Extroverts

Extroverts, the Upside:  The Extroverts on your team will "think on their feet" and come to decisions quickly.  They will draw their energy from the people around them.  They will engage quickly with people in and out of the team and have a good sense of the general "mood of the crowd," the "word on the street."  They will also find it easy to welcome and include new team members.

Extroverts, the Downsides: They'll also be more apt to dismiss data and be guilty of the old business syndrome of "ready, fire, aim."  They can be easily distracted by people and events and concentrate on those issues that give them the opportunity to interact with others as opposed to activities such planning and record keeping where they'll need to go into their offices and close the door for several hours.  They may use team meeting time inefficiently and may not adequately prepare for meetings in advance.
 

Introverts

Introverts, the Upside:  The Introverts have the ability to concentrate on an issue and are usually less distracted.   They are comfortable working alone for long periods.  They are likely to think through a decision before implementing it.  They will form strong relationships within the team and invest time in people one on one.

Introverts, The Downside:  Introverts may be more attuned to what they've read than what they've heard.   They may sometimes not be as available emotionally or physically when needed.  They may take longer to make decisions and longer in reversing them. 
 

 Sensors

Sensors, the Upside:  Sensors are people whom you can usually depend on to take care of the details.  They are most often aware of the status of projects, available resources, and implementation steps. 

Sensors, the Downside: Sensors may be uncomfortable in untried areas where there are no standard operations procedures.   They may be uninterested in theory and become demotivated in discussions about blue sky possibilities.  They may not function well in areas where there is no prior experience.
 

Intuitives

Intuitives, the Upside: Intuitives are good at seeing things from 50,000 feet and connecting the dots.  They often see issues from the perspective of the future, where ideas and events are headed.  They can be excellent at pattern recognition and issues that require abstract thinking skills.

Intuitives, the Downside: Intuitives fly so high in their minds that they can miss the details at ground level.  They can be dismissive of historical data that charts past performance.  They can be inattentive to the details of of projects when they are past the conceptual stage.  They often do not think in sequential terms and may become resentful when having to explain details.
 

Thinkers

Thinkers, the Upside:  Business and organizations are populated by the Thinking preference.  Thinkers base their decisions on logic, fairness, and business outcome.  They can make the tough decisions that are often critical on teams.

Thinkers, the Downside:  Thinkers can be quite unaware of the feelings of staff, team members and customers.  When they are aware of feelings, they can consider them irrelevant, too messy and time-consuming.  They can miss subtleties in team dynamics and alienate people who are critical to their own success.  They may be indifferent in some situations to the impact of their own behaviors.
 

Feelers

Feelers, the Upside: Feelers can generally read social situations, team dynamics and morale better than Thinkers.  Having a Feeler on the team can ensure that the team's decisions take into account their impact on people--both internally and external to the team. 

Feelers, the Downside:  Feelers may find conflict difficult to handle.  Some business decisions may be difficult to make because of the interpersonal dimension.  Feelers can be "thin-skinned" and over-sensitive to criticism. 
 

Judging

Judging, The Upside:  Judgers come into business with the assumption that accomplishment is planning and that planning is both long and short range.  They live by daily to-do lists and forward plans.   Few teams could survive without a number of people with this preference.  They are the people who keep the tasks from "falling off the tracks."

Judging, The Downside:  Team members with a Judging preference may not recognize rapidly changing events that require improvisation.    They may cling to plans that are out of date.  They tend to micromanage subordinates.  They can be a major source of guilt and negative "oughts" and "shouldn'ts" on a team.  

Perceiving

Perceivers, the Upside.  Perceivers have the ability to work well in fluid situations where performing under pressure is the key.  Perceivers adapt well to rapidly changing organizations and situations.  They exhibit calm in the face of a storm.  They are legendary for managing looming deadlines.  They can be excellent at seeing a window of opportunity and taking advantage of it.  They have the ability to perform a critical task many times until they master it.  They can be invigorated by crisis management.

Perceivers, the Downside.  Perceivers have the reputation for causing a great deal of organizational stress.  They do not feel the Judger's motivation to begin early and if forced to do so will often not do their best work .  They do not require day-to-day status reports and often do not choose to give them.  Those who depend on them for information often report major stress from their relationships with perceivers.