Guide & AI Training for Leaders
ESTJ personalities lead.
This guide assists leaders in effectively managing ESTJ employees and unlocking their potential.
What defines ESTJ?
Myers-Briggs Personality Type
Scientifically grounded personality analysis
Characteristics of ESTJ Types
Communication with ESTJ Personalities
Dos & Don'ts for different leadership situations with ESTJ personalities
Select a leadership situation to see the appropriate strategies and cautions for ESTJ personalities.
Recommended Strategies
Proven approaches for Leading ESTJ employees in situations that require empathy and flexibility.
Providing clarity and structure.
Tell your ESTJ employee: "Here are the steps we will follow..."
ESTJs value clear structures and processes. They are often determined and practical, requiring explicit instructions to perform their tasks efficiently.
Enhance their problem-solving skills.
If your ESTJ employee encounters an unexpected problem, encourage them to find a practical solution and share their ideas with you.
ESTJs are strong problem solvers who appreciate having their skills recognized and utilized. They take pride in their ability to find efficient and practical solutions.
Pitfalls to Avoid
Common pitfalls in Leading ESTJ employees in situations that require empathy and flexibility.
Avoid ambiguity and uncertainty.
Avoid statements like: "Check this out and see what you can do."
ESTJs prefer clear expectations and instructions. Ambiguous directions can lead to stress and dissatisfaction for your ESTJ employee.
Avoid excessive emotional expressions.
Avoid statements like: "I really feel bad about this situation."
ESTJs tend to focus on logic and facts rather than emotions. Excessive emotional expressions can confuse or discomfort them.
AI role-plays with ESTJ personalities
Train leadership skills with ESTJ characters
Cross-border comments within the team
mit Alina Kowalski
Alina has successfully led her team for 12 years. However, in the past four months, complaints about inappropriate comments have increased. Last week, she told the new colleague Jasmin, "With your accent, you'll have problems in customer contact—maybe it's better for you in the back office?" Three weeks ago, she remarked to a pregnant team member, "I hope you don't get any silly ideas about taking extended parental leave—the team can't afford absences." Yesterday, during a team meeting, she commented about a younger colleague working part-time, "Real careers are made with full-time, not 80%." Two months ago, she told the only male assistant, "Isn't that more of a woman's job for you?" Three team members have contacted HR. Yesterday, Jasmin filed a formal complaint regarding discriminatory behavior. Alina's standard response is, "I didn't mean it badly; I'm direct and honest." You have requested an urgent meeting with her today at 10:00 AM.
Goal as a Leader
Address Alina's inappropriate comments and their discriminatory nature directly. The goal is to make her aware that impact is more important than intention. Clearly communicate behavior expectations and consequences. Identify training needs without completely disregarding her long-standing performance.
Toxic behavior despite top performance.
mit Markus Steiner
Markus has consistently delivered 30% above the team average for the past three years. However, complaints about his behavior have been increasing for the past eight months. Last week, he told a colleague in the break room, "If you worked faster, I wouldn't have to constantly fix your mistakes." Two weeks ago, he intentionally forgot to invite a colleague to an important meeting, after which she presented his solution as her own. Yesterday afternoon, a junior employee came to you in tears, saying that Markus told her in front of the team, "Maybe this job isn't for you after all." Three team members have requested internal transfers in the last five months, all citing Markus as the reason. Four months ago, you addressed his behavior with him, and he promised to improve. You have scheduled a serious conversation with him today at 3:00 PM.
Goal as a Leader
Confront Markus with the contradiction between his top performance and his toxic behavior. The goal is to achieve genuine insight into the harmfulness of his actions and to agree on clear behavioral changes with measurable consequences for non-compliance.
Address the overload of a jumper.
mit Michael Berger
Michael has been working as a substitute in different shifts every other week for the past nine weeks. Last week, he worked the morning shift on Monday, the night shift on Tuesday, was off on Wednesday, worked the evening shift on Thursday, the night shift again on Friday, and the morning shift on Saturday, totaling 68 hours in six days. Yesterday, he collapsed briefly on the hall floor at 2 PM due to circulatory issues. Colleagues alerted the company doctor. Michael wanted to continue working after 20 minutes. Five weeks ago, you had asked him to reduce his substitute shifts. He nodded and said he was fine. Since then, he has taken on additional shifts eight times. This morning, his wife called the HR department, desperately seeking help. Michael is barely sleeping, is irritable, and is missing family appointments. You have scheduled a meeting with him for today at 4 PM.
Goal as a Leader
You are having a critical conversation with Michael about his extreme overwork and health risks. The goal is for Michael to acknowledge that he has reached his limits and to allow for concrete changes. You need to understand why he cannot say no and develop structural solutions that enable him to do so.
Address burnout signs early.
mit Sandra Klein
Sandra has been a reliable and high-performing member of your team for 6 years. Over the past 8 weeks, you have noticed changes: she is making uncharacteristic mistakes, forgetting appointments, and reacting irritably to normal work demands. Last week, she said in a meeting, "I can handle this!" and took on two additional tasks. Yesterday, a colleague found her exhausted in the break room. "I just closed my eyes for a moment," was her explanation. This morning at 6:47, she sent her third email. In the quarterly review 4 weeks ago, she emphasized, "I'm fine, I'm just a bit tired." You have scheduled a meeting with her today at 2:00 PM because her exhaustion concerns you.
Goal as a Leader
Encourage Sandra to acknowledge her exhaustion, identify specific symptoms of overload, and accept support measures.
Frequently Asked Questions
How do I have a difficult conversation with an ESTJ?
Speak clearly and structured, provide specific facts and expected outcomes, and ask the person for a practical solution proposal. Acknowledge the individual's efforts, openly address any challenges, set clear deadlines, and offer concrete support to prevent overwhelm.
How do I motivate an ESTJ employee?
Set clear, measurable goals and responsibilities, and delegate accountability for specific processes. This allows him to leverage his organizational and decision-making strengths to deliver tangible results. Provide direct, factual feedback, encourage pragmatic improvements through small test runs, and protect him from overload by establishing clear priorities and regular breaks.
How do I handle conflicts when an ESTJ is involved?
Speak clearly and factually, providing specific data, desired outcomes, and deadlines, so that an ESTJ can address the situation in a structured and efficient manner. Offer constructive feedback in private discussions, present practical alternatives, and be mindful of their workload to prevent them from becoming defensive or experiencing burnout.
How do I conduct a coaching conversation with an ESTJ?
Be direct and structured; start with clear goals, a timeline, and specific next steps. Acknowledge their strength in execution, ask specifically about obstacles to flexibility and resilience, suggest small experiments to foster empathy and innovation, and schedule regular brief check-ins to prevent burnout.
