very important to me.
  3. I often look for hidden meaning in other people's behavior.
  4. I take a long time to make up my mind because I need to explore the options fully.
  5. Sometimes I get caught in "nonstop taking" talking and analysis replace acting.
  6. I like to be very sure where other people stand before acting.
  7. I often tend to operate out of a sense of duty and responsibility.
  8. I sometimes think that I run on a negative memory track.
  9. I prefer to have things scheduled rather than open-ended.
  10. It bothers me that I may outdo my parents.

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