I jest. But only a little bit.
When I contemplate dealing with authority as an INTP, it makes me want to laugh, cry and give up. When my bosses contemplate having to deal with me, It's probably much a similar response, though I'm sure some of them would go straight to strangling me to death with the nearest USB cable, zero tolerance policies be damned.
But it doesn't have to be this way! Things can be different! I believe! I hope! With all the irrationality of that first hit of caffeine at 9:37AM on a Monday, I hope and believe that we can do better than both homicidal rage and crushing indifference.
I hope.
My theory is that with just a little bit of strategy, you can get way more value out of the INTP than whatever salary/rate you happen to be paying them, simply by capitalizing on the INTP's innate strengths and pre-existing inclinations.
My theory is that with just a little bit of strategy, you can get way more value out of the INTP than whatever salary/rate you happen to be paying them, simply by capitalizing on the INTP's innate strengths and pre-existing inclinations.
So let's just get this out of the way at the very beginning: The INTP does not respect you.
Sorry to break it to you, but just because you are the boss, just because you are in charge, just because you hired her, just because you are signing his paycheck—means nothing.
To her, the hierarchical structure of boss/subordinate is primarily a formality. An irritating one, a necessary one, perhaps, but mostly, just a formality.
However, the innate disregard for authority demonstrated by the INTP must be carefully distinguished from an active, purposeful rebellion against anything perceived as a power structure.
The INTP is usually not out to actively subvert power qua power—too much work, and she has more important things to do than overthrow Capitalism. In other words, it is unlikely that she will leap to her feet at the next client meeting, yell, "F*** you and your commodity fetishism!", break something, and then storm out.
Also important to note: respect is not the same thing as following/taking direction. The INTP is perfectly capable of doing this.
Also important to note: respect is not the same thing as following/taking direction. The INTP is perfectly capable of doing this.
Which leads us to the first principle of managing the INTP:
#1. Do not expect or demand performative deference.
It is possible to demand respect for no other reason than "I'm the boss." But all you can truly demand of a subordinate is the outward expression of respect. Not the reality. You simply don't have that kind of power. And do you really want to force someone else to respect you?
Don't answer that.
The INTP does not respect you because she respects something else more—the work.
The INTP does not respect you because she respects something else more—the work.
The best way to earn the respect of an INTP? Be good at your job. Have integrity. Respect others. You know, all the normal things.
If you are hung up on a lack of "Respect," then you won't be able to appreciate the value that an INTP can offer. Which leads to the next principle:
#2. Catch them at the beginning.
At the beginning of a job or work assignment, INTPs tend to be at their most motivated (this is probably true for most people).
In all likelihood, the INTP will bring the full force of her creativity and drive to the beginning of a new job. Take advantage of this.
Do you have a system in place that is broken, inefficient, or outdated? Set the INTP loose on its ass. It won't even know what hit it.
If there's anything that absolutely drives an INTP up the wall, it's an inefficient system for getting things done.
If you are hung up on a lack of "Respect," then you won't be able to appreciate the value that an INTP can offer. Which leads to the next principle:
#2. Catch them at the beginning.
At the beginning of a job or work assignment, INTPs tend to be at their most motivated (this is probably true for most people).
In all likelihood, the INTP will bring the full force of her creativity and drive to the beginning of a new job. Take advantage of this.
Do you have a system in place that is broken, inefficient, or outdated? Set the INTP loose on its ass. It won't even know what hit it.
If there's anything that absolutely drives an INTP up the wall, it's an inefficient system for getting things done.
#3. Give them a challenging assignment and then (mostly) leave them alone.
Even better if no one else has been able to solve the problem or accomplish the task.
It is not necessary to check in with the INTP to see how things are going. In all likelihood, they will be checking in with you to vent about how frustrated they are. This is normal. Let them vent. Listen patiently, tell them you believe in them, and let them get back to work.
#4. Allow them to pursue their own passion and interests (within reason).
The INTP on a mission is like a heat-seeking missile—passion and single-minded focus are the name of the game. You can take advantage of this by letting them pursue the things that also help you accomplish your goals. There's probably some overlap here, so let the INTP zero in on what interests them (as long as it's also in line with your vision), then try to get out of the way.
#5. Work with their limitations.
You know that single-mindedness I mentioned in the last point? This can be both a good and a bad thing—but you can't capitalize on the one without factoring in the other.
Some examples of single-mindedness as a liability:
Being blunt and direct in speech—intensity of focus can tend to exclude things like wanting to be liked or being likable.
Neglecting housekeeping tasks that though important, are not a normal part of the INTP's routine (and hence are easily forgotten in the blinding light of the ONE THING).
Overestimating the importance of whatever it is they are working on rather than taking into account the whole project or the rest of the team.
Difficulty switching quickly from one priority to another, particularly if the first priority has already received their time and investment.
These are all things to take into consideration.
#6. Don't take their frustration personally.
Frustration is passion + obstacle. So, frustration means that the INTP cares. This is important, especially if the INTP cares about the things that you care about. Rather than seeing frustration as a bad thing, it's more helpful to see it as a necessary part of the process. Frustration is the precursor to breakthrough.
#7. Redirect their complaint into a mission to make things better.
Instead of taking their frustration personally, turn it back on them and ask them, how can we make this better or solve this problem? What would you like to see happen? How can we change the system so that this doesn't happen again?
#8. Don't let them get bored.
Challenge them, or they will leave.
#9. Give them free snacks.
'Nuff said.
#10. Use time to your advantage.
Even better if no one else has been able to solve the problem or accomplish the task.
It is not necessary to check in with the INTP to see how things are going. In all likelihood, they will be checking in with you to vent about how frustrated they are. This is normal. Let them vent. Listen patiently, tell them you believe in them, and let them get back to work.
#4. Allow them to pursue their own passion and interests (within reason).
The INTP on a mission is like a heat-seeking missile—passion and single-minded focus are the name of the game. You can take advantage of this by letting them pursue the things that also help you accomplish your goals. There's probably some overlap here, so let the INTP zero in on what interests them (as long as it's also in line with your vision), then try to get out of the way.
#5. Work with their limitations.
You know that single-mindedness I mentioned in the last point? This can be both a good and a bad thing—but you can't capitalize on the one without factoring in the other.
Some examples of single-mindedness as a liability:
Being blunt and direct in speech—intensity of focus can tend to exclude things like wanting to be liked or being likable.
Neglecting housekeeping tasks that though important, are not a normal part of the INTP's routine (and hence are easily forgotten in the blinding light of the ONE THING).
Overestimating the importance of whatever it is they are working on rather than taking into account the whole project or the rest of the team.
Difficulty switching quickly from one priority to another, particularly if the first priority has already received their time and investment.
These are all things to take into consideration.
#6. Don't take their frustration personally.
Frustration is passion + obstacle. So, frustration means that the INTP cares. This is important, especially if the INTP cares about the things that you care about. Rather than seeing frustration as a bad thing, it's more helpful to see it as a necessary part of the process. Frustration is the precursor to breakthrough.
#7. Redirect their complaint into a mission to make things better.
Instead of taking their frustration personally, turn it back on them and ask them, how can we make this better or solve this problem? What would you like to see happen? How can we change the system so that this doesn't happen again?
#8. Don't let them get bored.
Challenge them, or they will leave.
#9. Give them free snacks.
'Nuff said.
#10. Use time to your advantage.
If you sense that this is a short-term arrangement (maybe there's a limited amount of growth potential), use time to your advantage by capitalizing on the INTP's strengths from the beginning and asking them to create systems that will carry on after they leave—this could be as simple as a job description or task list for the next person or as complex as re-imagining an entire design process.
Get it in writing. Get them to write a training manual, create a wiki, or make a template. Get something you can use.
I try to approach a new job in such a way that I eventually "work myself out of of a job," usually by training someone else to replace me or setting into existence systems that make processes more efficient. If that isn't in the cards, I try to leave things better than I found them, so that the next person will easily be able to pick up where I left off or at least have some kind of starting point.
I'm not claiming this is out of some innate sense of altruism—it's rooted in pride as much as anything else—I want to be able to look back and say, "This is what I accomplished. This is how things were better because of me. Behold the works of my hands."
If you can capitalize on this instinct, you can get a ton of value out of the INTP. Just don't abuse it.
Hopefully, with these tips, managing the INTP can be a win/win situation for everyone.
Get it in writing. Get them to write a training manual, create a wiki, or make a template. Get something you can use.
I try to approach a new job in such a way that I eventually "work myself out of of a job," usually by training someone else to replace me or setting into existence systems that make processes more efficient. If that isn't in the cards, I try to leave things better than I found them, so that the next person will easily be able to pick up where I left off or at least have some kind of starting point.
I'm not claiming this is out of some innate sense of altruism—it's rooted in pride as much as anything else—I want to be able to look back and say, "This is what I accomplished. This is how things were better because of me. Behold the works of my hands."
If you can capitalize on this instinct, you can get a ton of value out of the INTP. Just don't abuse it.
Hopefully, with these tips, managing the INTP can be a win/win situation for everyone.
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