steve ENTP: The Inventor (http://en.wikipedia.org/wiki/ENTP) Why was he an extrovert, i.e. 'E'? If you've ever seen Steve Jobs speak, you would know that he was clearly an extr overt. Interaction came from him naturally and he was always spontaneous when he spoke. Extroverts, like Steve, tend to think as they speak, in contrast to Intr overts, who tend to think before speaking. Why was he a rational, i.e. 'NT'? Everybody trusts Wikipedia, so here's a link that explains characteristics of ra tionals, i.e., '_NT_': http://en.wikipedia.org/wiki/Rat.... You would notice tha t Steve Jobs' idea of work, thought-process, is consistent with that of rational s, i.e., '_NT_'. Some answers incorrectly claim Steve to be a 'F' rather than 'T'. If you researc h more about MBTIs, you will find there's a tertiary function which develops as the person becomes older. In case of ENTPs, that function is Extraverted Feeling (Fe). For Steve Jobs particularly, he didn't have any characteristic of an 'F' when he was young in 70s and 80s. But, 2000s his 'Fe' was quite developed for wh ich he is sometimes incorrectly labelled as a predominant 'F'. Finally, why was he a perceiver, i.e., 'P'? In Myers-Briggs,Perceivers (P) show the world their preferred perceiving functio n (sensing or intuition). So SP types tend to appear to the world as concrete an d NP types as abstract. According to Myers, perceptive types prefer to "keep dec isions open". On the other hand, Judgementals (J) show the world their preferred judging funct ion (thinking or feeling). So TJ types tend to appear to the world as logical, a nd FJ types as empathetic. According to Myers, judging types like to "have matte rs settled". As for Steve Jobs, there was a very special characteristic about him that Tim Co ok explained at the All Things D conference, 2012. He said that Steve could advo cate something very passionately one day and the next day he could advocate the opposite with the same passion. That, is something, a 'J' won't do. Those who co nfuse Steve Jobs to be an 'ENTJ' can look at Tim Cook, who, by the way, is an EN TJ and notice the differences. (EDIT: Except for some answers, there seems to be a consensus that Steve Jobs' M BTI was either INTP or ENFP or ENTP. Steve's Jobs certainly possessed 'F' qualities, and his 'Feeling' was extraverte d because it was clearly visible to the outside world (us). That means he posses sed 'Extraverted Feeling' (Fe). Now, a look at cognitive functions of the three MBTIs in consideration: ------------ENTP ENTP (extraversion, intuition, thinking, perception) is an abbreviation used in

the publications of the Myers-Briggs Type Indicator (MBTI) to refer to one of si xteen personality types.[1] The MBTI assessment was developed from the work of p rominent psychiatrist Carl G. Jung in his book Psychological Types. Jung propose d a psychological typology based on the theories of cognitive functions that he developed through his clinical observations. From Jung's work, others developed psychological typologies. Jungian personality assessments include the MBTI assessment, developed by Isabel Briggs Myers and K atharine Cook Briggs, and the Keirsey Temperament Sorter, developed by David Kei rsey. Keirsey referred to ENTPs as Inventors, one of the four types belonging to the temperament he called the Rationals. ENTPs account for about 2 5% of the popu lation.[2][3------Today marks part four of our 16 part series exploring the sixteen MBTI types and related notable Celebrity figures throughout time. Previously we examined Cele brity John D Rockefeller and the MBTI ESTJ personality type. This week we exam ine the ISTP (Introversion-Sensing-Thinking-Perceiving) and the late great maste rmind behind the Apple , Steve Jobs. Most people remember Steve Jobs as the co-founder and CEO of Apple Inc and Pixar Inc. Steve Jobs was also an individual that mastered his MBTI type, the ISTP, allowing him to excel in a unique position in his industry that lead to technica l advancements that we often take for granted in this day of age. Like many Myers Briggs type Indicator Introverts who prefer thinking and sensing , Steve Jobs used his preferences primarily internally to analyze the data he ga thered in an organized fashion much like the computers he helped develop. He wa s able to detach and objectively criticize the projects he worked on. This some times insensitive approach to problems was a double edged sword that lead to Job s being fired from Apple in 1985 after losing a power struggle with Apple s board of directors. Fortunately, Steve Jobs didn t give up, and utilized his Perceiving preference to remain flexible and spontaneous in his approach to work. He acqu ired the computer graphics division from Lucasfilms and turned it into the criti cally and financially acclaimed Pixar Studios. He also started up NeXT Inc. tha t was acquired by Apple Inc. in 1996, and over the next four years Steve Jobs as cended to CEO of Apple bringing him full circle with the company. Steve Jobs also showcased how ISTP types focus on efficiently working on project s and was a firm believer in doing only what was needed with the least amount of fuss. Efficiency and innovation were key focus points throughout his career. You can see this today in the products that Apple releases. From the iMac, to t he iPod, to the iPhone, all three are innovations which are streamlined, clean, and efficient products that attract a full spectrum of customers. Apple produce s a set amount of products that are mass produced for cost efficiency and qualit y control. This has allowed Apple to control the image of all the products they produce unlike open sourced platforms like the PC. This did not come without r isk as many manufacturers looked down on Apple for their lack of flexibility in the 80 s but it is that exact mentality of adaptable, action-orientated risk takin g that is synonymous with ISTP personality types. Not many people got to know the man behind the keynote speeches closely while he was alive. This is something that is common with Introverts. Most accounts we re from people that worked for Steve Jobs. At one point Fortune named Steve Jo bs one of Silicon Valley s leading egomaniacs. He was also known as a demanding per fectionist, but that was a side effect of the extreme ISTP preference that is of ten seen as confident, independent, and self-determined. Steve Jobs set the bar high and worked until the very end to meet those standards.

In the end Jobs did things his own way. Through his successes and failures he c hanged the technical landscape forever and showed what a motivated ISTP can achi eve. ---ISTP ISTP (Introversion, Sensing, Thinking, Perception) is an abbreviation used in th e publications of the Myers-Briggs Type Indicator (MBTI) to refer to one of sixt een personality types.[1] The MBTI assessment was developed from the work of pro minent psychiatrist Carl G. Jung in his book Psychological Types. Jung proposed a psychological typology based on the theories of cognitive functions that he de veloped through his clinical observations. From Jung's work, others developed psychological typologies. Jungian personality assessments include the MBTI assessment, developed by Isabel Briggs Myers and K atharine Cook Briggs, and the Keirsey Temperament Sorter, developed by David Kei rsey. Keirsey referred to ISTPs as Crafters, one of the four types belonging to the temperament he called the Artisan. ISTPs account for about 4 6% of the populat ion.[2] ---------------Steve values Like so many others I am heartbroken to learn that Steve Jobs lost his battle wi th pancreatic cancer. He was a remarkable human being and beyond products I felt he also marketed hope & inspiration . There was the public side and the personal s ide. But one constant was he was a man who lived his values. He was passionate about designing products but most proud of his marriage & fami ly. Jobs survivors include his wife, their son Reed and their daughters Erin and Eve, as well as his daughter Lisa Brennan-Jobs. What I will take away was the love story between he and his wife Laurene Powell. Steve first met Laurene after noticing her in the front row at one of his speech es at Stanford University. He asked her out to dinner that night. I was in the parking lot with the key in the car, and I thought to myself, If this is my last night on earth, would I rather spend it at a business meeting or wit h this woman? I ran across the parking lot, asked her if she d have dinner with me. She said yes, we walked into town and we ve been together ever since. Laurene became Steve s wife on March 18, 1991, in a ceremony at the Ahwahnee Hotel in Yosemite National Park. In a Stanford commencement speech in 2005, Jobs spoke at length about mortality and its value as a force against complacency. Death is very likely the best invention of life, he said in the speech. All pride, all fear of embarrassment or failure, these things just fall away in the face of death, leaving only what is truly important. So, in his final night on Earth Steve Jobs wanted to spend his time with this am azing woman, Laurene Powell, the woman who became his wife and it seems that his wish came true. ---Management style Jobs was a demanding perfectionist[109][110] who always aspired to position his

businesses and their products at the forefront of the information technology ind ustry by foreseeing and setting trends, at least in innovation and style. He sum med up that self-concept at the end of his keynote speech at the Macworld Confer ence and Expo in January 2007, by quoting ice hockey player Wayne Gretzky There's an old Wayne Gretzky quote that I love. 'I skate to where the puck is go ing to be, not where it has been.' And we've always tried to do that at Apple. S ince the very very beginning. And we always will.[111] Steve Jobs announcing the transition to Intel processors in 2005. Much was made of Jobs's aggressive and demanding personality. Fortune wrote that he was "considered one of Silicon Valley's leading egomaniacs".[112] Commentari es on his temperamental style can be found in Michael Moritz's The Little Kingdo m, The Second Coming of Steve Jobs, by Alan Deutschman; and iCon: Steve Jobs, by Jeffrey S. Young & William L. Simon. In 1993, Jobs made Fortune's list of Ameri ca's Toughest Bosses in regard to his leadership of NeXT. NeXT Cofounder Dan'l Lewin was quoted in Fortune as saying of that period, "The highs were unbelievable ... But the lows were unimaginable", to which Jobs's off ice replied that his personality had changed since then.[113] In 2005, Jobs banned all books published by John Wiley & Sons from Apple Stores in response to their publishing an unauthorized biography, iCon: Steve Jobs.[114 ] In its 2010 annual earnings report, Wiley said it had "closed a deal ... to ma ke its titles available for the iPad."[115] Jef Raskin, a former colleague, once said that Jobs "would have made an excellent king of France", alluding to Jobs' s compelling and larger-than-life persona.[116] Floyd Norman said that at Pixar, Jobs was a "mature, mellow individual" and never interfered with the creative p rocess of the filmmakers.[117] Jobs had a public war of words with Dell Computer CEO Michael Dell, starting in 1987 when Jobs first criticized Dell for making "un-innovative beige boxes".[118 ] On October 6, 1997, in a Gartner Symposium, when Michael Dell was asked what h e would do if he ran then-troubled Apple Computer, he said "I'd shut it down and give the money back to the shareholders."[119] In 2006, Jobs sent an email to a ll employees when Apple's market capitalization rose above Dell's. The email rea d: Team, it turned out that Michael Dell wasn't perfect at predicting the future. B ased on today's stock market close, Apple is worth more than Dell. Stocks go up and down, and things may be different tomorrow, but I thought it was worth a mom ent of reflection today. Steve.[120] Jobs was also a board member at Gap Inc. from 1999 to 2002.[121] ----------------------

dress The Scene & Backstage In January, 2005, Stanford University President John Hennessy announced that Ste ve Jobs would deliver the Commencement address to its graduating class in June, citing J obs as someone who personified the spirit and creativity that have characterised Stanfor d since its founding (Stanford News Service, 2005). Months earlier, Jobs announced, in an ema il to Apple employees, that he underwent surgery to remove a cancerous tumour from his pancreas. Jobs stated that he had been diagnosed with a rare form of pancreatic cancer that required no ongoing treatment, and that he would return to work in a month (MacW orld Magazine, 2004; The Associated Press, 2004). Jobs email to backstage cast members

was soon leaked onto the front stage, sparking an outpouring of sympathy from the Mac community websites and online forums were flooded with messages of goodwill for t he dear leader (Kahney, 2004). Jobs Commencement address at Stanford was thus infused with greater expectations, as it would be his first major public appearance since Jan uary s Macworld Conference. The Front Stage Steve Jobs Commencement address is a unique performance, in which he is not at al l involved in the aesthetic arrangement of the front stage. The Stanford Universit y campus and the audience members are foreign to Jobs, who is an invited guest at the event. The event s outdoor stage is situated on an American football field and features a plain lay out, comprising seating for the official party and a speaker s lectern. Temporary seating on the p laying arena and stand seating accommodate the large audience, composed of graduating student s, parents 57 and their friends, with stadium speakers broadcasting the lectern input. Exhibit 4.6 shows Jobs attired in an academic gown, minus mortarboard, and sporting a grey, neatly trim med beard for the occasion. Importantly, Jobs does not make use of technology or props in this performance; he stands at the lectern and reads from a printed script . Exhibit 4.6: Steve Jobs Costume for his 2005 Commencement Address at Stanford University (Source: Stanford University, 2005) [Exhibit Removed] The Leader s Impression Management Narrative Steve Jobs Stanford Commencement address is a masterful storytelling performance in which he constructs a self narrative. Jobs opens with humour, ingratiating himself with the audience by revealing that he was a college dropout , and that today was the closes t he had ever come to graduation. Jobs promises to share three stories from his life with the audience. His first story, connecting the dots , is about the promise (i.e. an original state of affairs) his middle class adoptive parents made to his college-educated birth parents that Jobs would 58 go to college when he grew up. Despite finally making it to Reed College, Jobs r emembers withdrawing after only six months (i.e. a catalysing event ), feeling uncertain abo ut what he wanted to do with his life, and guilty about wasting his parents hard-earned life savings. Having dropped out , Jobs recalls unofficially taking calligraphy instruction classes that fascinated him, where he learned about serif and san serif typefaces , and the spac ing of different letter combinations (i.e. a consequent state of affairs). Jobs continue s: But ten years later, when we were designing the first Macintosh computer, it all

came back to me. And we designed it all into the Mac. It was the first computer with beautiful typography. If I had never dropped in on that single course in college , the Mac would have never had multiple typefaces or proportionally spaced fonts. And since [Microsoft] Windows just copied the Mac, its likely that no personal compu ter would have them. Through sense-making , Jobs pieces together events in his life and arranges them in to a meaningful sequence. Jobs links his passion for calligraphy to the advent of typ ography on the Mac, simultaneously (and quite brazenly) casting Microsoft as villains in his story. The plot of Jobs story is itself an intriguing commentary on narrative, arguing that you can't connect the dots looking forward; you can only connect them looking backwards . Jo bs utilises exemplification to frame his leadership narrative as mlange of fate and fortune, having trusted his own heart, intuition, and even karma . Jobs second story provides a rare glimpse into his departure and eventual return to Apple. After describing Apple s early successes, Jobs utilises facework , comprising equivoc al language and defensive framing to describe his fallout with then-CEO, John Scull ey: How can you get fired from a company you started? Well, as Apple grew we hired someone who I thought was very talented to run the company with me, and for the first year or so things went well. But then our visions of the future began to diverge and eventually we had a falling out. When we did, our Board of Directors sided with him. 59 Jobs adeptly uses rhetorical device to ingratiate himself with the audience, ver balising precisely what they are thinking. Wilfully omitting details about his own callow ways during the 1980s, Jobs casts himself as a tragic hero for having divergent visions of the future . In fact, Jobs artfully frames his hiring of CEO John Sculley, as his only personal f ailure in the saga, describing Sculley as someone who I thought was very talented . Jobs proceeds to make sense of his departure from Apple, positively framing it as the best thing t hat could have ever happened to me . Jobs validates this plot by chronicling his successes at NeXT and Pixar, and also speaks about his loving marriage and family life. After reco unting the circumstances surrounding his miraculous return to Apple, Jobs sense-makes his lea dership journey: I'm pretty sure none of this would have happened if I hadn't been fired from App le. It was awful tasting medicine, but I guess the patient needed it. Sometimes life hi ts you in the head with a brick. Don't lose faith. I'm convinced that the only thing th at kept

me going was that I loved what I did. You've got to find what you love. Jobs utilises exemplification to establish his charismatic image with the audience . Despite earlier using facework tactics, Jobs takes ownership and accepts the consequences of past deeds, demonstrating personal growth and moral integrity. At the same time, Jobs continues to exemplify, describing the sacrifice and suffering he endured to realise his visi ons. Jobs Stanford Commencement address is distinctly different from his performances at Applerelated events, forging a direct communication between actor and audience. Yet, unlike Macworld or WWDC where Jobs is not confined to a lectern; makes use of technology and props; and, has a knowledgeable, dramaturgically loyal audience Jobs self is not near ly as effective with an unfamiliar audience. Jobs simple diction, pause, and cadence d voice resolves this to some extent, but the audience is nonetheless unsure of whether to laugh or applaud at particular moments. The profundity of Jobs stories are perhaps lost on an audience whose thoughts are preoccupied with graduation celebrations and plans for the fu ture. Thus, Jobs dramaturgical circumspection is curbed by the style and format of the occasion , performing as a guest actor with an unfamiliar stage and audience.