Extraverted Thinking (or what we’ve nicknamed Effectiveness) is the part of us that asks, “Does this work?” When systems need to be put in place to accomplish goals, it’s Effectiveness that figures it out. When you see how resources can be managed and manipulated to make something happen, and when you’re determining a cost/benefit analysis, you’re using Effectiveness as decision-making criteria.
“McDonald’s” franchises around the world primarily employ teenagers and other people with limited work experience. Despite this, McDonald’s restaurants remain some of the most lucrative franchise businesses to own. Why? Because they have systems built with such precision that it is almost impossible to mess it up. The systems themselves are so elegant they require very little individual talent to maintain.
Effectiveness-driven people are far more driven by outcomes than personal feelings. In fact, sometimes other people seem like resources to an Effectiveness user, though they aren’t necessarily cold-hearted. Being able to make the tough call is a gift, and Effectiveness understands that personal feelings get in the way of making things happen. They’re willing to be ‘the bad guy’ in order to serve the common good, and many Effectiveness users have been demonized by society in order to the ‘right thing’.
That means considering options that other people find ‘distasteful’. People’s personal feelings are fickle, and clash with each other. So, when it comes decision time it takes a thick skin to make a choice that is bound to offend someone’s sensibilities.
At best, Effectiveness mobilizes large teams of people and resources to accomplish truly remarkable things. CEO positions and the top brass of the military are teaming with Effectiveness users, and nothing is so satisfying to Effectiveness as checking off boxes on their ‘to-do’ list.
At their worst, Effectiveness people can be demanding, unable to deal with an environment they don’t control. Many dystopian novels have been written about worlds which appear to have nothing but Effectiveness ideals, where art and personal expression are stamped down in favor of efficient and sterile systems.
In order to make the best decisions, Effectiveness people should remember a couple of things. First, we’re all individuals. To design a truly effective system it has to take into account some variance for context and individuality. People aren’t simply resources, they’re conscious beings with a need to be expressive. Giving space for this expression is the best feedback mechanism for building better and better systems.
Second, be careful not to mistake efficient for effective. There are times when the most effective choice feels a little counter-intuitive, and be open to other people offering truly inspired counsel. Listen to feedback and be open to handing over control to others. You’re a great talent scout, don’t let that talent atrophy because you’re afraid to give up control.
Effectiveness people tend to have a blind spot in Authenticity.