The Obama Momentum
- Hope, Balance, & Opportunity -

        John McCain is an Artisan, and his specific type is an ESTP, what Keirsey calls the Promoter. The ESTP is, according to Keirsey, "practical, optimistic, cynical, and focused on the here and now." If the ESTP portra it gives you a feeling of déjà vu, it's because George W. Bush is an ESTP, too. They are a common presidential type: Both Roosevelts, JFK, and LBJ were ESTPs. "Artisans need to be potent, to be felt as a strong presence and they want to affect the course of events," writes Keirsey. They hunger to "have a piece of the action," "to make something happen" whether "on the battlefield" or "in the political arena." So many politicians are Artisans because "politics allows not only for maneuvering, excitement, and risk—but for powerful social impact."

        In a Newsweek profile of McCain, Republican Sen. Susan Collins of Maine said, "He's a real player in the Senate. He has tremendous impact." As McCain said to Esquire, "I get attacked everyday because I'm working with Ted Kennedy. How can I work with Kennedy? Because I want to get something done."

        "Artisans also make everyone else look like amateurs when it comes to improvising survival tactics," writes Keirsey. Their wily ability to make do in dire circumstances makes them "successful scroungers as prisoners of war." Newsweek describes how "McCain survived in prison camp by sheer cussedness."

        Artisans "are not threatened by the possibility of failure in themselves or others, so they are likely to take risks and encourage others to do the same." That is how a man whose election prospects were dim only a few months ago can say to the Washington Post of the campaign, "Actually, it's been very invigorating, it really has been."

        Promoters have strong people skills, but it is not the warm sense of connection one gets from an Idealist like Obama. "Promoters are so engaging … that they might seem to possess an unusual amount of empathy, when in fact this is not the case," writes Keirsey. "Rather, they are uncanny at reading people's faces and observing their body language." Or as the Wall Street Journal recently wrote, "When Mr. McCain took the stage in Sun City, the applause was polite. When he finished, he got a standing ovation. … [H]is ability to sense and ride the emotional flow of an audience is astonishing."

        Grand theories are not for the ESTP. "No high-flown specu lation for the Artisan, no deep meaning or introspection. [They] focus on what actually happens in the real world , on what works, on what pays off, and not on whose toes get stepped on." This is how you get labeled a "maverick" and "Sen. Hothead." This is why the Wall Street Journal writes, "Mr. McCain's great political strength has also been his main weakness, which is that his political convictions are more personal than ideological."

        Keirsey says Artisans "are the world's great risk-takers. They delight in putting themselves in jeopardy, taking chances, facing hazards." (Does this sound familiar? See: Iraq.) When times call for careful planning, or consistent, long-term management, you don't call on the ESTP. Keirsey writes that they "may be careless about details" or "they can be unprepared at times when preparation is called for, and can spring the unexpected on colleagues." "They are like firemen who, having nothing to do set fires so that they can put them out."

        Barack Obama—no one will be surprised to learn—is an Idealist. His specific type is an ENFP, what Keirsey calls "the Champion."

        ENFPs, says Keirsey, are "filled with conviction that they can easily motivate those around them." Champions work to "kindle, to rouse, to encourage, even to inspire those close to them with their enthusiasm." Idealists "usually have a tongue of silver" and are "gifted in seeing the possibilities" of institutions and people. Here's Obama on leadership: "[W]e need leaders to inspire us. Some are thinking about our constraints, and others are thinking about limitless possibility."

        This ability to move people through imagery and rhetoric carries a danger for the ENFP, says Keirsey—a belief in "word magic." "Word magic refers to the ancient idea that words have the ability to make things happen—saying makes it so." This is the basis of the critique of Obama by his less-soaring opponents. Hillary complains that people ask her to "give us one of those great rhetorical flourishes and then, you know, get everybody all whooped up." (As if she could.) Says John McCain, "To encourage a country with only rhetoric is not a promise of hope. It is a platitude."

        Keirsey says Idealist leaders should be called catalysts because "[t]he individual who encounters such a leader is likely to be motivated, animated, even inspired to do his or her very best work." The New Yorker's Packer writes, "Obama offers himself as a catalyst by which disenchanted Americans can overcome two decades of vicious partisanship. …"

        Idealists are deeply introspective. According to Keirsey, their "self-confidence rests on their authenticity," which makes them "highly aware of themselves as objects of moral scrutiny." Idealists, such as Thomas Paine, Mohandas Gandhi, and Martin Luther King Jr., tend to be leaders of movements, not office-holders. If Obama is elected, not only would he be the first black president, but according to Keirsey, he'd be the first Idealist president. (Kroeger speculates that Lincoln may have been an Idealist.) Idealists are rare in any executive position. In a survey Kroeger did of the personality types who make it to top management, less than 1 percent were ENFPs—while almost 30 percent were Hillary's type, the ESTJ. But the 16 types are not evenly distributed in the population and ENFPs themselves are rare—Keirsey estimates only about 2 percent of people are ENFPs. Kroeger says the ENFP can be an effective boss. "At their best they  bring a refreshing alternative style to top management and decision making."

        Keirsey says that the Idealist is the unusual leader who is "comfortable working in a climate where everyone has a vote." In a V anity Fair profile, Todd Purdum quotes a Harvard Law School classmate of Obama's describing his collaborative style as editor of the Law Review. Obama was "someone who wanted the group decisions to reflect the group's intent, not Barack's intent." (This classmate added, "I actually would have been happier for him to say sometimes, 'This is how we're doing this, and shut up' ") Wanting inclusiveness has been a hallmark of Obama's career and his campaign. Purdum noted that in the Illinois Legislature, "Obama made friendships across the aisle" and used his people skills to get some difficult legislation passed. In a speech, Obama described this ability: "If you start off with an agreeable manner, you might be able to … recruit some independents into the fold, recruit even some Republicans into the fold."

        As leaders, Keirsey says, the Idealists possess a "diplomatic intelligence." They "seek common ground," want to "forge unity," arrive at "universal truths," and are "trusting." Given these qualities, it should be no surprise that Obama says that as president, he would quickly sit down with our enemies. He told Paris Match, "I want to have direct talks with countries like Iran and Syria because I don't believe we can stabilize the region unless not just our friends but also our enemies are involved in these discussions."

        Plans such as this have resulted in Hillary Clinton, Rudy Giuliani, and others accusing the possible next commander in chief of naiveté. Keirsey says the Idealist has to be careful not to make errors in judgment by projecting "their own attributes onto others." Because they tend to have a positive outlook, they can be "surprised when people or events do not turn out as anticipated."

        The ENFP can have a problem with "restlessness," says Kroeger. "As a task or responsibility drags on and its mantle becomes increasingly routine, the ENFP can become more pensive, moody, and even rigid." Obama himself referred in a debate to his disorganization and dislike of paperwork—and his self-knowledge that "I need to have good people in place who can make sure that systems run." But as Purdum writes, it is Obama's "restlessness" that prompted him "to take a chance, to aim higher—when others told him to wait his turn."

        Terri