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What makes O'Leary tick?
Patricia Murray



IFMichael O'Leary is sitting in his atrium at Gigginstown this morning, his slippered feet on a velveteen footstool, sipping organic green tea and leafing through the International Journal of Human Resource Management, he's not the man we know. Or think we know.

The man we think we know wouldn't wear slippers, right? And the organic tea may be a recent introduction onto the maturer Ryanair MD's breakfast table, but it's unlikely he's reading anything with such sombre intent as a journal of anything authoritative. He's just not the type.

He wouldn't even bother reading all that small print on his own website, but would, were he travelling in said style. . . ahemf probably lose patience rapidly with all that clicking and choosing, and, like most of us, scroll down to the 'I agree' button and move on.

Who knows what any of our leaders are thinking or reading this morning, although one or two in the strictly political domain may be in a very similar anxious psychological mindset as the bete noir of Irish aviation and the thorn in the side of the same political establishment.

I bet 10 to one that the hedge-betting Michael is having more fun, though. Because whatever is said about O'Leary, he is able to enjoy himself, albeit in weird and scallywag ways.

"Quick, ingenious, good at many things, outspoken and stimulating company" . . . that's the description of the ENTP type in the book of Myers Briggs, of MBTI (Myers Briggs Type Indicator) fame, a personality profiling method using the theory of psychological type described originally by Carl Jung.

This widely used and respected profiling method helps us to understand and categorise people's behaviour variation, so that consistent patterns in thinking, feeling, judgement and socialising can classify us into setpieces so that we can more fully understand ourselves and others.

If this is O'Leary's type, at his best this morning he'll be spotting opportunity after opportunity, using his adeptness at conceptualising possibilities ahead and strategically analysing them from the shower . . . "this is going to be GREAT, " he'll be singing through the suds. And he means it on every level; there'll be Buck's Fizz for brekky.

At their worst, the ENTP types can appear brash, rude, abrasive and critical of others.

And, one to watch: "if they've not developed their intuition" and rely too heavily on pure thought, they can take in relevant information and have 'insights' more related to their own desires than to current reality. Tea and toast and not much talk at the Gigginstown breakfast table if this is becoming apparent.

Types like Michael may neglect routine assignments; generally disdainful of detail, they like to "turn to one new interest after another and be skilful at finding logical reasons for whatever they want".

Ultimately, this type, more than any other of the 16, wants and seeks stimulation and "the permanent possibility of sensation", mental sensation, so that they can really feel alive and balanced.

Unlike the hordes of passengers waiting to board his 'no seat specified' aircraft, O'Leary really, really does love the rush.

Who is in more need of reading Leadership Style for Effective Managers we can only guess, but most of us would agree that the Ryanair chief executive is probably more focused on the heady delights of the impending conflict, challenge, novelty and no-holds-barred head-on collision with authority than he is on empathising with the Aer Lingus employee body and trying to 'feel their pain'.

If you trust intuition, give yourself maximum freedom for pursuing your intuitive goals, use thinking in pursuit of challenge, and yet do not allow logic to impede what your strong intuition is driving you towards, if your orientation is toward new challenge, novelty and exploring the outer world, while you may find yourself committed to too many projects, then you might know just how Michael is feeling this morning.

He has this in common with the professional gambler: the ability to gauge intelligently, without fully working out the small print, and still take action.

It's not so much a case, with ENTPs, of 'hang the consequences' though. ENTPs . . . the mature, high functioning ones . . . control the consequences and unlike the rest of us, they know that's doable.

Where they may fall down is in not taking heed of the fact that it is not entirely doable. Not even ENTPs can totally control the future. It's a pity, that little detail. But it is just a detail, isn't it?




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