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Educating Leader

Rui Jiang August 27, 2020

Contents 3

How is the Keirsey Leadership Report Different?

How Did the Keirsey Leadership Report Come About?

What Will I Learn from the Keirsey Leadership Report?

An Overview on Temperament

The Profile of the Educating Leader

Leadership Lessons from Educating Leaders

The Development Path for Educating Leaders

How Can I Go Even Deeper to Develop as a Leader?

How to Influence Others

Keirsey Leadership Rui Jiang

August 27, 2020

How is Keirsey Leadership Report Different?

T he Keirsey Leadership Report is about the kind of leader you are. This report starts with a different set of assumptions than what is often written about

regarding leadership. We believe that it will be different from anything else you have ever read on leadership before. If you look at what most leadership experts say, you will find that most leadership books focus on the “essential qualities” that all leaders must have. And many authors will go so far as to even prescribe the same steps that all must take to develop these essential qualities. The research methodology undertaken by many of these authors was to interview/study many leaders, and then come up with an exhaustive list of the admirable qualities that they all have in common and call those characteristics “leadership essentials.”

While we do believe that this methodology reveals useful information, we believe that in many cases, the findings can be misleading when it comes to application for leadership selection or development. It perpetuates a concept we like to call the Superman Myth. Are there leaders who exhibit the “essential qualities” largely written about in leadership literature? Of course there are, but we posit that this can be a very narrow view of leaders and leadership. We believe that most of what has been written about regarding leadership describes a very specific type of leader.

In contrast, our belief is that there are other types of leaders who exhibit different qualities, many of which would not make the “essential qualities” list. The conclusion that many arrive at from reading leadership literature is that you can be a leader too, if you have these qualities or can develop them. Unfortunately, too many individuals walk away after reading these kinds of ideas, feeling as though they are not that way or never can be. Truth be told, in most cases the conclusions that readers walk away with are probably correct.

Keirsey Leadership Rui Jiang

August 27, 2020

T he Keirsey Leadership Report emerged from research which, to our knowledge, has not ever been done before. We took a set of more than five thousand leaders—from different

industries, eras, life stages, races, genders, political affiliations, and religious backgrounds—and studied them through the framework of temperament. We narrowed down the list to 160 different leaders representing the 16 personality types. We carefully selected 10 high-performance leaders for each personality type (5 male leaders and 5 female leaders), and we did a deep level analysis on each of them.

In conducting our research, we analyzed these high-performance leaders by: (i) reading everything we could about them (biographies, autobiographies, essays, articles, and websites); (ii) watching everything pertaining to them (documentaries, interviews, lectures, news-media, and presentations); and (iii) talking to them directly and/or obtaining first-hand information (informal and formal interviews with these leaders and with affiliated persons, archived information from internal sources, and visitations to the institutions/ memorials built for/by these leaders).

Our research in temperament type spans more than seven decades, and for each of these 160 leaders, they have been the subject of analysis for a period of 10 to 30 years. Our findings have turned into the creation of methodologies for leadership development which have been utilized by thousands of leaders worldwide.

How Did the Keirsey Leadership Report Come About?

Keirsey Leadership Rui Jiang

August 27, 2020

What Will I Learn From the Keirsey Leadership Report?

W e posit that there are fundamentally different kinds of leaders. There are f u n d a m e n t a l l y d i ff e re n t w a y s o f

leadership. This makes the “Superman” advice from leadership experts not particularly helpful. There are many kinds of behavior that are useful in leadership; however, the individual’s context matters, and not all principles of leadership are appropriate for each kind of leader. If you want to understand leadership development, then you must study leaders. Study their life journey to figure out what they did to develop, grow and mature. What activities did they engage in? What challenges did they overcome? What drove them? What factors lead to their effectiveness? What kind of impact did they make? This is what we did to develop the Keirsey Leadership Report.

What we found is that leaders come in all different shapes and sizes. Some start early, while others take much longer in their development. The development path is different for different leaders. So the question which most leadership authors pose, “Can you become a leader?” is not the relevant question to ask. These authors purporting that you can become a leader if you work hard enough to develop the “essential qualities” is very simplistic. Instead, the questions we ought to be asking are, “What kind of leader are you? What kind of leader can you be? How do you become that kind of leader?”

In this report, you will find four main sections beyond this introductory section. The first section, “The Profile of the Educating Leader” provides the key characteristics of the Educating Leader. This

portrait encompasses the observations we have made on the way an Educating Leader behaves. The second section, “Leadership Lessons from Educating Leaders” outlines the five areas of emphasis for Educating Leaders. When we examined the lives of the 10 Educating Leaders we chose for our study, we found that all of them lead in a certain manner. The third section, “The Development Path for Educating Leaders” provides the best advice we can offer on how to approach your leadership journey. The counsel we offer emerges from patterns we found not only in the 10 Educating Leaders we examined, but it also arises directly out of decades of coaching engagements with high-performance Educating Leaders. In the final section, “Going Even Deeper in My Leadership Development” we provide you the names of the 10 Educating Leaders we chose

to study. We encourage you to study some (or all) of them to gain a glimpse of what your leadership journey might look like in the years ahead.

The Keirsey Leadership Report will serve as an effective resource to transform your perspective on you. Our intent in creating this report is to provide you with a perspective on your life as a leader. We encourage you to look at the entirety of your leadership journey: your past, present, and future.

Our hope is that from the insight you gain about yourself, you will make choices which shape the path and trajectory of your leadership for the rest of your life. We believe that the world is impacted through leaders, and we firmly believe that your ability to lead will not only make a difference in your life, but it will impact everyone you lead. This is how you will make a difference in the world.

Keirsey Leadership Rui Jiang

August 27, 2020

Within the Keirsey Temperament Model, there are four temperament types; the Artisan, the Guardian, the Idealist, and the Rational. These four temperaments can be further divided into sixteen types of people, or personality types; 4 types of Artisans, 4 types of Guardians, 4 types of Idealists, and 4 types of Rationals. Understanding these temperament and personality types, as well as mastering your own, can be the key to achieving your goals in leadership.

Your Keirsey Assessment results indicate that your temperament is the Idealist, and your particular personality type is the Idealist Teacher (ENFJ). In studying leaders who are the same personality type as you, we found many prevalent themes which emerged repeatedly. The most central theme for the Idealist Teacher was their focus on educating. Therefore, as leaders, we call the Idealist Teachers, the Educating Leaders.

As you embark on your path to becoming a more effective leader, the place to start is to understand where you fit in the bigger picture of how leaders develop. If you want to grow as a leader, there are some general prin- ciples to follow and very specific steps you can take as well. Overall, our counsel for those seeking to develop in their leadership is to: (i) find something to lead; (ii) go where leadership is taught; (iii) surround yourself with other leaders; and (iv) read all that you can about leadership.

These four ways align up respectively with the four temperaments and the way they learn best. Artisans learn best by stimulation. Guardians learn best by instruction. Idealists learn best by mentoring. Rationals learn best by analysis. We suggest that you do not only learn one way through one path, but that you learn through all four paths. But, depending on your temperament, some paths may feel more natural and come easier to your than others.

An Overview on Temperament

PERSONALITY TYPE

Idealist Teacher (ENFJ)

LEADERSHIP TYPE

Educating Leader

Keirsey Leadership Rui Jiang

August 27, 2020

• Factual • Cautious • Respectable • Dependable • Law-Abiding • Concerned • Steady • Logistical

• Optimistic • Daring • Adaptable • Excited • Impulsive • Enticing • Playful • Tactical

• Imaginative • Romantic • Authentic • Intuitive • Relational • Kindhearted • Empathetic • Diplomatic

• Ingenious • Calm • Innovative • Logical • Curious • Independent • Pragmatic • Strategic

An Overview on Temperament

Keirsey Leadership Rui Jiang

August 27, 2020

An Overview on Temperament

Keirsey Leadership Rui Jiang

August 27, 2020

An Overview on Temperament

Keirsey Leadership Rui Jiang

August 27, 2020

The Educating Leader Idealist Teacher ENFJ

Keirsey Leadership Rui Jiang

August 27, 2020

Educating Leaders are extremely expressive, always finding ways to

enlighten all those around. They expect the very best of those they lead,

and their enthusiasm inspires action. These leaders have high hopes for

others, and they inspire in such a way that followers seek to live up to

expectations. Educating Leaders have very little doubt that people will

follow their implicit instructions. More often than not, people do, because

these leaders have extraordinary charisma. Perhaps the most outgoing

of all, these leaders do not hesitate to communicate their feelings. Their

negative feelings can be blurted out, and their positive feelings can be

voiced with dramatic display. Educating Leaders can sometimes become

spell-binding orators. These leaders easily take charge of almost any social

exchange. Their expressiveness is so contagious that they can raise the

level of excitement for any group they are involved in. They are not afraid

to express whatever is inside; and therefore, they find it easy to draw out

what others would rather choose to safely conceal. Educating Leaders can

be disarmingly directive, setting their listeners at ease to open up and

be vulnerable. They use empathy to connect and know how to express

themselves in a unique manner where their respondent feels understood.

E X P R E S S I V E

Keirsey Leadership Rui Jiang

August 27, 2020

Educating Leaders have well developed intuition, and so they are able to

understand people and engage situations with an empathetic approach.

These leaders have great depth of emotion which allows them to relate to

how people feel. Their intuitive nature enables them to feel comfortable in

even the most complex circumstances involving people. Educating Leaders

can navigate through challenging social situations in a winsome manner.

They are perceived by others to be insightful because of their ability to

engage people on these deeper emotional levels. When their intuition is

on, they have just the right words at just the right time for any occasion.

They draw from feelings which they have once felt deeply, and they

identify with a situation by projecting those feelings onto their external

world—this is the way their intuition works. These leaders can take their

communication for granted, for they believe that they are instinctively

understood and that their communications are naturally accepted. Just

as they themselves are accepting of others, so do they assume that others

are the same with them. When they find that their position or beliefs

were not comprehended or accepted, they are surprised, puzzled, and

sometimes even hurt. Their intuitive sense is so high for them that they

find it difficult to comprehend that others may not or will not experience

the depth of feelings they do.

I N T U I T I V E

Keirsey Leadership Rui Jiang

August 27, 2020

Educating Leaders are natural visionaries and dreamers, for they have

an extraordinary imagination. What occurs in their imagination is so

strong that their thoughts and feelings can often feel more real to them

than what they feel with their physical senses. Ideality is often preferred

over reality for them. Educating Leaders are wonderful facilitators of

group learning experiences because they can easily take ideals and give

manifestation to them in reality. In developing others, they are able

to call forth each learner’s potential because of their ability to idealize

who an individual can become. They prefer to live in future possibilities

rather than in present day reality, so they are primarily interested in a

person’s growth and development over what they can do today. These

leaders long for the ideal in all of their pursuits. This can be a tremendous

strength when their desire for the ideal leads to excellence. On the other

hand, it can be a hindrance when their longing for the ideal leaves them

shortchanged. Their yearning permeates especially into their relationships,

both personal and professional. These leaders dream of finding their

perfect partner or establishing the perfect team. Often, when they find

themselves in less than perfect relationships, they can become restless.

This can serve as motivation to improve their relationships or it can lead

to an incurable dissatisfaction.

I D E A L I S T I C

Keirsey Leadership Rui Jiang

August 27, 2020

Educating Leaders are natural teachers with the uncanny ability to

influence those around them without much effort. As youngsters, these

leaders may attract other children in their neighborhood who are ready

to listen to them and to follow them in play. These leaders can effortlessly

dream up almost endless activities for their groups to engage in, and the

stimulating roles for members to play. Educating Leaders are fueled by

the responsiveness of their students or followers. This can amount to an

inspiring brilliance which others find very difficult to emulate. The strength

of their leadership comes from their remarkable fluency with language,

especially when communicating face to face. They are influential in groups

and have no hesitation about speaking out, no matter how large or small

the group may be. Followers buy into these leaders as real persons, and

not just as figureheads who hold a position. They are valued for their

empathetic, benevolent, and authentic nature. Sincerity flows out of these

leaders because they are genuine on the inside with a pureness of heart.

Students enthusiastically sit at the feet of these leaders with hopes of

finding their identity and to gain wisdom from a sage. Educating Leaders

take aim at empowering people to live their best lives. They operate on

the assumption that when they are passing on what they have learned,

that they will make a difference in the world.

I N F L U E N C E

Keirsey Leadership Rui Jiang

August 27, 2020

Educating Leaders consider people their highest priority. They naturally

communicate care, concern, and a desire to become involved with others.

These leaders engage people with charm and warmth, and are usually

popular wherever they are. As a result, people often turn to them for

nurture and support. They show sincere interest in the problems of those

around them, whether they be employees, colleagues, students, family,

friends, or even strangers. If not careful, they can become over-involved in

these problems and over-extended emotionally. They can feel responsible

for the feelings of others to an extent which can become very tiring. When

they are unable to meet these needs, they may experience a high degree of

guilt. Educating Leaders have a highly developed ability to empathize by

introjection, that is, taking into themselves the characteristics, emotions,

and beliefs of others. This ability to relate interpersonally with empathy

can also pose a danger for them because they can easily over-identify

with others. They can pick up the burdens of others as if they were their

own, actually putting at risk their own identity. When it comes to insight

on personal and interpersonal matters, these leaders are incomparable.

Educating Leaders place a high value on mutual cooperation in their

closest relationships, and thus, make excellent team players.

I N T E R P E R S O N A L

Keirsey Leadership Rui Jiang

August 27, 2020

Educating Leaders make it a must to be absolutely reliable in honoring

their commitments. They arrange work and social engagements ahead of

time and do everything they can to follow through. These leaders make

it their personal responsibility to ensure that all of their relationships are

harmonious. They are deeply devoted to their followers by displaying

affection and nurture to those under their care. They are preoccupied

with morale and always keep a pulse on the momentum of the group.

Educating Leaders place a high value on integrity. They want to lead

authentically from their strong core values. These leaders prefer to

be structured and they expect everyone, including themselves, to be

cooperative by honoring agreements. They approach wayward detractors

with diplomacy by seeking to understand and by imparting their wisdom

to them through influence. Educating Leaders live by their convictions and

will not compromise what they believe. Their philosophy on life emerges

from their desire to live their best lives. These leaders strive to live out

their calling and will do everything they can to live an honorable life.

They seek what is noble and just, and they are dedicated to teaching the

principles they live by to as many people as they can. They want to make

a difference in the way people live. Educating Leaders desire to be an

influence for good, so that they can feel proud of how they lived.

P R I N C I P L E D

Keirsey Leadership Rui Jiang

August 27, 2020

Leadership Lessons from Educating Leaders When we examined 10 Educating Leaders, we found five distinctive areas of focus which rang true for each of them. We can say that these are the key lessons you could learn from them about leadership. And if you give some attention to these areas, you are likely to find that it is natural for you to be this way and to do these things rather successfully. What was intriguing about our study was that irrespective of differences in industry, era, life stage, race, gender, political affiliation, or religious background, we found that all Educating Leaders focused on these areas:

Educating Leaders learn to create the inspirational moment.

Educating Leaders teach lessons on subjects that others don’t ever think to teach.

Educating Leaders always seek to learn and grow themselves.

Educating Leaders learn to listen attentively to their audience.

10 Educating Leaders

Educating Leaders integrate what they teach with their purpose in life.

Maria Shriver

Oprah Winfrey

Maya Angelou

Margaret Mead

Jane Addams

Desmond Tutu

Mikhail Gorbachev Pope

John Paul II

John Wooden

Leo Tolstoy

1 2

Keirsey Leadership Rui Jiang

August 27, 2020

The Development Path for Educating Leaders How Educating Leaders Grow

The Educating Leader leads by facilitating learning outcomes for their followers. They find their calling and integrate it to their journey. On the following pages are the steps they take in their development to becoming a more effective leader.

Keirsey Leadership Rui Jiang

August 27, 2020

1 RELY ON YOUR INTUITION AND PASSIONS TO GUIDE YOU IN DISCOVERING YOUR CALLING

At the root of an Educating Leader’s

character resides their intuition and passion.

All of life’s desires and decisions stem from this

root. While others may look outward, upward,

or seek knowledge from books or know-how

through practice, these leaders do best when

they engage their passions and listen to their

intuition. The pursuit of their calling is like a

journey where discovery takes place as they

walk through life. They tap into their intuitions

primarily through their feelings, and they

connect with their passions through the heart.

This is a natural pathway for the Educating

Leader and can be relied upon like a faithful

friend.

At first, these connections to their

feelings and the heart are useful for making

daily decisions. But, ultimately, when they are

in touch with their intuitions and it becomes a

regular part of the way they approach life, it

allows them to discover their calling. It is here

that their calling is heard as a voice speaking

to them. We are not referring to an audible

voice, but rather, a gentle whisper received as

a strong impression that is unmistakable. It is

experienced as a feeling of destiny and a strong

sense of just knowing what is true at the center

of their being. It is advisable for these leaders

to verify their impressions with others who can

give sound advice through reason in order to

make the best possible choices. Callings in life

can be varied. They can range in size and scope

and can be seasonal or life-long. For Educating

Leaders, finding their ultimate calling is a never-

ending pursuit. The best advice we can give for

these leaders is that they pursue callings which

give them a sense of destiny and purpose that

transcends their own identity. These leaders

are extremely talented and can succeed in any

number of pursuits. Therefore, it is advisable

that they make their decisions wisely by

pursuing that which will matter most for them.

In following lesser pursuits, they can miss out on

what otherwise could be their most important

legacy. When an Educating Leader gets to live

out their calling, it is the greatest triumph of

their lives. Therefore, doing everything they can

to discover it is imperative.

“When an Educating Leader gets

to live out their calling, it is the

greatest triumph of their lives.

Therefore, doing everything

they can to discover it is

imperative.”

Keirsey Leadership Rui Jiang

August 27, 2020

2 LEARN FROM OTHERS WHO HAVE TAKEN A SIMILAR JOURNEY AS THE ONE YOU ARE ON

In life, there are always those who go be-

fore us. There are those who have taken similar

paths to the ones we are set to embark upon.

They say that it is wise to learn from your ex-

periences, but it is even wiser to learn from the

experiences of others. Educating Leaders do best

when they can find and learn from other leaders

who have gone before them. If at all possible,

we would suggest to these leaders that they

develop a personal relationship with those who

have taken a similar journey. When they can

build such a relationship, they gain exposure to

new learning environments.

What we would recommend is that a

mentoring relationship be formed. Through

mentoring, an Educating Leader can develop a

stronger sense of destiny for their calling. Tak-

ing heed of this recommendation is no chore

since Educating Leaders thoroughly enjoy being

mentored and mentoring others. The bond and

connection in mentorship causes these leaders

to thrive. Growth and development occurs or-

ganically for them in mentorship because of the

inspiration they find from being in fellowship.

When these leaders participate in someone

else’s calling that is similar, this will help them

feel more closely connected to their own. Their

calling becomes clearer and it keeps them on

track for success.

Educating Leaders can also learn by par-

ticipating in learning communities where peer

mentoring takes place in groups. They can learn

from everybody, for everybody has something to

teach by just being themselves. We would advise

these leaders to share any wisdom they acquire

wherever possible. By doing so, it keeps what

they have learned at the forefront of their con-

sciousness. They can pass on wisdom by taking

on the role of a teacher or a sponsor. In teach-

ing, they can pass along insights by articulating

what they have learned to someone else. By

sponsoring, we are suggesting that these lead-

ers facilitate opportunities for others to learn

directly from the same sources they access. This

requires a simple introduction to those who

have mentored them. With continuous network-

ing, the conversation is elevated to another level

and is kept vibrant.

“Through mentoring, an

Educating Leader can develop

a stronger sense of destiny for

their calling.”

“The bond and connection

in mentorship causes these

leaders to thrive. Growth and

development occurs organically

for them in mentorship because

of the inspiration they find from

being in fellowship.”

Keirsey Leadership Rui Jiang

August 27, 2020

3 FIND OPPORTUNITIES WHICH ALLOW YOU TO LIVE OUT A PART OF YOUR CALLING ON A DAY TO DAY BASIS

When an Educating Leader connects to

their calling at the deepest levels, it is difficult

to not want all of it at once. They want to

experience their full destiny immediately.

This is due to their vivid imagination. When

an Educating Leader has already dreamed or

visualized their destiny, taking small steps in

that direction feels too slow. When it comes

to finding opportunities, our suggestion to

these leaders would be that they start by simply

moving toward the vision. The first steps might

not be huge leaps and bounds, but it almost

never is. Educating Leaders need to understand

that taking small steps day after day is what

builds a strong foundation for the long haul.

Turning ideality into reality occurs when

a leader has the opportunity to live out a

part of their calling on a day to day basis. The

cumulative effect of all the parts eventually

reaches a tipping point, where it suddenly

dawns on the leader that they are indeed living

out their calling. Pursuing one’s calling is not for

the faint of heart; it means facing real problems,

challenges, and obstacles. Often great sacrifice

and even suffering is a part of the calling.

Romantic notions of living a blissful calling

only occurs in ideality and not reality. Seasoned

leaders understand that pursuing one’s calling

can often times be a grueling journey, wrought

with danger and darkness. They understand

that a price has to be paid; and the greater the

calling, the steeper the cost.

Educating Leaders do best when they

are fueled by a group that believes in them.

Opportunities combined with a supporting cast

of advocates provide much needed courage at

critical points in the journey. We suggest that

Educating Leaders find organizations where

they can plug in and be themselves. When these

leaders feel the momentum and positive energy

that comes from feeling supported, their spirits

are elevated to the max. Their full potential is

unleashed and new discoveries are made. The

power of belief allows a leader to move from

gray clouds hanging over their heads to being

on cloud nine where the sun shines brightly.

Educating Leaders soar above with others when

they fly together in groups.

“Turning ideality into reality

occurs when a leader has the

opportunity to live out a part

of their calling on a day to day

basis.”

“Pursuing one’s calling is

not for the faint of heart; it

means facing real problems,

challenges, and obstacles.

Often great sacrifice and even

suffering is a part of the calling.”

Keirsey Leadership Rui Jiang

August 27, 2020

4 INTERPRET THE LESSONS OF YOUR JOURNEY TO ALLOW YOUR PHILOSOPHY TO EMERGE

Some leaders journey through life living

in the moment. Carpe diem! A moment is seized,

and once it passes, it is forgotten. The moment

itself is what matters to these leaders, all else

has no lasting significance. Educating Leaders

are a different breed, however. They are on a

quest to find their identity, and therefore, they

are always seeking to interpret each moment.

They want to understand the journey they are

on. As a result, these reflective leaders learn

invaluable lessons which can be interpreted. By

taking the time to reflect and be contemplative,

these leaders gain deeper insights which can be

passed on to others.

As these leaders journey reflectively, they

pass various thresholds throughout their walk,

and certain themes and patterns continue to

repeat themselves. These are the hints of core

lessons which should be paid careful attention

to because this is where the leader’s philosophy

emerges. A philosophy is one’s perspective or

approach to life. An Educating Leader passes

on a part of themselves through their philos-

ophy. This usually comes through mentoring,

teaching, or writing. Whichever way it occurs,

what matters for the Educating Leader is that a

difference is made in the lives of their followers.

Their philosophy becomes their teachable

point of view. The more opportunities these

leaders seize to educate others, the clearer they

become about their own identity and their phi-

losophy. It is as though the more they reflect and

talk, the more they educate themselves. Their

audiences become their sounding board to learn

and experience life in deeper ways. The process

of teaching and learning is a part of living out

the calling that they are destined for. This is

what they need to do to in order to live out their

calling. Engaging life in this manner allows them

to become all that they were meant to be, and

it helps them to understand their own unique

place in the world.

“By taking the time to reflect and be

contemplative, these leaders gain

deeper insights which can be passed

on to others.”

“Their philosophy becomes their

teachable point of view. The more

opportunities these leaders seize

to educate others, the clearer they

become about their own identity and

their philosophy. It is as though the

more they reflect and talk, the more

they educate themselves.”

Keirsey Leadership Rui Jiang

August 27, 2020

5 INVITE OTHERS TO JOIN YOU IN YOUR JOURNEY While there are those who prefer to

journey alone or with a few, Educating Leaders

seek for meaningful relationships with many

people. The more the merrier is a statement

which would apply to these leaders. And yet, the

quality of those relationships is not something

they will ever compromise. Traveling together

is not about leading a crowd, it is about moving

in oneness with fellow sojourners who are one

in spirit and share a common vision. Educating

Leaders believe in the power of having a

collective purpose.

While other leaders find strength in

leveraging masses, these leaders believe in

changing the world from the inside out.

Educating Leaders believe that when love is

shared internally within community, it overflows,

making a difference in the world. Their desire is

to infect followers with a contagious love. At this

stage, it is imperative that Educating Leaders are

clear on their philosophy. When these leaders

are unclear on their teachable point of view,

their magnetic personality can attract many fans

but not true followers. Having clarity ensures

that their natural charisma will draw people to

an authentic expression of their vision.

When these leaders extend an invitation,

they are inviting someone to be a part of the

family. The journey is less about hitting a target

or achieving a strategic result. A meaningful

journey where everyone feels connected is the

goal. When being led by an Educating Leader,

every team member matters. Each person has a

distinctive contribution to offer. It is as though

the team is a body with many parts, and each

body part is connected with every other part.

When one part is injured, the whole body is

injured. When one part is missing, the body

does not feel whole. When every part moves

according to its design, then the body can reach

its full potential. In becoming this community,

Educating Leaders feel that anything is possible.

“Having clarity ensures that

their natural charisma will

draw people to an authentic

expression of their vision.”

“Traveling together is not about

leading a crowd, it is about

moving in oneness with fellow

sojourners who are one in spirit

and share a common vision.

Educating Leaders believe in

the power of having a collective

purpose.”

Keirsey Leadership Rui Jiang

August 27, 2020

6 TEACH WHAT YOU’RE LEARNING TO THE WORLD

The evolution of the world occurs through learning. At its most basic form, peo- ple develop only when they are taught and learning occurs. In order to evolve to the next level, the student must learn something they have not known before—where learning is ab- sent, development is impossible. For this rea- son, these leaders are vital to the evolution of society. Educating Leaders have the calling to be constantly teaching what they have learned. They play an important role in the world— to inspire, challenge, and stimulate others to learn. This is how they make their difference in the world. What this means is that Educating Leaders must make it an absolute non-nego- tiable to always be engaged in learning on a daily basis. When they stop making learning their highest priority, they will quickly become obsolete with nothing fresh to offer the world through their leadership.

As they teach, a blind spot to be aware of for these leaders is the desire to be interest- ing to others over being interested in learning something new. This stems from the insecuri- ty about how they will be received by others. When an Educating Leader can find their voice, that is, their style by which they can commu- nicate their insights, they can start to focus more on what they will teach and why they are teaching it, rather than on how they will do it. By discovering their teaching style, they can concentrate on content over method. When an Educating Leader has something insightful to teach, but they are unable to teach it, an in- sight which could otherwise make a significant impact remains dormant.

Educating Leaders are lifelong learners who are on a never ending quest to learn how to be all that they can be and reach their fullest potential. When they are teaching others what they have learned, it is the process by which they reinforce their experiences. In effect,

these leaders learn best as teachers rather than as students. As a teacher, they need to know whatever they are teaching at a much deeper level than they would as a student. This is when they are forced to be the expert; and expertise requires mastery. When an Educating Leader plays the role of the sage, they are required to be at the top of their game, and this is when they pass on their best.

“When an Educating Leader

can find their voice, that is,

their style by which they can

communicate their insights,

they can start to focus more on

what they will teach and why

they are teaching it, rather than

on how they will do it.”

“When they are teaching others

what they have learned, it is

the process by which they

reinforce their experiences.

In effect, these leaders learn

best as teachers rather than as

students.”

Keirsey Leadership Rui Jiang

August 27, 2020

How Can I Go Even Deeper to Develop as a Leader?

If you really want to understand leadership, a great place to start is to get your hands on some “leadership” books. From there, we suggest that you read books on “leaders,” watch “leaders,” and talk to “leaders.” It is helpful to try and understand leadership theories, concepts, models, laws, ideas, or essentials, but it is more advantageous to seek to understand the life journeys that real leaders have taken; and, most importantly, to learn from those journeys. Particularly, we recommend that you learn from the journeys of leaders who are similar persons as you.

If you want to understand leadership, we think that you must study leaders by observing them very closely. The 10 leaders listed below are all different Educating Leaders. We encourage you to go deeper in understanding yourself by studying these leaders. Do what we did when we conducted our research. Read, Watch, and Talk. By studying them, it will be like stepping into someone else’s shoes, yet those shoes will feel like they fit your feet fairly well. It will be very much like you are studying yourself.

Maria Shriver Desmond Tutu

Oprah Winfrey Mikhail Gorbachev

Maya Angelou Pope John Paul II

Margaret Mead John Wooden

Jane Addams Leo Tolstoy

ME Educating Leader

Keirsey Leadership Rui Jiang

August 27, 2020

A Collection of Educating Leaders

Keirsey Leadership Rui Jiang

August 27, 2020

How Different Temperaments

Influence Others

How Different Temperaments

Like to Be Led

Keirsey Leadership Rui Jiang

August 27, 2020

How to Influence Others In leadership, we are always seeking to influence others. A sales executive seeks to influence a customer, a CEO seeks to influence a company, a coach seeks to influence players, a parent seeks to influence their child, a boss seeks to influence direct reports, a professor seeks to influence students—and the scenarios can go on and on. When it comes to influencing others, there are those who are successful and those who are not. The question is, “How do you effectively influence others?” There are many ways suggested on how to lead successfully. Our perspective is simple. In any leadership situation, there is a leader and there is a follower. Irrespective of your leadership role, your temperament has a natural way of influencing others and a natural way of responding to influence. When there is a match between a leader’s approach and the way a follower responds, there is impact.

To successfully influence others, you must first examine your core way of influencing others—self-awareness. Secondly, depending on an individual’s temperament, you must understand the way others like to be led— social-awareness. When you can understand yourself and the differences of other temperaments, you have a better shot at taking the third step, that is, to adapt for a situation so that you can have the kind of influence you need. In this report, we look at the way that each temperament naturally influences others, and the way each temperament likes to be led. When you can understand these two important pillars, you are on the path to become a more effective and influential leader.

SELF-AWARENESS

LEADER

INFLUENCE STRATEGY SOCIAL-AWARENESS

FOLLOWER

What is their temperament?IDEALIST

Keirsey Leadership Rui Jiang

August 27, 2020

Influence Strategies

Ada ptiv

Adapt ive

Adaptive

Guardian

SOCIAL AWARENESS

Natural

Idealist

Core: We use our core behaviors most nat- urally without needing to think or adapt. When seeking to influence others it is im- portant to be aware of your core approach to influencing others.

Developed: We can develop awareness of other styles outside of our core and use those styles to influence others. If we are mindful of who we are dealing with and learn to adapt, we have a better chance of influencing our audience.

Keirsey Leadership Rui Jiang

August 27, 2020

How Idealists Influence Others

Guardian Idealist

RationalArtisan

As leaders, Guardians are always prepared to be of service. They influence others by making sure that all the logistical steps are prepared for pre- cise execution. They are able to follow-through diligently because they are highly methodical and details never go unnoticed. They serve people with thorough explanations, sticking to the pro- tocol, and by going with the tried and true. Guard- ians see leadership as a responsibility, where gov- erning with fairness is characterized by honor and respect. Leading is a straightforward experience, it is the ability to take followers through a step- by-step process. Guardians like to be reliable in all of their deeds. They supply facts and figures to create a convincing proposition for their follow- ers. Guardians facilitate a formal, informative ex- perience as they invite others to belong.

As leaders, Artisans are always scanning for op- portunities to seize. They influence others by tac- tically maneuvering in the moment to reach the result. They are able to make adjustments on the fly to win others over because they are extremely attentive to both the verbal and non-verbal cues of others. They entice people by taking their best angle of approach. Artisans see leadership as an art, where playful gamesmanship is utilized to create the experience. Leading is not necessarily personal, it is about taking on challenges, sizing up opportunities, and hitting targets to make an impact. Artisans like to be creative in all of their pursuits. They use their charisma, charm, and hu- mor to engage their followers. Artisans facilitate a smooth, pleasurable experience for those they seek to persuade.

As leaders, Idealists are always seeking to es- tablish an authentic connection. They influence others by diplomatically reaching out to build a meaningful relationship. They are able to con- nect genuinely because they are empathetic and sincerely care about others feelings. They move people by expressing sincere belief in their vision and cause. Idealists see leadership as possibili- ties, where inspiring stories are utilized to create heartfelt experiences. Leading is very personal, and not just about sizing up talent; it is the abil- ity to create an emotional bond to begin deeper conversations. Idealists like to be unique in all of their endeavors. They use their personal warmth, enthusiasm, and likability to engage their follow- ers. Idealists facilitate a soulful exchange, where they connect who they are to their believers.

As leaders, Rationals are always seeking to understand the big picture. They influence others by explaining strategies to turn a vision into reality. They are able to provide relevant insights because their aim is to empower followers to make the best possible decisions. They engage people by presenting strong, convincing appeals. Rationals see leadership as a strategic exercise, to win the follower over for the long haul. Leading is highly utilitarian and pragmatic, where people are aligned to a vision and strategy which makes sense. Rationals like to be innovative in all of their initiatives. They use logic, reason, and compelling, arguments to involve their followers. Rationals facilitate a sophisticated experience, where they seek to add relevant value to their prospective beneficiaries.

Keirsey Leadership Rui Jiang

August 27, 2020

How Idealists Like to Be Led

Guardian Idealist

RationalArtisan

I will follow a leader who works hard, is honest, and provides leadership that adds great value. I am very detailed and want to follow someone who is thorough; a leader who doesn’t skip steps, cuts corners, or takes shortcuts. I prefer to stick to business before engaging in fun and games. I want to be treated fairly and with respect. I expect leaders to be straightforward, to honor sched- ules, to set the example, and uphold standards. I want my leader to be precise in showing me what needs to get done from beginning to end. I want my roles and duties to be crystal clear so that I can execute faithfully. I want to be correctly rec- ognized for my hard work. I don’t need things to be fancy. I want to know the facts and figures. I prefer substance over style any day.

I will follow a leader who opens up opportunities for me. I learn very quickly and often figure things out on my own even before they are taught to me. So, in many cases, I know that I can be smart- er, faster, and better than others, including my manager. I want to be led by someone who will challenge me and be competitive. It irritates me to follow someone weak or inferior. I can spot in- security very easily through body language. If a leader’s actions aren’t in line with where I am go- ing, I have no reason to stick around. I want to be able to touch, see, hear, taste, and smell the vic- tory right away. I need the experience to be stim- ulating and exciting. Leading is nothing personal, it’s about making an impact that matters to me.

I will follow a leader who believes in me and wants to see me grow to my fullest potential. I want to feel an authentic connection with my leader and with anything that I am a part of, because I want to invest all of me. I need to believe in the leader and the vision in order to fully engage. Who I follow is just as important as what the cause is about. I want the journey to be significant and to have meaning. I want the leader to really see me, not just the opportunities to conquer. I thrive when there is relational harmony around me. I need to feel inspired from within to follow wholeheartedly. I buy in when my heart feels warmed. Leadership is very personal. I want to give my life to something which matters to me and is a reflection of who I am.

I will follow a leader who knows what we are doing, where we are going, and why we are going there. I need a rationale and a clear purpose. I need a vision that is big, long-term, and worthwhile. I want to work with someone who has a solid game plan. I want to build something of enduring significance. If a leader’s vision isn’t aligned with my long term goals, I will find something else that makes sense for me. If the vision and strategy are aligned with my objectives and entail success, I will stick it through to make it happen. I want to be involved with others who are intelligent, respectful, and don’t waste time. I don’t need to be convinced of something if it makes sense. I need the leader to be smart, innovative, and driven to dominate.

Keirsey Leadership Rui Jiang

August 27, 2020