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Do This Test If You Want To Find Out Your Powers

Do This Test If You Want To Find Out Your Powers

Our personality type influences everything we do. Some of us are logical thinkers, while others are creative. You may prefer the comfort of solitude, but you might also be at home in a crowd. There’s no single way to approach life, but until you understand yourself, you’ll encounter many difficulties. It’s tough to improve yourself, communicate, or find the best approach to a situation if you don’t know who you are.

Personality tests can help you work smarter instead of harder

When you know yourself, you can approach interpersonal relationships and work-related tasks in a way that best suits you. Taking a personality test can help you identify strengths and areas for improvement. The 16 Personalities Test is a great opportunity to learn more about yourself.

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    One of the best things about this test is that it’s rooted in a long-standing tradition of analyzing human behavior. Carl Jung’s scholarship on introversion and extroversion is a prominent building block for this test.

    In the 1940s, Katharine Briggs and Isabel Myers developed the Myers-Briggs Type Indicator Test.[1] This widely-used personality test uses the scholarly groundwork laid by Jung to identify 16 different personality types.

    The 16 Personalities Test incorporates elements of Jung’s personality theory with Myers-Briggs and the five factor model (The Big Five). The Big Five personality traits are extroversion, agreeableness, conscientiousness, neuroticism, and openness.[2]

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    Answer questions to find out what kind of person you are

    The 16 Personalities Test asks a series of questions that analyze a test taker’s Mind, Energy, Nature, Tactics and Identity. The test can help you understand how you respond to your environment, process emotions, and make choices. It also gives you an objective measure of how confident you are with your decisions and abilities.

    The test compiles all of your answers and percentages to determine not only your personality type, but also what roles and strategies you’re most likely to adopt. Your answers also help the test figure out what strategies you use to get things done.

    The results are shockingly accurate

    I took the 16 Personalities Test, and the results described me to a T. I’ve taken a few personality tests in the past, including Myers-Briggs and True Colors.[3] Each one revealed some aspect of my personality. I was amazed at how many new insights I was able to have considering that I have taken several personality tests.

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      My character is classified as “The Advocate,” my role is “The Diplomat,” and my strategy is “Constant Improvement.” Advocates with diplomatic tendencies tend to be idealists who strive to take concrete action to make the world a better place. Diplomats work to mitigate struggles with empathy. Constant improvers are perfectionists who strive to master bodies of knowledge.

      My perfectionism has led me to reach a high-level of success, but it also makes me sensitive about criticism. Constructive feedback is always welcome, but if I make a mistake or the criticism is particularly harsh, I tend to spend a lot of time and energy trying to correct the problem and keep everyone happy.

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      The 16 Personalities Test revealed that I am best suited for a job that offers me the opportunity to solve problems and lead. My personality type does not do well in a corporate setting, but I’m well-suited to run my own business in a field where I can help others. This explains so much about my leadership history and career path.

      Why this test is better than other personality tests?

      What I didn’t anticipate about this test was the way that it made me think about the people with whom I work. If you’re a leader or work with a team, encourage your employees and teammates take this test. It will help you understand their working style and competencies so that you can place them in roles in which they’re most likely to excel.

      The 16 Personalities Test takes less than 12 minutes, doesn’t require sign-up, and it’s free. When you complete the test, you’ll receive a comprehensive analysis about your personality. It does have a premium version that gives you a longer report and more information about ways that you can improve yourself based upon your unique personality. I’d recommend giving the free version a go, and if you like it, you can always upgrade.

      Take the 16 Personalities Test to learn something new about yourself.

      Reference

      More by this author

      Brian Lee

      Chief of Product Management at Lifehack

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      1 How to Delegate Work Effectively (Step-By-Step Guide) 2 How Continuous Improvement Can Enhance Your Personal Life 3 How to Use Deliberate Practice to Be Good at Almost Anything 4 How to Use the 5 Whys Method to Solve Problems Efficiently 5 10 Leadership Goals That Strong Leaders Set for Themselves

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      Last Updated on September 17, 2019

      How to Delegate Work Effectively (Step-By-Step Guide)

      How to Delegate Work Effectively (Step-By-Step Guide)

      All managers and leaders must master the art of delegation. Understanding how and when to allocate responsibility to others is essential in maintaining a high level of productivity, both on a personal and organizational level. Knowing how to delegate is also essential for an effective leadership.

      To learn how to delegate is to build a cohesive and effective team who can meet deadlines. Moreover, knowing when and how to delegate work will reduce your workload, thus improving your wellbeing at work and boosting your job satisfaction. Unfortunately, many leaders are unsure how to delegate properly or are hesitant to do so.

      In this guide, you will discover what delegation really entails, how it benefits your team, and how to delegate work effectively.

      The Importance of Delegation

      An effective leader knows how to delegate. When you delegate some of your work, you free up your time and achieve more on a daily basis. Effective delegation also promotes productivity within a team by drawing on the existing skill set of its members and allowing them to develop new knowledge and competencies along the way. The result is a more flexible team that can share roles when the need arises.[1]

      When you are willing to delegate, you are promoting an atmosphere of confidence and trust. Your actions send a clear signal: as a leader, you trust your subordinates to achieve desired outcomes. As a result, they will come to think of you as a likeable and efficient leader who respects their skills and needs.

      Delegation isn’t about barking orders and hoping that your staff falls in line. A manager’s job is to get the very best from those under their supervision and in doing so, maximizing productivity and profit.[2]

      Here’s an example of bad delegation:

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        Careful delegation helps to identify and capitalize on the unique strengths and weaknesses of the team members. Delegation also boosts employees’ engagement as it proves that the managers are interested in drawing on their talents.[3]

        The Fear of Delegating Tasks

        Delegation boosts productivity, but not all managers are willing or able to delegate.[4] Why? Here’re some common reasons:[5]

        • They may resent the idea that someone else may get the credit for a project.
        • They may be willing to delegate in principle but are afraid their team won’t be able to handle an increased degree of responsibility.
        • They may suspect that their staff is already overworked, and feel reluctant to increase their burden.
        • They may suspect that it’s simpler and quicker just to do a task themselves.
        • They dislike the idea of letting go of tasks they enjoy doing.
        • They fear that if they delegate responsibility, their own manager will conclude that they can’t handle their workload.

        Delegation vs Allocation

        Most people think that delegation and allocation are synonymous, but there is an important distinction to be made between the two.[6]

        When you allocate a task, you are merely instructing a subordinate to carry out a specific action. You tell them what to do, and they do it–it’s that simple. On the other hand, delegation involves transferring some of your own work to another person. They do not just receive a set of instructions. Rather, they are placed in a role that requires that they make decisions and are held accountable for outcomes.[7]

        How to Delegate Work Effectively (A Step-By-Step Guide)

        So what’s the best way to delegate work so you can fight the fear of delegation, build an efficient team and work faster? Here’s a step-by-step guide:

        1. Know When to Delegate

        By understanding how much control you need to maintain over a situation, you can determine the best strategy for empowering workers. There are 7 levels of delegation that offer workers different degrees of responsibility.

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        This brief video explains these levels and offers examples of when it’s appropriate to use each one:

        Delegation occurs along a spectrum. The lowest level of delegation happens when you tell other people what to do. It offers little opportunity for employees to try new approaches. The most empowering form of delegation occurs when you are able to give up most of your control over the project to the employee.

        Knowing how to delegate work helps you understand how to connect people with tasks that make the best use of their talents. When done properly, it ensures that you will get the best end-result.[8]

        When you’re deciding how to delegate work, ask the following questions:

        • Do you have to be in charge of this task, or can someone else pull it off?
        • Does this require your attention to be successful?
        • Will this work help an employee develop their skills?
        • Do you have time to teach someone how to do this job?
        • Do you expect tasks of this nature to recur in the future?

        2. Identify the Best Person for the Job

        You have to pass the torch to the right team member for delegation to work. Your goal is to create a situation in which you, your company, and the employee have a positive experience.

        Think about team members’ skills, willingness to learn, and their working styles and interests. They’ll be able to carry out the work more effectively if they’re capable, coachable, and interested. When possible, give an employee a chance to play to their strengths.

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        Inexperienced workers may need more guidance than seasoned veterans. If you don’t have the time to set the newer employee up for success, it’s not fair to delegate to them.

        You also have to consider how busy your employees are. The last thing you want to do is overwhelm someone by giving them too many responsibilities.

        3. Tell and Sell to Get the Member Buy-In

        After you’ve found the perfect person for the job, you still have to get them to take on the new responsibility. Let them know why you chose them for the job. [9] When you show others that you support their growth, it builds a culture of trust. Employees who see delegated tasks as opportunities are more likely to be invested in the outcome.

        When you’re working with newer employees, express your willingness to provide ongoing support and feedback. For seasoned employees, take their thoughts and experiences into account.

        4. Be Clear and Specific About the Work

        It’s critical to explain to employees why the project is necessary, what you expect of them, and when it’s due.[10] If they know what you expect, they’ll be more likely to deliver.

        By setting clear expectations, you help them plan how to carry out the task. Set up project milestones so that you can check progress without micromanaging. If your employee has trouble meeting a milestone, they still have time to course correct before the final product is due.

        This type of accountability is commonly used in universities. If students only know the due date and basic requirements for completing major research papers, they might put off the work until the eleventh hour. Many programs require students to meet with advisers weekly to get guidance, address structure, and work out kinks in their methods in advance of deadlines. These measures set students up to succeed while giving them the space to produce great work.

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        5. Support Your Employees

        To see the best possible outcomes of delegating, your subordinates need resources and support from you. Connect them with training and materials to develop skillsets they don’t already have.[11] It may take more time up front to make resources available, but you’ll save time by having the work done correctly. For recurring tasks, this training pays off repeatedly.

        Sometimes employees need a help to see what they’re doing well and how they can improve. Giving and receiving feedback is an essential part of delegation. This is also a good way to monitor the delegated tasks as a leader. While you can keep track of the progress of the tasks, you are not micro-managing the employees.

        Throughout the project, periodically ask your employees if they need support or clarification. Make it clear that you trust them to do the work, and you want to create a space for them to ask questions and offer feedback. This feedback will help you refine the way you delegate work.

        6. Show Your Appreciation

        During periodic check-ins, recognize any wins that you’ve seen on the project so far. Acknowledge that your employees are making progress toward the objective. The Progress Principle lays out how important it is to celebrate small wins to keep employees motivated.[12] Workers will be more effective and dedicated if they know that you notice their efforts.

        Recognizing employees when they do well helps them understand the quality of work you expect. It makes them more likely to want to work with you again on future projects.

        Bottom Line

        Now that you know exactly what delegation means and the techniques to delegate work efficiently, you are in a great position to streamline your tasks and drive productivity in your team.

        To delegate is to grant autonomy and authority to someone else, thus lightening your own workload and building a well-rounded, well-utilized team.

        Delegation might seem complicated or scary, but it gets much easier with time. Start small by delegating a couple of decisions to members of your team over the next week or two.

        More About Delegation

        Featured photo credit: Freepik via freepik.com

        Reference

        [1] BOS Staffing: 5 Benefits Of Delegation – Empower Your Team
        [2] Brian Tracy International: How to Delegate The Right Tasks To The Right People: Effective Management Skills For Leadership Success
        [3] MindTools: Successful Delegation: Using The Power Of Other People’s Help
        [4] Fast Company: The Three Most Common Fears About Delegation: Debunked
        [5] Leadership Skills Training: Delegation
        [6] Abhinav Jain: Delegation of work vs Allocation of work
        [7] Anthony Donovan: Management Training: Delegating Effectively
        [8] Management 3.0: Practice: Delegation Board
        [9] Focus: The Creativity and Productivity Blog: A Guide to Delegating Tasks Effectively
        [10] Inc.: 6 Ways to Delegate More Effectively
        [11] The Muse: The 10 Rules of Successful Delegation
        [12] Teresa Amabile and Steven Kramer: The Progress Principle

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