I N T J

So, I took this online test which is almost as good as having Carl Jung, the analytical psychologist himself, break down my personality. I'm sure you've taken this test before, most likely in a high school guidance counselor's office. According to the test, I exhibit the following traits: introverted (89%), intuitive (50%), thinking (100%), and judging (22%).
For those who care to better understand my personality, here are some tidbits from the surprisingly accurate profile descriptions.

INTJs know what they know, and perhaps still more importantly, they know what they don't know.
They possess the unusual trait combination of imagination and reliability.
INTJs can be unsparing of both themselves and the others on the project. Anyone considered to be "slacking," including superiors, will lose their respect -- and will generally be made aware of this. INTJs have also been known to take it upon themselves to implement critical decisions without consulting their supervisors or co-workers.
While they are capable of caring deeply for others (usually a select few), and are willing to spend a great deal of time and effort on a relationship, the knowledge and self-confidence that make them so successful in other areas can suddenly abandon or mislead them in interpersonal situations.
INTJs do not readily grasp the social rituals; for instance, they tend to have little patience and less understanding of such things as small talk and flirtation. To complicate matters, INTJs are usually extremely private people, and can often be naturally impassive as well, which makes them easy to misread and misunderstand.
Once Masterminds (INTJ) are deep in a project, they can be more concentrated and focused [than other thinking personalities]. The main thing a Mastermind wants is lots of uninterrupted time. They will skip meals, classes, even dates as they pursue the completion of a project.
Although they are highly capable leaders, Masterminds are not at all eager to take command, preferring to stay in the background until others demonstrate their inability to lead.
Masterminds do not feel bound by established rules and procedures, and traditional authority does not impress them, nor do slogans or catchwords.
Problem-solving is highly stimulating to Masterminds, who love responding to tangled systems that require careful sorting out. Ordinarily, they verbalize the positive and avoid comments of a negative nature; they are more interested in moving an organization forward than dwelling on mistakes of the past.
Masterminds are rare, comprising no more than, say, one percent of the population.

I guess that was more of a healthy serving than a few tidbits. Like I said, surprisingly accurate.