Myers-Briggs Personality Test With Detailed Results

Let us introduce our Myers-Briggs questionnaire that reports your position on four preference scales: Extraversion–Introversion, Sensing–Intuition, Thinking–Feeling, and Judging–Perceiving. Visual meters and tailored text shows you where you land on each scale. It is not the official MBTI® assessment, but rather inspired by it and brought to the next level. Enjoy!

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What it measures: your preferences for directing energy (E–I), taking in information (S–N), making decisions (T–F), and approaching work/life (J–P). The official framework describes these pairs in detail and how they combine into a four-letter type.

What it’s good for: self-reflection, team communication, and development conversations. It is not intended or validated for hiring/selection; The Myers-Briggs Company explicitly advises against using MBTI results to make employment decisions.

How to Use This Tool

Respond to 48 statements on a six-point agreement scale (no neutral) to reduce fence-sitting and reveal a direction on each preference pair. (The official MBTI uses forced-choice items; our Likert format is MBTI-inspired.)
View your visual scales (0–100% toward the first letter of each pair).
Read personalized review for your exact band on each scale.
Copy and share your results with the built-in copy button.

MBTI In-Depth: The Four Scales Explained

E–I • Social Energy

Extraversion (E): prefers interaction, outward exploration, speak-to-think collaboration. Introversion (I): prefers reflection, focused solitude, think-to-speak communication.

Personalized result bands (what your % means)

90–100% toward E — Very strong Extraversion: frequent interaction and external momentum recharge you; long solo stretches drain.
75–89% E — Strong Extraversion: fast-paced collaboration works best; add short solo blocks for consolidation.
60–74% E — Moderate Extraversion: regular touchpoints help; you can focus alone when goals are clear.
55–59% E — Slight Extraversion: a bit of buzz helps you start; then short solo sprints deliver.
51–54% E — Edge Extraversion: mild preference for interaction; quick stand-ups/co-working help momentum.
50% — Balanced: you switch context well; choose environment to match the task.
46–49% E — Edge Introversion: small lean to quiet preparation improves group contribution.
41–45% E — Slight Introversion: prefer written context and planned discussions; short social bursts are fine.
26–40% E — Moderate Introversion: extended focus blocks and 1:1s suit you; large groups drain faster.
11–25% E — Strong Introversion: deep work is a strength; protect recovery time after social demand.
0–10% E — Very strong Introversion: long, uninterrupted windows and minimal interruptions are optimal.

S–N • Information Style

Sensing (S): attends to facts, details, and what is observable. Intuition (N): attends to patterns, meanings, and future possibilities.

Personalized result bands

90–100% toward S — Very strong Sensing: rely on concrete evidence and working details; you catch inconsistencies early.
75–89% S — Strong Sensing: stepwise plans and tested methods reduce risk; expect specifics before green-lighting ideas.
60–74% S — Moderate Sensing: start with facts and examples, then extend to patterns.
55–59% S — Slight Sensing: practical checks matter; enjoy some ideation after requirements are clear.
51–54% S — Edge Sensing: simple prototypes or sample data help commitment.
50% — Balanced: you pivot between detail and possibility; alternate zoom-in/zoom-out reviews.
46–49% S — Edge Intuition: a basic model clarifies direction before details.
41–45% S — Slight Intuition: look for themes and implications; add final detail checks.
26–40% S — Moderate Intuition: lead with concepts and connections; pair with detail reviews.
11–25% S — Strong Intuition: future framing motivates you; assign a scope/requirements partner.
0–10% S — Very strong Intuition: model-first approach; keep a detail owner to translate to steps.

T–F • Decision Lens

Thinking (T): emphasizes logic, consistency, and objective criteria. Feeling (F): emphasizes values, empathy, and impact on people.

Personalized result bands

90–100% toward T — Very strong Thinking: objective trade-offs and candid critique drive decisions.
75–89% T — Strong Thinking: logic and structure cut through noise; state human impact for buy-in.
60–74% T — Moderate Thinking: evidence leads; integrate people considerations before finalizing.
55–59% T — Slight Thinking: prefer rational debate yet stay open to values-based adjustments.
51–54% T — Edge Thinking: agree on criteria upfront to speed consensus.
50% — Balanced: translate between data and values; good at brokering durable agreements.
46–49% T — Edge Feeling: clarifying who’s affected helps commitment.
41–45% T — Slight Feeling: protect relationships and harmony; add explicit decision rules.
26–40% T — Moderate Feeling: morale and fairness weigh heavily; invite a devil’s-advocate pass.
11–25% T — Strong Feeling: people impact is primary; lock criteria before discussion.
0–10% T — Very strong Feeling: purpose and care anchor calls; pair with a metrics owner to track outcomes.

J–P • Planning Approach

Judging (J): prefers structure, schedules, and closure. Perceiving (P): prefers flexibility, iteration, and keeping options open.

Personalized result bands

90–100% toward J — Very strong Judging: milestones and early closure reduce stress; late changes are costly.
75–89% J — Strong Judging: clear deadlines drive delivery; buffer change windows.
60–74% J — Moderate Judging: like a plan and can flex with notice; freeze scope near the end.
55–59% J — Slight Judging: lists and check-ins help you finish; brief discovery time is useful.
51–54% J — Edge Judging: decide on “good enough,” then move.
50% — Balanced: plan broadly, then iterate in short, contained cycles.
46–49% J — Edge Perceiving: keep options open with light guardrails.
41–45% J — Slight Perceiving: prefer exploring; time-box choices to avoid stalls.
26–40% J — Moderate Perceiving: adapt quickly and learn in motion; define a hard decision stop.
11–25% J — Strong Perceiving: improvisation and responsiveness are assets; assign a finisher to lock scope.
0–10% J — Very strong Perceiving: maximize flexibility; use short sprints with explicit exit criteria.

About the Official MBTI® Assessment

Origins: developed by Katharine Cook Briggs and Isabel Briggs Myers, based on Jung’s psychological types.
Structure: Step I identifies whole type (the four letters). Step II provides finer “facet” results; Step III addresses developmental feedback.
Format: the official instrument uses forced-choice items and categorical (preference) outcomes; it’s not designed as a clinical or hiring test.
Use cases: personal growth, communication, team and leadership development (administered by certified practitioners).
Debate: popularity versus psychometric critiques (e.g., dichotomies, test–retest). It’s best treated as a framework for self-insight rather than a diagnostic.

Sources & Further Reading

Share your results in the comments: Which bands did you land in on each scale? Do the personalized narratives feel accurate for you in real projects or relationships?

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