The document provides guidance on effectively communicating with executive leaders based on personality types. It discusses several models for understanding personalities, including Insights Discovery which categorizes people into four main types and eight personalities. The document advises determining the executive's personality type in order to adapt one's communication style accordingly. It suggests positioning oneself as a customer service provider and understanding both one's own personality as well as the executive's. An example is then provided of preparing a status report presentation for an executive sponsor of a software project.

1. Working with Executive Leaders
Insights Discovery - A model to use when talking with Executives
Ardita Karaj
July, 2013

2. Request: you have to present the current status of
your project to an executive leader
• Where do you begin?
• How will your presentation look like?
• What were the things you took in consideration?

3. What if: you look at the exec leader as a customer
in need of a service (not as a role!)
What kind of information is an Exec leader looking for?
• You position yourself to serve a customer
• Know and understand your personality type and style
• Identify customer’s personality type and style
• Adapt your communication style to customer’s style

4. Personality types: We are a combo of letters and
colors, not just one of them
Insights Discovery model
Model published by Carl Jung in 1921 in “Physiological
types”. A system that helps individuals understand
personal behaviors/motivations/needs as well as those of
the others around
DISC model
In 1956, based on the book “Emotions of Normal People”
published in 1928 by lawyer and psychologist William
Marston, DiSC aims to examine an individual's behavior
and indicate traits. Four aspects of behavior, Dominance,
Influence, Submission and Compliance.
Rational Functions (how to make
decisions, evaluations and judgments)
Thinking vs. Feeling
Irrational Functions
(instinctive, above and beyond
reason)
Sensing vs. Intuition
Attitudes (ways of reacting to outer
and inner experiences)
Myer and Briggs Type Indicator model
Introvert vs. Extravert
Katharine Cook Briggs and her daughter, Isabel Briggs
Myers developed this based on Jung’s idea. It measure
psychological preferences in how people perceive the
world and make decisions. First published in 1962
Perception of Environment
(and control or lack over it)
Powerful vs. Less powerful
Favorable vs. Non favorable
They are used for different purposes and goals!

5. Insights Discovery
• Using Jung’s typology, this is a framework to develop effective strategies for interaction
and communication
• There are 4 main types and 8 personalities

6. Insights Discovery for you
•
What is your type?
•
Is this you on a good day? Is this you on a bad day?
What
On a Good Day
On a Bad Day
Give me details
Cautious, Precise, Deliberate,
Questioning, Formal
Stuffy, Indecisive, Suspicious, Cold,
Reserved
Show me you care
Caring, Encouraging, Sharing, Patient,
Relaxed
Docile, Withdrawn, Plodding,
Reliant, Stubborn
Involve me
Sociable, Dynamic, Demonstrative,
Enthusiastic, Persuasive
Frantic, Excitable, Indiscreet,
Flamboyant, Hasty
Be brief,
be bright, be gone
Competitive, Demanding, Determined, Aggressive, Controlling, Driving,
Strong-willed, Purposeful
Overbearing, Intolerant

7. Insights Discovery Communication Tips

8. Let’s meet the Exec lead
Current status:
You are the Coach/Scrum Master of a software development team. The team is working on a 1-year long
project and you are 6 months in.
What is done so far:
Original backlog had 100 stories. You have closed 30 so far. 10 new stories are added since beginning of project
and 20 are changed/modified to different estimates, in most of the cases going on the high side (from S-M to LXL). The cost has also been high because the team was asked to work over-time often.
Request:
Project status report with the Executive sponsor. 10 minute presentation
Group A
DO
Be well prepared and thorough
Put things in writing
Let me consider all the details
DON’T
Be over-emotional or casual with important issues
Keep changing things without good reason
Group B
DO
Be direct and to the point
Focus on results and objectives
Be considered and assertive
DON’T
Be hesitant or dilly-dally
Focus on feelings
Try to take over

9. Let’s Hear the Exec lead
Feedback
Questions