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Applying Type To Lead Self & Others

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How to understand differences in team members and to better lead, build relationships, make decisions, communicate, influence and problem solve.

How to understand differences in team members and to better lead, build relationships, make decisions, communicate, influence and problem solve.

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  • 1. Applying Type toLeading Self and Others Presented by
  • 2. 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© 2011, CPP, Inc. All rights reserved 2
  • 3. What do you remember? What are the challenges? What are the successes?Applying MBTI to date...What do you want from this session?
  • 4. The Lenses© 2011, CPP, Inc. All rights reserved 4
  • 5. Team Type Lens First Contact with the Team© 2011, CPP, Inc. All rights reserved 5
  • 6. Team analysis Record Types on chart 6
  • 7. 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
  • 8. 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
  • 9. Team Type Lens Teams with Type Diversity Teams with Type Homogeneity Source: Introduction to Type and Teams, Hirsh et a (2003)© 2011, CPP, Inc. All rights reserved 9
  • 10. The Functions Lens Communications Influencing and Persuading Selling Team Roles© 2011, CPP, Inc. All rights reserved 10
  • 11. Typical Characteristics of the Four Functions Characteristics STs SFs NFs NTs At their best, Resourceful Friendly Creative Effective establish teams that are Data oriented Service Development System oriented oriented oriented Team Accountability Affiliation Personal Autonomy environment growth fosters Are energized Marshalling Delivering Offering Supplying by resources support guidance expertise Are Inefficiency Unfriendliness Intolerance Incompetence exhausted byElizabeth 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 forworkshop 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 andother countries. RM 4-1 11
  • 12. 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?© 2011, CPP, Inc. All rights reserved 12
  • 13. 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? Record your responses© 2011, CPP, Inc. All rights reserved 13
  • 14. Writing Styles of the Four Functions ST style SF style  Short, to the point  Short  Precise, with qualifications if  Bullet points appropriate  Bullet points  Conventional words  Conventional words  Personal tone, i.e., personal  “Businesslike” tone pronouns, specific quotes NF style NT style  Longer, paragraph format  Longer, paragraph format  Expressive, underlining,  Present the “why” or logic behind the idea personalized anecdotes  “Businesslike” tone  Unique words and phrases,  Unique words and phrases, personal pronouns metaphorsSource: 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 toreproduce 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 registeredtrademarks of the MBTI Trust, Inc., in the United States and other countries. 14
  • 15. 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.© 2011, CPP, Inc. All rights reserved 15
  • 16. Team Roles & Personality Type ST SF Technical skills Practical ways of with objects and helping others facts NT NF Theoretical and Insight and technical encouraging frameworks people Source: Myers, I. (1998) Introduction to Type®© 2011, CPP, Inc. All rights reserved 16
  • 17. The Quadrants Lens© 2011, CPP, Inc. All rights reserved 17
  • 18. Life Cycle of Organisations or New Initiative IN EN ES IS DESCRIPTOR Thoughtful Action Action Thoughtful innovators oriented oriented realists innovators realists ORGANISATION FOCUS Vision Change Results Continuity Internal Try something Improve Can see what vision of novel efficiency & should CHANGE change / be future effectiveness preserved MOTTO Let’s think Let’s change Let’s do it ! Let’s keep it! about it! it!© 2011, CPP, Inc. All rights reserved Time elapsed 18
  • 19. 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 1st Ed (1992) by Hirsh 19
  • 20. 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© 2011, CPP, Inc. All rights reserved 20
  • 21. Problem Solving/Conflict Resolutionand the Four QuadrantsWhen working to solve a When working to solve aproblem, ISs tend to problem, INs tend to Focus on facts that might be  Focus on ideas that might be useful applicable Recall past examples to guide  Anticipate potential problems to behavior guide behavior Want to determine where energy will  Want to understand where energy have the best results will have the best results Act sensibly  Act prudentlyWhen working to solve a When working to solve aproblem, ESs tend to problem, ENs tend to Focus on actions that could be  Focus on changes that could be taken made Use conventional structures to guide  Invent novel frameworks to guide behavior behavior Want to test out where effort will  Want to speculate on where effort have the most impact will have the most impact Act promptly  Act enthusiasticallyElizabeth 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 toreproduce 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 registeredtrademarks of the MBTI Trust, Inc., in the United States and other countries. RM 4-19 21
  • 22. Change and the Four Quadrants Ways to introduce change to ISs Ways to introduce change to INs  Relate it to what they know  Relate it to innovative concepts  Give them a detailed picture of the  Give them the underlying change significance of the change  Emphasize the connection with what  Emphasize the possibilities for is known and understood creativity  Show them how it can make a  Show them how it can bring their tangible, lasting difference in their work closer to the ideal work Ways to introduce change to ESs Ways to introduce change to ENs  Relate it to what they can do  Relate it to inventive ways of doing  Give them a realistic rationale for things the change  Give them a broad overview of the  Emphasize the connection with change current procedures  Emphasize the possibilities for  Show them how it can make their variety work more efficient and easier  Show them how it can make their work pioneering and freshElizabeth 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
  • 23. The Dynamics Lens Order of Preferences; Dominant Auxillary Tertiary Inferior© 2011, CPP, Inc. All rights reserved 23
  • 24. 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© 2011, CPP, Inc. All rights reserved 24
  • 25. Dominant Preferences in the Type Table ISTJ ISFJ INFJ INTJ 1st row: 2nd letter ISTP ISFP INFP INTP 2nd row: 3rd letter ESTP ESFP ENFP ENTP 3rd row: 2nd letter ESTJ ESFJ ENFJ ENTJ 4th row: 3rd letter© 2011, CPP, Inc. All rights reserved 25
  • 26. 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.© 2011, CPP, Inc. All rights reserved 26
  • 27. Decision Making Process for Team Problem-Solving Model Model from Gordon Lawrence, People Type and Tiger Stripes (Gainesville, FL:CAPT, 1982), p.58. SENSING INTUITION (FACTS) (POSSIBILITIES) THINKING FEELING (CONSEQUENCES) (IMPACT ON PEOPLE) Using the Myers-Briggs Type Indication in Organizations (2nd 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
  • 28. Problem Solving and the Four Dominants Sensing Dominants are likely to Intuitive Dominants are likely to ask ask  How is the problem defined?  What alternatives are there?  What are the current procedures?  How is this issue related to wider  What are our specific goals? concerns?  What are the immediate objectives  What are the opportunities for and how can timelines be growth? established?  What are our hunches about this issue? Thinking Dominants are likely to Feeling Dominants are likely to ask ask  Is this a legitimate issue?  What are people’s feelings about this  How does it affect performance? issue?  What are the pros and cons?  How can different sides be  How can we look at this accommodated? systematically?  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 RM 4-45use, 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. 28
  • 29. MBTI Leadership Poster Type __________As leaders . . . OverdoContributions OverlookWhat do you need What others do thatto be your best annoys youMotto: 29
  • 30. Follow-up Group Coaching 45 minutes X 2 ? 90 minutes X 1 ? When ? 30
  • 31. 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
  • 32. Thank You www.cpp.com 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.© 2009, CPP, Inc. All rights reserved 32 96