Using the MBTI Type Tool in Corporate Stroytelling

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Just wanted to share with you my vision of how we could work together.....a vision built on real life experiences and solid Type and Temperament Frameworks. Go to interstrength.com for further information about Linda Berens and her interstrength method - highly recommended by me.

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Using the MBTI Type Tool in Corporate Stroytelling

  1. 1. Simon PENNY
  2. 2. The Multiple Models Core Needs and Values— the Characteristics that Drive Our Behaviors How We Influence Others and Define Relationships 16 type patterns based on integration of self- discovery Temperament Patterns Interaction Styles 1 Best-fit Type
  3. 3. La GPEC Négocier la mise en place de la stratégie européenne Déterminer les écarts entre notre capital humain d’aujourd’hui et celui dont on aura besoin demain Construction d’une offre de formation à la fois collective et individuelle Construire un parcours de professionnalisation permettant chaque salarié d’entretenir son employabilité Augmenter la valeur intangible de l ’entreprise en développant les compétences Individuelles des salarié Stratégie clairement expliquée aux représentants du personnel
  4. 4. Vision & Strategy CUSTOMER “To achieve our vision, how should we appear to our customers?” Objectives Measures Targets Initiatives FINANCIAL “To succeed financially, how should we appear to our shareholders?” Objectives Measures Targets Initiatives INTERNAL BUSINESS PROCESSES “To satisfy our shareholders and customers, what business processes must we excel at?” Objectives Measures Targets Initiatives INNOVATION AND LEARNING “To achieve our vision, how will we sustain our ability to change and improve?” Objectives Measures Targets Initiatives Strategic Objectives: What the strategy is trying to achieve. Measures: How success or failure (performance) against objectives is monitored. Targets: The stated level of performance or rate of improvement desired Initiatives: Breakthrough action programs initiated to achieve targets NPS Management de la Performance Hertz Improvement Processus Balanced Scorecard The Balanced Scorecard & Hertz
  5. 5. Storytelling! HOW?
  6. 6. Talent Management Business Strategy Business Results Performance & career • Achievement / reward • Feedback culture • Cascade objectives Competency management architecture – Hertz France Succession & potentials • Assess gaps • Mobility across organisation Gestion Prévisionnelle des Emplois et Compétences - GPEC MeasureAnticipate Organizational Learning & Development Our Mission Our Vision Our Values Strategic initiative Balanced scorecards Selection & recrutement • Core competency • attract & retain talent Guide
  7. 7. Four Temperament Patterns Improviser Stabilizer Theorist Catalyst Core needs : Meaning & Significance Unique Identity Talent: Diplomacy Core needs : Knowledge & Competence Mastery Talent: Strategy Core needs : Free to act…Now! Ability to make an impact Talent: Tactics Core needs : Responsibility & Duty Membership Talent: Logistics
  8. 8. Integration of Self Discovery Models The 16 Type Patterns Foreseer Developer Directing Informing Directing InformingRespondingRespondingInitiatingInitiating AFFILIATIVEPRAGMATIC ABSTRACT CONCRETE Chart-the- Course Chart-the-Course Chart-the- Course Chart-the- Course Behind-the- Scenes Behind-the- Scenes Behind-the-Scenes Behind-the- Scenes In-Charge In-Charge In-Charge In-Charge Get-Things- Going Get-Things- Going Get-Things- Going Get-Things Going Harmonizer Clarifier Planner Inspector Protector Supporter Envisioner Mentor Discoverer Advocate Implementor Supervisor Facitlitator Caretaker Conceptualizer Director Designer Theorizer Analyzer Operator Composer Producer Strategist Mobiliser Explorer Inventor Promoter Executor Motivator Presenter
  9. 9. Integration of Self Discovery Models The 16 Type Patterns ISFJISTJ ENFJ ESFJESTJENFP INTJ ISFPISTPINTP ENTJ ESFPESTPENTP Directing Informing Directing InformingRespondingRespondingInitiatingInitiating AFFILIATIVEPRAGMATIC ABSTRACT CONCRETE Chart-the- Course Chart-the-Course Chart-the- Course Chart-the- Course Behind-the- Scenes Behind-the- Scenes Behind-the-Scenes Behind-the- Scenes In-Charge In-Charge In-Charge In-Charge Get-Things- Going Get-Things- Going Get-Things- Going Get-Things Going

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