It might sound obvious, but one of the first rules of leadership is this: know who you are. There are as many different styles of leadership as there are personality types, and trying to adopt one that doesn’t suit you is not just pointless but counterproductive.
The WRU once asked us all to take personality tests based on the Myers–Briggs model. These tests assess personality in four main areas:
You’re assigned to one category in each area, which means there are 16 possible personality types. I came out as ISFJ: introverted, sensing, feeling and judging.
Introverted people tend to be quiet, reserved, and generally prefer either being alone or with a few close friends rather than a wide circle of acquaintances. They find that large social situations sap energy from them rather than give energy to them. This is why I was the quiet kid on the bus to Bridgend, why I preferred Friday nights in with Ben, my dad and my granddad, and why I bunked off the end-of-year prom!
Sensing people tend to be more concrete than abstract in their thinking, focusing on facts and details rather than ideas and concepts. Hence my choice of A levels, all science-based one way or another rather than arts or humanities, and why I liked to collect data on players while watching Super 15 matches. I was always the kind of player who would do the groundwork first and never try to wing it.
Feeling people tend to value personal considerations above objective criteria. My parents brought me up with strong values, especially as regards treating other people. For example, I would defend kids against bullies even if it made me look bad in the eyes of my mates.
Judging people like to plan things, make decisions a long way ahead of time, and try to ensure that things are as predictable as possible by leaving little to chance. I always liked to prepare the best I could for any test, be it a rugby match or an exam.
ISFJs are often known as Protectors or Defenders, and I fit the broader characteristics of the personality type too. Here are a dozen ISFJ traits that apply to me.
All of these traits fed into my leadership style, as you’ll see throughout this book. For example, I was never one for big, rousing speeches or putting myself in front of the camera; I went out of my way to try and get to know the newer boys in the squad; and I felt more comfortable as time went by and I knew the nucleus of the team better.
But what worked for me wouldn’t have worked for other people, because their personalities were different from mine. Leadership only works if your personality informs the way you carry out those leadership duties rather than vice versa. Know yourself, and you’ll know how best you can lead.