Types are fascinating patterns that are best discovered holistically.

Welcome to Beyond Personality Types, the original Interest Drinks podcast. Every week we provide you with the better ways to use and talk about personality theories. I am your host, Olivier Caudron, a self discovery facilitator. With me is Dr. Linda Behrentz, internationally renowned for her innovative typology approach. Come with us beyond the indicator results to rethink what you know about personality types. What if you could quickly recognize four distinct patterns in the way people interact no matter where you are or who you're with? Hello and thank you for tuning in. This episode is the second in our series dedicated to the Interaction Styles lens, an accessible and practical framework that helps us identify how we do what we do.

Today we will present the big picture of each interaction style, outlining their core needs and drives so you can begin to notice these patterns both around you and within yourself. By the end of this episode, you'll have a clear starting point for observing how these styles shape our behaviors and experiences, opening up new possibilities for self awareness and understanding in your practice. Let's explore each pattern. What would you say about the in charge pattern?

Well, I would say first and foremost it doesn't have to be the person in charge. Don't assume that someone who has an in charge style always wants to be the boss. What they do want is the this sense of something is being done. The drive is this urgent need to accomplish that's aimed at getting a desired result. So where with essential motivators we talk about core psychological needs, it's this drive which is almost a physiological need because it does show up in the body in the way we move roles like supervising, mobilizing resources, executing actions, mentoring. That's where you're in a position where you're going to tell some people what to do and focus on the task. You might use some informing language, but the intonation might be more directing. The core belief is it's worth the risk to go ahead and act or decide.

Let's just go ahead and do it and we'll fix it later. I'll trust that we can manage whatever happens. Decisions tend to be quicker, they tend to look more decisive, often have a kind of composed energy.

What do you mean by composed energy?

Well, it's not very active and expressive. I'm sure that people on the podcast saw me moving my arms around. It might be expressive at times, but there's still this kind of a sense of in control of themselves. It's just I don't know the body language Is a little bit punctuated. Movement tend to be more and more punctuated in a team.

How would in charge act?

Well, if they're the person in charge, they'll probably start the meeting, be firm about the meetings, clear about the expectations. They may be asking people when that will get done, asking about timelines, things like that. They don't have to be the person in charge though. So if they're a team member, they're probably fine if things are going along and something's getting done. If things don't seem to be rolling along, they will do things like perhaps interrupt somebody. They're not the only people who will interrupt, but just ask a pointed question or they may really get tense and upset. If things are not moving along, they will be the ones that start to focus on, okay, when are we going to get this done by? How's it going to happen? Who's going to do what?

They can push the team.

Yeah, a little bit more. Yeah. And whether they're in charge or a.

Team member, do they have that attitude if the team doesn't move, I will do it by myself.

I think that depends on some other factors.

Okay.