Introduction To The Myers-Briggs Type Indicator: A Leadership Workshop January 26, 2009
Introduction To The Myers-Briggs Type Indicator: A Leadership Workshop January 26, 2009
Introduction To The Myers-Briggs Type Indicator: A Leadership Workshop January 26, 2009
The MBTI
Is a personality assessment tool proven valid for about 50 years by psychologists worldwide
Katharine Briggs developed idea in the 1920s based on Carl Jungs work KB and daughter Isabel Briggs Myers spent 20 years researching until they produced an accurate and valid questionnaire Overseen by the Consulting Psychologists Press since 1979
We display our preferences in many ways all the time without even realizing it
MBTI Structure
Each scale has 2 aspects (preferences); for a total of 16 possible personality types Well be comparing each of the 4 scales on the basis of their extremes; however:
Most people are not extreme The stronger the score, the more distinct and noticeable it often is to others
The closer the score, the greater ones comfort in both areas
Remember, this describes a persons zone of greatest comfort, it does not predict behavior
Extroversion (E) / Introversion (I) How you give and receive energy
Lets talk. Give me a minute to think.
Focus their energy and process information by interaction with their external environment
Focus their energy and process information through reflection and introspection
This is NOT the same as shyness
Extroverts:
Introverts:
Talk louder; stand closer Often enjoy noisier environment May experience energy drain working in solitary for extended periods
Prefer more personal space Appreciate a quieter environment May energize more by working in solitary for extended periods Interaction with groups is ultimately draining, even if valued; need time to recoup
Interaction with people and things is energizing, even when they are tired
Extroverts:
Introverts:
Understand their world by watching and reading, in addition to acting on or talking about it
Tend to take time to think before they speak or act; they may be uncomfortable when asked to perform or respond on demand Learn and work best by having time to understand and process information on their own
Extroverts:
Introverts:
Casual conversations may dominate Larger group of friends; doesnt require each to be meaningful
Extroverts:
70% of U.S. population
Introverts:
30% of U.S. population
Managers Salespeople Trainers and presenters Areas where interacting externally with people and things is of value
Researchers Engineers Writers Psychologists Areas where ability to reflect before acting is of value
Can seem to have made a decision that is, in fact, just verbal processing and not really final
Can sound more final than they may feel if not given time to fully consider the issue Can appear to be aloof, unfriendly, or non-communicative Can fail to offer valuable input if not given the opportunity
Can come on too strong or can pry without meaning to Can easily take up more than their share of talk time or physical space
Extroverts:
What you can do
Introverts:
What you can do
Allow interaction Provide opportunity to interact and process verbally Utilize teams, when possible Help them learn to give others a voice, too
Make sure they are given time to prepare their thoughts Dont over-talk them Be open to their comments after the fact, too, when theyve thought about it more Eliminate excess noise, when possible
Sensing (S) and Intuitive (N) How you gather information & data
Just the facts, please.
What if
Sensors:
iNtuitives:
Enjoy working with information and tasks that are organized and presented in an orderly sequential format Tolerant of routine Start from the beginning and move forward.
Prefer solving conceptual problems and developing new skills Less tolerant of routines or sequential tasks (easily bored by them)
Sensors:
iNtuitives:
Do-ers
Thinkers
Jump around between ideas and tasks as they work and learn
Likely to have bursts of energy rather than stamina
Sensors:
70% of U.S. population
iNtuitives:
30% of U.S. population
Accountants Salespeople Scientists Data handlers Teachers Technicians Tacticians of all sorts
Philosophers Leaders of all sorts Artists Directors College professors Musicians Visionaries in general
iNtuitives:
Can become impatient or frustrated with complex or futureoriented tasks or ideas that may take a long time to complete
Can become impatient or frustrated with details or overlysimplistic explanations Can become unrealistic when addressing only the possibilities
Sensors:
What you can do
iNtuitives:
What you can do
Show facts and details Be practical Make sure any plan includes logical sequence, not just ideas
Present concept first Be patient with imaginative processing Allow details to be formulated later
Thinkers:
What is right?
Feelers:
What is fair?
Thinkers:
Feelers:
Deal best with objective data and cause-and-effect Break down ideas into their parts
View the atmosphere at work as being as important as the work itself Motivated by other people; are supportive and encouraging
Thinkers:
Feelers:
Less comfortable with emotions Best when introduced as facts and details Objective attitudes and decisions First consider the pros and cons of ideas, information, and opinions
Thinkers:
Feelers:
Prefer calm, objective interactions; desire to remain logical Value competence and justice Are directdont mince words and dont like to be patronized
Approachable; prefer warm, friendly interactions; desire to please. Value relationships and harmony Are tactfulwill often take a circuitous route to address an issue to save feelings
Thinkers:
67% of MALE population; 33% of FEMALE population
Feelers:
67% of FEMALE population; 33% of MALE population
Business leaders Attorneys Engineers Physicians Administrators Entrepreneurs Financial and banking
Feeling:
Can seemor even becold, harsh, judgmental, or simply too blunt May inadvertently hurt others feelings Less comfortable with feelings in general, but especially emotional scenes
Can find objective reasoning harsh and may undercut decisions Feelings get hurt more easily May feel criticized by those who function in a logical, analytical mode
Thinkers:
What you can do
Feelers:
What you can do
Be brief and concise Present feelings in a logical context Allow intellectual criticism
Communicate humanistic value up front Be patient with talk of personal impact Use care in your choice of words (tact)
Make decisions as soon as possible to gain closure Show initiative in planning and organizing their world
Defer judgments in order to gather more information Act spontaneously and leave things to the last minute; or may choose not to plan or organize tasks or time at all Play now, work later
Judgers: Perceivers:
Value routines, order and structure Plan ahead; accept change more slowly
Value flow and flexibility Flexible and adaptable; embrace change more comfortably Process-oriented; like things open, spontaneous Require inspiration The journey is the reward
Judgers: Perceivers:
70% of U.S. population 30% of U.S. population
Perceiving:
Can leap to conclusions or decisions too quickly because of their discomfort with openendedness Can be resistant to changes or new ideas after initial plan is instated Can be too narrowly focused
Can stay so open to new ideas that project completion is threatened or entirely derailed Can be easily sidetracked
Judgers: Perceivers:
What you can do
Allow a means for closure Itemize achievements and milestones Allow prep time Respect deadlines
Remain open to new possibilities Encourage creativity and flexibility Allow productive changes in direction
Use it to create more comfortable and successful settings (study time, work groups,
relationships)
Watch for ways your preferences can lead you into areas of success
Group Composite
INFJ INFP ISTJ ISFJ
About 1% of population
ENFJ
About 1% of population
ENFP
About 6% of population
ESTJ
About 6% of population
ESFJ
About 5% of population
INTJ
About 5% of population
INTP
About 1% of population
ENTJ
About 1% of population
ENTP
About 6% of population
ESTP
About 6% of population
ESFP
About 5% of population
About 5% of population
Important Take-Aways
Leadership is first and foremost a state of mind. Consciously embracing different preferences and distilling its value will enhance your leadership capabilities E and I: One of the strongest things you can do as a leader is recognize the strength of both perspectives S and N: Possibly the area of greatest potential discord among individuals and teams, because it deals with the most fundamental way we look at our world T and F: These are sequences. Learn to incorporate both into actions and decisions, and help others do so J and P: Appropriate application will bring out the best
Electronic copies of this presentation are available More information available online at:
http://changingminds.org/explanations/preferences/preferences.ht m (Includes some fun stuff) http://typelogic.com/ (Detailed information for each type)