Applying Type to Leading Self and Others

Applying Type
to
Leading Self and Others
Presented by

Objectives
Review your successes and challenges of using the
MBTI ® Instrument
Introduce 5 lenses to illustrate how to apply Type theory to
understand individual and team behaviour
Apply the lenses to
– Team strengths and development areas
– Communication and Influencing
– Change
– Leadership
– Problem Solving & Decision Making
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2

What do you remember?
What are the challenges?
What are the successes?
Applying MBTI to date
...What do you want from this session?

The Lenses
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4

Team Type Lens
First Contact with the Team
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5

Team analysis
Record Types on chart
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Determining Team Type
Total the number of individuals for
each of the eight preferences
The preference in each dichotomy with
the higher total is the team preference
The combination of the 4 preferences
with the highest total is the team type
With ties
– Break the tie in favour of the team
leadership
– Break the tie in favour of noticeable
organisational culture
Why?
Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI ® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for
workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and
other countries.
© 2011, CPP, Inc. All rights reserved
7

Analysing Team Type
1. What might this team emphasise? What positive
contributions might this team make to the organisation
2. What challenges might this team face? What might this
team need to do to be optimally effective?
3. What might this team’s leadership emphasise?
4. What challenges might this team’s leadership face? What
might this team’s leadership need to do to be optimally
effective?
Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI ® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for
workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and
other countries.
© 2011, CPP, Inc. All rights reserved
8

Team Type Lens
Teams with Type Diversity
Teams with Type Homogeneity
Source: Introduction to Type and Teams, Hirsh et a (2003)
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9

The Functions Lens
Communications
Influencing
and
Persuading
Selling
Team Roles
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Typical Characteristics of the
Four Functions
Characteristics
STs SFs NFs NTs
At their best,
establish teams
that are
Resourceful
Data oriented
Friendly
Service
oriented
Creative
Development
oriented
Effective
System
oriented
Team
environment
fosters
Accountability
Affiliation
Personal
growth
Autonomy
Are energized
by
Marshalling
resources
Delivering
support
Offering
guidance
Supplying
expertise
Are
exhausted by
Inefficiency
Unfriendliness
Intolerance
Incompetence
Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI ® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for
workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and
other countries.
RM 4-1
11

Communication Activity
Form groups of ST, SF, NF and NT types
In your group discuss….
1] What would someone need to say to persuade you to
buy an MBTI ® Training Package?
What could a sales person say or do that would put you
off purchasing an MBTI ® Training Package?
Record your responses
(Optional)
2] When undertaking a project, which tasks do you seek out?
Which tasks do you try and avoid?
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12

Influencing Activity
Form groups of ST, SF, NF
and NT types
In your group discuss….
What would you need to
hear to be persuaded to
change the way you
work or agree to a
proposal for a new
product or service?
© 2011, CPP, Inc. All rights reserved
Record your responses
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Writing Styles of the Four Functions
ST style
Short, to the point
Precise, with qualifications if
appropriate
Bullet points
Conventional words
“Businesslike” tone
SF style
Short
Bullet points
Conventional words
Personal tone, i.e., personal
pronouns, specific quotes
NF style
Longer, paragraph format
Expressive, underlining,
personalized anecdotes
Unique words and phrases,
personal pronouns
NT style
Longer, paragraph format
Present the “why” or logic
behind the idea
“Businesslike” tone
Unique words and phrases,
metaphors
Source: Judy Allen and Susan A. Brock, Health Care Communications Using Personality Type: Patients Are Different (Philadelphia: Routledge, 2000). Reproduced with permission.
.
Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI ® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to
reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered
trademarks of the MBTI Trust, Inc., in the United States and other countries.
14

Type & Communication
Implications:
People naturally use a
communication or
influencing style that
suits their preferences.
Understanding what our
audience needs
increases our
effectiveness in
communicating with
them.
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15

Team Roles & Personality Type
ST
Technical skills
with objects and
facts
SF
Practical ways of
helping others
NT
Theoretical and
technical
frameworks
NF
Insight and
encouraging
people
Source: Myers, I. (1998) Introduction to Type ®
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16

The Quadrants Lens
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17

Life Cycle of Organisations or New Initiative
IN
EN
ES
IS
DESCRIPTOR
Thoughtful
innovators
Action
oriented
innovators
Action
oriented
realists
Thoughtful
realists
ORGANISATION
FOCUS Vision Change Results Continuity
CHANGE
Internal
vision of
future
Try something
novel
Improve
efficiency &
effectiveness
Can see what
should
change / be
preserved
MOTTO
Let’s think
about it!
Let’s change
it!
Let’s do it !
Let’s keep it!
© 2011, CPP, Inc. All rights reserved
Time elapsed
18

Contributions & Conflict Activity
Form groups of IS, ES, IN and EN
types
What special gifts and
contributions does your
Quadrant bring to the team?
What irritates you about the
other quadrant ?
What do you or could you
admire about the opposite
quadrant?
© 2011, CPP, Inc. All rights reserved
Adapted from MBTI® Team Building Program 1 st Ed (1992) by Hirsh
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Debriefing the Quadrants activity
Invite one group to report their responses. Then invite the
diagonal opposite group to report their responses.
Ask the team how they can agree to incorporate the
perspectives/contributions of all four Quadrants
IS
IN
ES
EN
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20

Problem Solving/Conflict Resolution
and the Four Quadrants
When working to solve a
problem, ISs tend to
Focus on facts that might be
useful
Recall past examples to guide
behavior
Want to determine where energy will
have the best results
Act sensibly
When working to solve a
problem, ESs tend to
Focus on actions that could be
taken
Use conventional structures to guide
behavior
Want to test out where effort will
have the most impact
Act promptly
When working to solve a
problem, INs tend to
Focus on ideas that might be
applicable
Anticipate potential problems to
guide behavior
Want to understand where energy
will have the best results
Act prudently
When working to solve a
problem, ENs tend to
Focus on changes that could be
made
Invent novel frameworks to guide
behavior
Want to speculate on where effort
will have the most impact
Act enthusiastically
Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI ® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to
reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered
trademarks of the MBTI Trust, Inc., in the United States and other countries.
RM 4-19
21

Change and the
Four Quadrants
Ways to introduce change to ISs
Relate it to what they know
Give them a detailed picture of the
change
Emphasize the connection with what
is known and understood
Show them how it can make a
tangible, lasting difference in their
work
Ways to introduce change to ESs
Relate it to what they can do
Give them a realistic rationale for
the change
Emphasize the connection with
current procedures
Show them how it can make their
work more efficient and easier
Ways to introduce change to INs
Relate it to innovative concepts
Give them the underlying
significance of the change
Emphasize the possibilities for
creativity
Show them how it can bring their
work closer to the ideal
Ways to introduce change to ENs
Relate it to inventive ways of doing
things
Give them a broad overview of the
change
Emphasize the possibilities for
variety
Show them how it can make their
work pioneering and fresh
Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI ® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use.
Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries.
RM 4-18
22

The Dynamics Lens
Order of
Preferences;
Dominant
Auxillary
Tertiary
Inferior
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The Dynamics Lens
Provide team participants with a brief overview of type
dynamics by presenting the following:
– Each personality type has a favourite or most trusted
preference - Dominant Preference
– There is a hierarchy of preferences for each type - see
Introduction To Type ® and Teams booklet pages 47-48
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24

Dominant Preferences in the Type Table
1 st row: 2 nd letter
ISTJ ISFJ INFJ INTJ
2 nd row: 3 rd letter
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
3 rd row: 2 nd letter
ESTJ ESFJ ENFJ ENTJ
4 th row: 3 rd letter
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25

Activity Scenario
Your work office will need to
relocate from a capital city to
a smaller town. What would
be the first things your group
would consider to implement
this decision?
Start with your Dominant
preference group then move
to the next preferences
according to the time
allocated.
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26

Decision Making Process for Team
Problem-Solving Model
Model from Gordon Lawrence, People Type and Tiger Stripes (Gainesville, FL:CAPT, 1982), p.58.
SENSING
(FACTS)
INTUITION
(POSSIBILITIES)
THINKING
(CONSEQUENCES)
FEELING
(IMPACT ON PEOPLE)
Using the Myers-Briggs Type Indication in Organizations (2 nd edition) by Sandra Krebs Hirsh. © 1991 by Consulting Psychologists Press, Inc. Permission is herby granted to reproduce this
worksheet for workshop use. Duplication for any other use, including resale, is a violation of the copyright law.
© 2011, CPP, Inc. All rights reserved
27

Problem Solving and the Four
Dominants
Sensing Dominants are likely to
ask
How is the problem defined?
What are the current procedures?
What are our specific goals?
What are the immediate objectives
and how can timelines be
established?
Thinking Dominants are likely to
ask
Is this a legitimate issue?
How does it affect performance?
What are the pros and cons?
How can we look at this
systematically?
Intuitive Dominants are likely to
ask
What alternatives are there?
How is this issue related to wider
concerns?
What are the opportunities for
growth?
What are our hunches about this
issue?
Feeling Dominants are likely to
ask
What are people’s feelings about this
issue?
How can different sides be
accommodated?
What will increase harmony?
How will this affect the people
concerned?
Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI ® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other
use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries.
RM 4-45
28

MBTI Leadership Poster
Type __________
As leaders . . .
Contributions
Overdo
Overlook
What do you need
to be your best
What others do that
annoys you
Motto:
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Follow-up Group Coaching
45 minutes X 2 ?
90 minutes X 1 ?
When ?
30

Resource Materials -Teams & Leadership
Introduction to Type ® and Teams
MBTI ® Teambuilding Program Leaders Resource Guide
Introduction to Type ® in Organizations
Introduction to Type ® and Decision Making
The Leadership Advantage – Training Program
Using the MBTI ® Tool in Organizations – Leaders Resource Guide
Developing Leaders – Research & Applications in Psychological Type
Enhancing Leadership Through Psychological Type
Teamwork from the Inside Out – Field book
31

Thank You
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MBTI, Myers-Briggs Type Indicator, Myers-Briggs, the MBTI logo and Introduction to Type are registered trademarks of the Myers-Briggs Type Indicator Trust. SkillsOne and the
CPP logo are registered trademarks of CPP, Inc.
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