Glossary

Dr. David Keirsey broke down human temperament into four categories (Guardian, Artisan, Rational, Idealist) which are often used in conjunction with MBTI type. Artisans are SPs (Sensing, Perceiving) and tend to be fun-loving, creative, enjoy having a lot of freedom, seek stimulation, are adaptable, and are focused on the here and now.

Fatigue, emotional distress, or apathy resulting from the constant demands of caring for others or from constant appeals from charities.

A process that seeks to resolve a dispute between two or more parties and is often used successfully in the workplace to rationally work out differences. Conflict resolution typically involves the use of mediation, diplomacy, negotiation, or counseling.

Feedback is a way of communicating to an employee how he/she is doing at a specific task or performing on the job overall. Constant feedback helps employees meet the expectations and goals that a manager has set for them. Feedback is a crucial form of communication; when it is positive, it helps employees stay motivated and excited about their jobs and when it is negative, it helps employees know what areas they need to work on.

The generation following Generation X, especially people born in the United States and Canada from the early 1980s to the late 1990s.

Dr. David Keirsey broke down human temperament into four categories (Guardian, Artisan, Rational, Idealist) which are often used in conjunction with MBTI type. Guardians are SJs (Sensing, Judging) and tend to be dependable, hard-working, responsible, focused on tradition, and trusting of authority.

A syndrome where someone is unable to internalize his/her accomplishments and thus believes that his/her successes are undeserved. Typically, sufferers attribute their past successes to luck, coincidence, or the misguided belief of others in their talent. Sufferers often describe feeling like a “fraud” and this anxiety over being discovered as an “impostor” can deeply affect career development by causing them to avoid promotions, job offers, and new challenges.

Only 10% of an iceberg is visible above the surface of the water, while the other 90% of it sits below the water. Although that 90% is essentially invisible to those on the surface, it controls the direction of the iceberg from down below. When used as a metaphor in the world of leadership, if you are an iceberg, that 10% above the surface represents qualities that everyone can see in you that are easily observable - like a specific skill set, your oratory, or your business strategy. Yet this 10% is not nearly as important as the other 90%, which is made up by your character.

Dr. David Keirsey broke down human temperament into four categories (Guardian, Artisan, Rational, Idealist) which are often used in conjunction with MBTI type. Rationals are NTs (Intuition, Thinking) and tend to be logical, even-tempered, independent, good at solving problems, and driven to accomplish their goals.

The Sensing/Intuition dichotomy is one of four dichotomies that make up the building blocks of the MBTI and represents how someone prefers to take in information. Someone who is a S (Sensing) tends to pay more attention to information that comes in through the five senses. On the other hand, someone who is a N (Intuition) tends to pay more attention to the patterns and possibilities he/she sees in the information that is received.

A team’s climate is determined by members’ perception of the team’s purpose, priorities, roles, decisions, norms, training, and effectiveness. Teams that have a positive climate tend to have members who understand and are invested in accomplishing the mission of the team, who know what their roles are, who are included in productive team meetings, are given opportunities for additional training, and are given feedback about their performance.

Unlike individual reviews, where each person is judged on their performance and work alone, team competencies focus on how well a group of people perform as a unit. In some situations, there may be a disconnect between a team with many talented people (who all scored well in their individual reviews) and how well that team may perform together as a unit. Team competencies seek to evaluate factors like interpersonal, management, and analytical skills to help bridge that gap.

These are established norms of behavior that the entire veterinary team is expected to follow. Protocols make it clear to team members what is expected of them and may involve areas like attire, client communication, time off, etc. Team protocols should be made clear to all employees upon hiring and all members of the team should be expected to follow the protocols equally.

The Thinking/Feeling dichotomy is one of four dichotomies that make up the building blocks of the MBTI and represents how someone prefers to make decisions. Someone who is a T (Thinking) puts more weight on objective principles and impersonal facts. On the other hand, someone who is a F (Feeling) puts more weight on personal concerns and the people involved.

A style of leadership that inspires and motivates employees so that the leader’s “followers” are excited and enthusiastic about achieving the leader’s vision. Transformational leaders seek to help their employees, are people-oriented, and focus on creating positive change.