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HERS Institute 2016

PR E SEN TE D BY

Elizabeth SuárezHERS Core Faculty, ADR Strategist

Understanding Your

Leadership Style

Using MBTI Analysis







Objectives

To provide a foundations of Myers-Briggs Type

Indicator (MBTI), Step I and Step II.

To validate results of MBTI for each participant.

To increase awareness of individual preferences.

To understand variations within preference

groups.

To capitalize on your leadership strengths and

strengths of colleagues.




About the MBTI® Instrument

An indicator—not a test

Looks only at normal behavior

Forced-choice questions

No right or wrong answers—no better or

worse types.

• All types have potential strengths and possible

pitfalls or blind spots

Your results are confidential

4




Carl Gustav Jung (1875–1961), a Swiss psychiatrist, developed a theory of personality:

Differences between people are not random. Instead they form patterns—types.

Psychological Types(published 1921, translated into English 1923)

Carl G. Jung

5




Katharine C. Briggs Isabel Briggs Myers

6

Spent 20 years studying,

developing, applying Jung’s

theory

Developed questions that became

the Myers Briggs Type Indicator

instrument




Jung’s Personality Theory

Jung observed that we all live in two worlds:

• The outer world of things, people, and events

and

• The inner world of our own thoughts, feelings,

and reflections

Each person has a preference for either the

outer world or the inner world

7




Jung’s Personality Theory (cont.)

Jung believed that preferences are

innate— Nature “inborn predispositions”

He also recognized that they are shaped by

environmental influences, such as family,

culture, and education Nurture

8

NatureMBTI® instrument

NurtureEnvironment

vs.




“Handedness” Activity

9




The MBTI® instrument indicates preferences on four

pairs of opposites, called dichotomies:

The MBTI® Dichotomies

10

Extraversion E or I Introversion

Sensing S or N Intuition

Thinking T or F Feeling

Judging J or P Perceiving




MBTI® Theory

11

Four pairs of opposites—like our right and

left hands. We all use both sides of each

pair, but one is our natural preference.

The MBTI® instrument is designed to

indicate those inborn preferences.

The MBTI instrument is not designed to

measure skills or effects of environment.

16 Portraits of Human Behavior = MBTI Types




Extraversion Introversion

E ------------energy flow------------ I

Where we focus our attention & get our energy




Reflection and Discussion

In a party, how do you handle introductions?

Do you wait for others to introduce

themselves? Or do you take the lead?




E–I Differences People who prefer Extraversion:

Direct their energy and attention outward

Focus on the outer world of people

People who prefer Introversion:

Direct their energy and attention inward

Focus on their inner world of ideas and experience

We all use both preferences, but usually not with equal comfort

Most of us have a preference for one or the other

14

Source: Introduction to Myers-Briggs®

Type (7th ed.), I. B. Myers, p. 5.




Key Words Associated with E–I

Extraversion

Action

Outward

People

Interaction

Many

Expressive

Do-Think-Do

Introversion

Reflection

Inward

Privacy

Concentration

Few

Quiet

Think-Do-Think

15




If you don’t know:

what an E is thinking, you

haven’t been listening

what an I is thinking, you

haven’t askedIsabel Briggs Myers




E–I Self-Assessment

Given the choice, which do you prefer:

Extraversion or Introversion?

your self-assessment

17




Sensing iNtuition

S-------gathering information------N

The way we take in information

and the kind of information we

like and trustSource: Introduction to Myers-Briggs® Type (7th ed.), I. B. Myers, p. 5.




Taking in Information

View the following picture

Be prepared to discuss




Christopher Williams, Sir Isaac Newton (Masquerade, J. Cape, 1979). Used with permission of the artist.

20




Taking in Information

What did you see?




Sensing

People with this

preference take

in information in

a precise and

exact manner -

through the five

senses.




Intuition

People with this

preference take

in information

through a “sixth

sense” in an ad

hoc, innovative

manner.




S–N Illustration

24

Source: Introduction to Type®

and Change, N. J. Barger & L. K. Kirby, p. 4.




Key Words Associated with S–N

Sensing

Facts

Realistic

Specific

Present

Keep

Practical

What is

Intuition

Ideas

Imaginative

General

Future

Change

Theoretical

What could be

25




The Question of Creativity

Creativity is not measured by the MBTI

S/N scale emphasizes the process of

gathering information

S/N scale influences how creativity is

expressed




S–N Self-Assessment


Sensing or Intuition?


27




Thinking Feeling

T---------making decisions-------- F




Decision Making Exercise

SITUATION:

You have been asked to cut your department budget by 33%

After further analysis you realize you must let go two of your staff members

QUESTION:

What variables will you consider in determining who goes and who stays?




Thinking

People with this

preference use

objectivity and

logic when

making decisions.

Make decision by stepping back from situation

Taking an OBJECTIVE view

Analyze Situation




Feeling

People with this

preference seek

harmony and

value alignment

when making

decisions.

Make decision by stepping into situation

Taking an EMPATHETIC view




Key Words Associated with T–F

Thinking

Head

Detached

Things

Objective

Critique

Analyze

Firm but fair

Feeling

Heart

Personal

People

Subjective

Praise

Understand

Merciful

32




T– F Self-Assessment


Thinking or Feeling?


33




Judging Perceiving

J----------implementation----------P

Our attitude toward the external world

and how we orient ourselves to it

Source: Introduction to Myers-Briggs®

Type (7th ed.), I. B. Myers, p. 6.




Lifestyle Exercise

How you would

NATURALLY

approach a

vacation that is

scheduled six to

twelve months

in the future?




Judging

People with this

preference like to

live an orderly life,

come to closure

and act on

decisions.




Perceiving

People with this

preference like to

live

spontaneously,

to remain open

and adaptive.




J–P Illustration

38

Source: Introduction to Type®

and Change, N. J. Barger & L. K. Kirby, p. 5.

We all use both attitudes, but usually

not with equal comfort.




Key Words Associated with J–P

Judging

Organized

Decision

Control

Now

Closure

Deliberate

Plan

Perceiving

Flexible

Information

Experience

Later

Options

Spontaneous

Wait

39




J–P Self-Assessment


Judging or Perceiving?


40




Let’s Review!!

Which type continuum do

the following cartoons

relate to…?
















Personality TypeWhen combined, your preferences indicate

your personality type.

46




16 Personality Types

47




HERS Denver 2016

Preference # %

E

I

30

30

50

50

S

N

25

35

42

58

T

F

36

24

60

40

J

P

44

16

73

27




General Population Preferences

(HERS Denver 2016)N

Preference % Pop. Percent*

E 50

I 50

49

51

S 42

N 58

73

27

T 60

F 40

40 (Men 56; Women 24)

60 (Men 44; Women 76)

J 73

P 27

54

46

*Myers, I. B., McCaulley, M. H., Quenk, N. L., & Hammer, A. L. (1998). MBTI Manual: A guide to the development

and use of the Myers-Briggs Type Indicator (3rd ed.). Palo Alto, CA: Consulting Psychologists Press.




50

MBTI®Complete + Profile

Summary of MBTI® results

Provides a four-letter reported type based

on your responses to the instrument items

Summarizes your self-estimated type

based on your self-assessment in the

interactive learning session

Describes the preferences

Lists characteristics frequently associated

with the reported four-letter type




Self-Estimate ~ Verification

As a result of learning about the eight

preferences and deciding which four you prefer,

you have completed a self-estimate of your type.

Now let’s see what your reported type is (based

on how you responded to the items)

Review your report

51




“Has My Type Changed?”

Why might you get different results?

You answered the items differently!

• Different mind-set

• Familiarity with MBTI® questions and definitions

may skew responses

Remember:

MBTI results report how you responded to

the items—you decide your “best-fit” type

52




Step II: The Theory

Step II is an elaboration of Step I and is always interpreted within a Step I context • Because there is an inborn disposition to prefer

one or the other pole of each dichotomy

Step II shows distinctive ways your Step I type is expressed; helps to clarify unclear preferences




Step II: Benefits - unique you

Increases understanding of expressed/observeddifferences between self and others of the same type

Clarifies and resolves ambivalences you may have about your four basic type preferences by identifying distinctive ways you express those preferences• Expands understanding of preferences by introducing 5

sets of facets for each of the 4 preference categories

Provides another opportunity to verify and understand your type and to better understand others




Step II: Scoring explained

There are 5 facet pairs for each of the 4 preference

pairs

Overall preference is highlighted followed by bar

graphs of the facet results

Scores go from the 0 in either direction to 5

• Scores of 1-5 left or right are either in- or out- of preference

• Scores between 0-1 in either direction are mid-zone




More Facet Information

The facet listed first fulfills the criterion of the breadth and generality of the preference from a conceptual point of view.

The 4 main preference scales and the set of 20 facets can operate independently of each other




More Facet Information

When facets are in the opposite direction than the preference – it is not a mistake!

• Step II has 144 questions, 93 of which are identical to Step I

• The remaining 51 are not sufficient to fulfill the 20 facets

• Facets are made up of between 5 and 9 items

• So, some of the original items are used a second time but with different scoring weights

• This is especially true on the T-F preference scale where 6%-7% of clients may have 3-4 facet scores in the opposite direction.




Where Step II is REALLY helpful!




Where Step II is REALLY helpful!




E IStep II facets

connect and communicate




What Step II adds to E / I

Extraversion Initiating: introduce

people

Expressive: self-revealing, demonstrative

Gregarious: seek popularity, broad circle of friends

Active: interactive, want contact, listen & speak

Enthusiastic: lively, seek spotlight, energetic

Introversion Receiving: are introduced

Contained: harder to know, private

Intimate: one-on-one, find individuals

Accepting: onlooker, prefer space, read & write

Quiet: calm, seek back-ground, enjoy solitude




S NStep II facets

attend and make meaning




What Step II adds to: S / N

Sensing Concrete: facts, literal,

tangible

Realistic: sensible, seek efficiency, matter-of-fact

Practical: pragmatic, results-oriented, applied

Experiential: hands-on, empirical, trust experience

Traditional: conventional, customary, tried & true

iNtuition Abstract: symbolic,

figurative, intangible

Imaginative: inventive,

seek novelty

Conceptual: scholarly,

idea-oriented, intellectual

Theoretical: seek patterns,

hypothetical, trust theories

Original: unconventional,

different, new & unusual




T FStep II facets

decision making strategy, style. stance




What Step II adds to: T / F

Thinking Logical: impersonal,

impartial, objective

Reasonable: truthful, fair cause & effect, task focus Questioning: challenging, want discussion, precise

Critical: skeptical, want proof, critique

Tough: firm, ends-oriented, tough-minded

Feeling Empathetic: personal,

seek understanding

Compassionate: tactful, sympathetic, loyal

Accommodating: want harmony, agreeable

Accepting: tolerant, trusting, give praise

Tender: gentle, means-oriented, tender-hearted




Dealing with Deadlines

You have just been given the go ahead ($,

time, staff) for your leadership project

You have been invited to present it to your

President/Chancellor. The one-hour meeting

has been scheduled for 30 days from today

On what day will you actually start working on

the assignment? When will you complete

it/hand it in?




J PStep II facets

life-style




What Step II adds to: J / P

Judging Systematic: like order &

structure, not diversions

Planful: advance planner, like

firm plans

Early starting: motivated by

self-discipline & steady

progress, stressed with late

start

Scheduled: want routine, like

lists, procedures & templates

Methodical: plan specific tasks,

organized

Perceiving Casual: easy going, welcome

distractions

Open-ended: go with flow, like

flexible plans

Pressure-prompted: motivated

by pressure, bursts & spurts,

not stimulated by early start

Spontaneous: want variety &

the unexpected, dislike

procedures

Emergent: plunge in,

adaptable




Applying Step II

Pages 8 through 12 of your report provide insight into how your type influences:

• Communicating

• Making decisions

• Managing change

• Managing conflict




Temperaments

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ




TEMPERAMENT LENS

NTs - value ingenuity and logic, intuitive thinkers

VISIONARY

NFs - value inspiration and a personal approach,

intuitive feelers CATALYST

SJs - value responsibility and loyalty

TRADITIONALIST

SPs - value cleverness and timeliness

TROUBLESHOOTERS




TEMPERAMENTS

VISIONARY (NT) • Rational/Strategic/Logic/Competence

CATALYST (NF) • Idealists/Diplomatic/How People Feel is Imp

TRADITIONALIST (SJ) • Guardians/Logistical/Belong/Plan

TROUBLESHOOTER (SP) • Artisans/Tactical/Respond as it

Occurs/Variety/Spontaneous




HERS Denver 2016

Temperament Types

74SPTroubleshooters/Spontaneous

3521SJTraditionalist/Belong

2817NFCatalyst/Feelers

3018NTVisionaries/Thinkers

%#Temperament




ExerciseIn temperament type groups discuss:

Your strengths

What you might contribute to a team

What irritates you; what is difficult for you to deal with

How you might irritate others

What other temperaments are needed to complement yours

Based on the above information develop a Communication Kit that describes why your temperament type deserves to run the institution.

To make it effective and appealing this kit must include a name, slogan and jingle.

The Communication Kit will be presented to the board of trustees and must define your temperament type as the best choice for any future hires




NT - VISIONARYINTJ - ENTJ - INTP - ENTP

VALUES: competence; intelligence; complexity; principles

NEEDS: recognition; complex challenges; logic

STRENGTHS: ideas; logic; ingenuity

CONTRIBUTIONS: conceptual frameworks; rigorous analysis and

questioning; planning and innovation; plans (and manages) change

IRRITATIONS: redundancy; stupid errors/people; simplicity

IRRITATES OTHERS BY: skepticism; splitting hairs; hurting feelings;

taking others’ contributions for granted

PITFALLS: great strengths and great weaknesses; lack of execution

after design phase; escalates standards; impatient with feelings

ASKS: what is involved? what is the strategy? who has the power?

what is the system?




NF - CATALYSTINFJ - ENFJ - INFP - ENFP

VALUES: autonomy, cooperation; harmony; self-determination

NEEDS: approval; appreciation; opportunity for growth; fun

STRENGTHS: high energy; valuing others; unique contributions

CONTRIBUTIONS: creativity; concern for people, collaborative decision making; is personable, insightful, charismatic; energizing

IRRITATIONS: impersonal treatment; criticism; lack of positive feedback

IRRITATES OTHERS BY: taking moral stands; moralistic positions; being overextended; creating dependencies

PITFALLS: sweeps problems under rug; plays favorites; too anxious to please; others’ priorities placed before own

ASKS: how does this affect morale? who needs to know? how will this impact principles? what is most important to people?




SJ - TRADITIONALISTESTJ - ISTJ - ESFJ - ISFJ

VALUES: caution; carefulness; accuracy; tradition

NEEDS: appreciation for effort; tangible rewards; support from above

STRENGTHS: efficient effort; clarity; reality focused problem solving; attention to detail; dependability

CONTRIBUTIONS: organization; follow through; establishing rules, procedures, schedules; is patient, reliable, thorough, steady

IRRITATIONS: frequent change; ignored deadlines; others not following rules, procedures

IRRITATES OTHERS BY: doom and gloom predictions; sarcasm; sharp criticism; failure to see humor

PITFALLS: impatience with delays, change; quick decisions; fear of dire consequences; belief that actions speak louder than words

ASKS: what is the order? what is my duty? why change? does it work? how is this justified?




SP - TROUBLESHOOTERISFP - ESFP - ISTP - ESTP

VALUES: flexibility; change; taking risks; action

NEEDS: response; independence; variety and change

STRENGTHS: cleverness; action orientation; flexibility; practicality

CONTRIBUTIONS: crisis management; quick response; strong

reality base

IRRITATIONS: restrictions; routine; doing it “the way it’s always been

done”

IRRITATES OTHERS BY: lack of follow through; lack of preparation;

carelessness and haste; overlooking established priorities

PITFALLS: hard to predict; impatient with theory and abstraction;

shoots from the hip; ignores past and implications for future

ASKS: what is the need right now? what are the stakes? where is

the crisis? how soon can we go and do it?




It’s a Matter of Perspective

“We don’t see things as

they are,

we see them as

we are.” Anais Nin




Understanding and Using Your Facets:

Small Group Discussion

Contrast and compare your 4 letter code with others.

Identify your in-preference, out-of-preference and mid-zone scores. Comment about how these help in understanding yourself.

How will these scores impact your working relationships ?

How do your Step II scores help you to understand how you differ from others of your MBTI type.




16-Room House

81

Documents

Understanding Your Leadership Style Using MBTI Analysis · MBTI® Certification Program Copyright 2008, 2009, 2011 by CPP, Inc. All rights reserved. Permission is hereby granted to