I've always been the person who watches how people work — not just what they produce, but how they think, react, and make decisions. Call it a nerd thing. I like observing personalities, strengths, and the gaps people don't always see in themselves.
Working at Suncorp Bank, this became part of the culture. Our digital team ran different personality tests every few months — not as a checkbox exercise, but as a way to understand ourselves and each other. It helped us collaborate better, assign work to people's strengths, and have more honest conversations about where we needed support.
Those exercises stuck with me. Over time, I started noticing my own patterns — when I performed well, when I felt stuck, and what kept repeating regardless of the project or team.
Frameworks like MBTI (ENTJ) helped me name the direction side of me. Feedback from others about ADHD-like traits helped me notice the momentum side. What matters to me is the overlap — because that's what shows up in real work.
This article is my attempt to write it all down. Not as theory, but as an honest look at how I operate — and how I'm learning to work with it, not against it.
1. ADHD-like strengths — how I move
Looking at my past work, I notice I operate in bursts. I do my best work in sprints, especially under pressure. I'm comfortable starting before everything is clear, and I tend to take initiative rather than wait.
In teams and conversations, I'm more spontaneous than structured. I bring momentum and energy. I'm open to trying and testing ideas rather than debating them endlessly. I don't rely heavily on rigid processes — I'm more comfortable in ambiguous or early-stage work where things are still being figured out.
These are patterns I've seen repeatedly in projects where I felt most engaged.
2. ENTJ strengths — how I direct
At the same time, I naturally look for structure and outcomes. I think in terms of direction and long-term impact. I try to understand systems, not just tasks. I prioritise based on what moves things forward.
In execution, I make decisions relatively quickly. I take ownership without needing prompting. I hold myself to a high standard of output.
In communication, I tend to be direct and outcome-focused. I steer conversations toward clarity and decisions. This shows up most when I'm responsible for something end-to-end.
3. The overlap — vision + velocity
The part that stood out to me is how these two patterns connect:
| What it gives me | How it shows up | |
|---|---|---|
| ENTJ side | Direction — what matters, where to go | Decision-making, strategy, structure |
| ADHD-like side | Velocity — energy, speed, adaptability | Fast starts, iteration, comfort with ambiguity |
| The overlap | Vision + momentum working together | Idea → execution quickly, even in unclear situations |
From my experience, this leads to making decisions even when things are unclear, moving from idea to execution quickly, being comfortable in messy or undefined situations, and focusing on building and improving — not just maintaining.
When both sides are working together, I feel clear and effective.
4. The trade-offs
The same patterns also explain where I struggle.
I lose energy on repetitive or low-impact tasks. I can start fast but need more structure to finish. I get impatient when things move slowly without clear reason. I may prioritise outcomes over process or people if I'm not aware. And I can take on too much at once.
| Strength | Flip side |
|---|---|
| Fast decision-making | Could skip over some details |
| High momentum | Starting, finishing more than polishing |
| Outcome focus | May deprioritise process or people |
| Comfort with ambiguity | Could resist structure when it's needed |
This helped me realise it's not about discipline alone — it's about designing how I work.
5. Where this works best
Looking at environments where I've done well, a pattern is clear. I need autonomy. I respond well to fast feedback. I'm more engaged when impact is visible — and I lose focus on repeating tasks.
Roles that align with this: product and strategy work, startups or early-stage teams, growth and optimisation, leadership or ownership roles.
More than titles, what matters is decision-making authority, the ability to build systems (not just follow them), and a mix of thinking and doing.
6. How I make it work
Instead of trying to change how I naturally operate, I'm learning to design around it.
What helps me:
- Adding structure where I tend to be inconsistent — deadlines, systems, accountability
- Reducing or delegating repetitive work
- Focusing on fewer, higher-impact priorities
What I lean into:
- Setting direction
- Making decisions
- Starting and building
I also value working with people who are strong in detail and consistency — it creates balance.
7. What this says about my values
Looking across all of this, a few values are clear to me:
- Progress over perfection — moving forward matters more than waiting for the ideal
- Clarity over complexity — I gravitate toward simplifying and structuring
- Ownership over passivity — I prefer being responsible for outcomes
- Impact over activity — I care about what moves the needle
These values explain not just how I work, but what kind of work I want to keep doing.
Bottom line
| What it brings | The risk | |
|---|---|---|
| ADHD-like traits | Speed, adaptability, momentum | Inconsistent execution |
| ENTJ traits | Direction, structure, leadership | Rigidity, impatience |
| When aligned | Building things, leading teams, solving complex problems | — |
| When misaligned | — | High potential, inconsistent output |
Understanding this — through both frameworks and my own experience — is what helps me close that gap.
Reference
- MBTI overview (ENTJ): 16personalities.com/entj-personality
- ADHD overview: healthdirect.gov.au
