The Activist + Career

Experimenting with new ideas and doing so with people equally as enthusiastic are what Activists seek. Wherever Activists fall in the organizational hierarchy, they expect these two qualities. Employers would do well to recognize Activists open-minded, creative and warm nature, as it can greatly influence and motivate other employees.

Subordinates

Activists’ ability to adapt and come up with creative solutions is sure to impress their superiors. With a keen listening ability, Activists interpret and understand others easily, which makes micromanaging their pet peeve. If managers don’t offer the freedom to finish a task as it was described, they’ll stress out their Activist subordinates.

While micromanaging is intolerable in Activists’ careers, progress check-ups are acceptable and even welcomed, as Activists may drift from one project to the next before they’ve fully completed the tasks of the first project. Newness is very attractive to Activists, but after that bright varnish has lost its shine, they’re ready to move onto the next bright and shiny thing. This tendency means superiors need to approach Activists subordinates laterally to guide their focus back to the matter at hand.

Colleagues

Activists are likely to assume that colleagues are more than just workmates, but rather friends. Activists invest time and energy into getting to know the people they work with and enjoy providing support when their colleagues are feeling down.

As a listener and mediator, getting ideas out onto the table is Activists specialty. It’s common for Activists to transition to leadership roles over the course of their careers, or be seen as leaders by their colleagues because of their popularity among the diversity of personality types and professional roles. Activists motivate teams to work together, using their effective communication skills to drive them toward a common goal.

Managers

These above-mentioned qualities also get exhibited in Activists who become managers. Activists who loathe hierarchy and prefer to manage their subordinates as if they were a colleague. As likable people, Activists rally teams like enthusiastic friends rather than superiors shouting from the corner office. This quality makes sense when considering Activists don’t believe in the system of punishment and reward, but rather the idea that people have intrinsic motivation to complete their tasks.

For those subordinates that need to be closely watched, Activists’ management style can be difficult. Even more difficult is when Activist managers need to punish their subordinates. Holding rewards over the heads of their subordinates isn’t something Activists like doing, but it will serve them well to learn during their managerial careers in which moments it’s necessary to use rewards, rather than using their communication skills to smooth things out.


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