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Bad service ISTJ its bent for to a solitude and low requirement for expression of the thoughts and feelings can be of use. Thanking these lines to associates happens difficultly to solve ISTJ that can lead to serious "failures" in professional dialogue. Without a word, ISTJ can start to radiate impatience and even disapproval when this at all is not required. As a result style of behaviour ISTJ involuntarily starts to be defined numerous "confirm" and "prove": «Confirm that expenses will pay off», «Prove to me that you are right». The low emotionality peculiar to this type, forces surrounding to test often disappointment and trouble or to take of a defensive position. So it is no wonder why ISTJ often achieves success, knowing delivery of credits.The same low emotionality ISTJ enters game when it is necessary to praise or encourage: all it is given ISTJ hardly. They are convinced of the following: job should be carried out accurately, correctly and in time — hence, what for to praise the person that it does what is obliged to do? The check for the salary in itself is sufficient compensation (and if you stretch on a workplace twenty years, the collective will be thrown off on a gold watch).
Plainness and restraint of official style ISTJ can make business conditions ascetically-poor and conservative. Representatives of other types can find what to work or simply to be in such conditions not too cheerfully (someone even has made witticisms that ISTJ is deciphered as «I Seldom Tell Jokes» — «I seldom joke»). Such "excesses" as a comfortable armchair, furnish of office and the actions not brought in the schedule seem often ISTJ expenditure of time and money. And finally the aspiration of representatives of this type to efficiency risks to undermine moral spirit and motivation of the personnel.
However, if to specify to the representative of type ISTJ a correct direction of movement, from it the outstanding worker, the head or the leader can turn out. Usually it «the correct direction» is embodied in strict system of rules and orders. ISTJ approaches to a life in many respects the same as the pilot — to plane launch: irrespective of character of a problem, for its effective performance it is necessary to have the list of actions for «preflight check» with concrete and practical instructions for actions in the present state of affairs. Therefore, as the good manager daily speaks to the subordinates «Good morning!» Or «how are you doing?» (Even if it seems absolutely not connected with productivity increase) if these tasks are at ISTJ «in the list», he will consider a greeting as the task which need to be carried out again and again while they do not become an integral part of its management style.
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