Personality and the Individual

Taking the Big Five personality assessment gave me a clearer understanding of how I show up at work. I score high in conscientiousness and openness, which makes sense—I care about getting things done the right way and love learning new things, especially in settings that challenge me. I’m also introverted, but not in a way that holds me back. It just means I recharge best on my own and do my best thinking when I have time to reflect.

Because of that, I work best in a setting that gives me both structure and autonomy. Remote or hybrid roles, especially those with quiet workspaces and meaningful one-on-one collaboration, suit me well. I can be social, but I need time and space to think things through without constant noise or interruption.

An ideal manager for me would be someone who’s clear, supportive, and values transparency. I work well with leaders who give feedback without micromanaging and who recognize hard work without making everything a competition. I also appreciate managers who understand that people work differently and don't expect everyone to fit the same mold.

Personality and Teams

The way I show up in a team really depends on the task. If the group is structured and everyone has a clear role, I contribute a lot and stay consistent. If it’s chaotic or disorganized, I tend to pull back and go into problem-solving mode solo, which can look like disengagement even if I’m just trying to bring clarity.

In a team setting, my strengths are dependability, adaptability, and calm under pressure. These are great when the team needs someone who can focus and move things forward. But in a fast-paced group brainstorming session, those same traits might make me seem too quiet or slow to contribute. It really depends on the environment and what the team needs in the moment.

The person-situation debate plays out all the time at work. For example, someone who’s normally calm might lose their cool during a high-stress deadline, or someone who’s usually reserved might step up and take charge during a crisis. It shows how much personality can shift depending on the context.

If I had conflict with a coworker, I’d try to address it directly but calmly. I tend to avoid drama, but I also don’t let problems build up. I’d ask to talk one-on-one and approach it from a problem-solving perspective. My traits help me stay grounded and respectful, even when emotions run high.

Personality, Stress, and Coping

It’s important to recognize when someone’s acting out of character because of stress versus when it's just part of their personality. For example, if someone who’s usually upbeat becomes withdrawn during a tough project, I’d check in and not assume that’s “just how they are.” I’d consider how the situation might be affecting their state.

One approach I’d use to help a peer manage stress is just to listen without trying to fix everything. Sometimes people need to vent and feel seen. I’d also offer help if I could and maybe suggest breaking tasks down into smaller chunks to make things feel more manageable.

When it comes to my own stress, I know it's getting too high when I start losing sleep, getting irritable, or procrastinating more than usual. To reduce it, I’d step back, take a break if needed, and re-prioritize. I’ve also learned that talking it out with someone I trust or journaling helps me reset. Self-awareness is key—if I don’t pause and notice the signs, it only gets worse.

References

Nguyen, T., White, S., Hall, K., Bell, R. L., & Ballentine, W. (2019). Emotional intelligence and managerial communication. American Journal of Management, 19(2), 54–63. https://doi.org/10.33423/ajm.v19i2.2068

Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. Bantam Books.