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"Know Thyself" was written over the portal of the antique world.
Over the portal of the new world, "Be Thyself" shall be written.
-Oscar Wilde, (1854-1900)
Knowing and being oneself could be a leaders greatest challenge. Self-perceptions are
often influenced by factors other than objective facts or empirical evidence. Admittedly, how I
often see myself is colored by how I want to see myself and how I want others to see me; the
naked truth is difficult to see clearly when I choose to remain deluded by faulty feedback (which
reminds me of an old story about an emperor and his new clothes). And yet, I know that
authentic leadership flows from a clear and frank understanding of ones personality
characteristics and preferences, strengths and weaknesses, and core values. One way a leader
can acquire a more objective understanding of his or her true self is to gather feedback from
psychometric tools such as the Meyers-Briggs Type Indicator (MBTI), the Clifton
StrengthsFinder assessment, and the Values in Action Inventory of Strengths (VIA). In this
reflection paper, I will synthesize my own results from these three instruments and attempt to
construct somewhat of a leadership playbook built upon the feedback from these self-report
inventories.
Inventory Results
The three inventories referenced in this reflection paper (MBTI, StrengthsFinder, and
VIA) have been widely used by people across a variety of disciplines and each of these
instruments has undergone careful scrutiny to determine its validity and reliability. No
psychometric, self-report inventory is completely comprehensive or absolutely immune from
data-skewing or mis-application. However, when a respondents intent is candid reflection,
when the instrument is used in the way it was intended, and when results are accurately