Cbl team profile presentation sept2015

EXECUTIVE TEAM PROFILE PRESENTATION
SEPTEMBER 10, 2015
Prepared by: The JobBank
Delivered by: Dr. Leahcim Semaj

September 11, 2015 2
Dr. Leahcim Semaj
Chief Ideator & Resultant
The JobBank
Keep In Touch!

9/11/2015 www.jobbank-ja.com 3
JobBank Personality Profile
• Delivers an individualised profile in 40
minutes
• Costs a fraction of the imported products

Hiring Criteria Change- From Narrow
Qualifications to D.A.T.A.
• DESIRE- They really want the job
• ABILITY- They are good at the tasks required
• TEMPERAMENT- Their personality fits the situation
• ASSETS- They have other resources that the work requires

The Reality
• What people know is less
important than who they are
• Hiring is about finding people
with the right mind-set
• What you know changes, who
you are rarely does
• What people have done is
the best predictor of what
they will do
• Identify characteristics of
your best people and hire
more like them
• Fast company 4/1996

What We Can Do
• Develop profiles of most the effective personnel in all areas
• Determine the suitability of job applicants
• Assess management style and its effect on workers
• Measure predisposition to give quality service
• Help individuals plan their future development
• Diagnose conflict areas in organisations
• Provide advice and career counselling

We Accurately Measure
•MBTI
Personality
Types
• INTROVERT
• EXTRAVERT
• THINKING
• FEELING
• SENSING
• INTUITING
• JUDGING
• PERCEIVING

The Mental Processes
PERCEIVING JUDGING
SENSING INTUITION THINKING FEELING

Where Do We Direct Our Energy?
• EXTRAVERT
• The real world is around you
• Energy comes from outside
• Sociable, comfortable and confident in
unfamiliar surroundings
• Likes organisations, groups , community
gatherings, parties
• Dislikes being alone
• INTROVERT
• The real world is within you
• Energy comes from within
• Tends to be unsociable, prefers reflection
to activity
• Feels lost in large gatherings, prefers own
thoughts to conversation
• At best when alone or in small familiar
groups

EXTRAVERTS AT WORK
• Like variety and action
• Often impatient with long slow jobs
• Interested in the activities of their work and in how other people do it
• Often act quickly, sometimes without thinking
• When working on a task, find phone calls a welcome diversion
• Develop ideas by discussion
• Like having people around

INTROVERTS AT WORK
• Like quite for concentration
• Tend not to mind working on one project for a long time
uninterrupted
• Are interested in the facts/ideas behind their work
• Like to think a lot before they act, sometimes without acting
• When concentrating on a task, find phone calls intrusive
• Develop ideas by reflection
• Like working alone

Extraversion Communicating
• Communicate energy and enthusiasm
• Respond quickly without long pauses to think
• Focus to talk is on people and things in the external environment
• Need to moderate expression
• Seek opportunities to communicate in groups
• Prefer face-to-face over written communication
• In meetings, like talking out loud before coming to conclusions

Introversion Communicating
• Keep energy and enthusiasm inside
• Like to think before responding
• Focus is on internal ideas and thoughts Need to drawn out
• Seek opportunities to communicate one-on-one
• Prefer written over face-to-face communication
• In meetings, verbalise already well thought out
conclusions

HOW DO WE RECEIVE AND PROCESS INFORMATION?
What do we naturally notice and remember?
• SENSORS
• Trust the certain and concrete
• Value realism and common sense
• Tend to be specific and literal
• Oriented to present
• Like to hone established skills
• INTUITIVES
• Trust inspiration and inference
• Value imagination and innovation
• tend to be general and figurative
• Oriented to future
• Like to learn new skills

SENSING AT WORK
• Like using experience and standard ways to solve problems
• Enjoy applying what they have already learned
• May distrust and ignore their inspirations
• Seldom make errors of fact
• Like to do things with a practical bent
• Like to present the details of their
• Prefer continuation of what is, with fine tuning
• Usually proceed step-by-step

INTUITION AT WORK
• Like solving new complex problems
• Enjoy learning a new skill more than using it
• May follow their inspirations, good or bad
• May make errors of fact
• Like to do things with an innovative bent
• Like to present an overview of their work first
• Prefer change, sometimes radical, to continuation of what is
• Usually proceed in bursts of energy

Sensors Communicating
• Like evidence (facts, details, and examples) presented first
• Want practical and realistic applications shown
• Rely on direct experience to provide anecdotes
• Use an orderly step-by-step approach in presentations
• Like suggestions to be straightforward and feasible
• Refer to a specific example
• In meeting, are inclined to follow the agenda

Intuitive Communicating
• Like global schemes, with broad issues presented first
• Want possible future challenges discussed
• Rely on insights and imagination to provoke discussion
• Use a round-about approach in presentations
• Like suggestions to be novel and unusual
• Refer to a general concept
• In meeting, are inclined to use the agenda as a starting point

HOW WE MAKE DECISIONS
• THINKING
• Value logic, fairness and justice
• Naturally see flaws
• May seem heartless and insensitive
• Desire achievement
• Truth more important than tact
• FEELING
• Value empathy and harmony
• Naturally like to please others
• May seem illogical and weak
• Desire to be appreciated
• Tact and truth important

THINKING TYPE AT WORK
• Use logical analysis to reach Conclusions
• Can work without harmony
• May hurt people’s feelings without knowing it
• Tend to decide impersonally, sometimes paying insufficient
attention to people’s wishes
• Tend to be firm-minded and can give criticism when appropriate
• Look at the principles involved
• Feel rewarded when job is done well

FEELING TYPE AT WORK
• Use values to reach conclusions
• Work best in harmony with others
• Enjoy pleasing people, even in unimportant things
• Often let decisions be influenced by their own and other people’s
likes and dislikes
• Tend to be sympathetic and dislike, even avoid, telling people
unpleasant things
• Look at the underlying values in situation
• Feel rewarded when people’s needs are met

Thinkers Communication
• Prefer to be brief and concise
• Want the pros and cons of each alternative to be listed
• Can be intellectually critical and objective
• Convinced by cool, impersonal reasoning
• Present goals and objectives first
• Consider emotions and feelings as data to weigh
• In meetings, seek involvement with tasks

Feelers Communication
• Prefer to be sociable and friendly
• Want to know why an alternative is valuable and how it affects
people
• Can be interpersonally appreciative
• Convinced by personal information, enthusiastically delivered
• Present points of agreement first
• Consider logic and objectivity as data to value
• In meeting, seek involvement with people

DO WE PREFER A STRUCTURED
OR A SPONTANEOUS WORLD?
•JUDGING
• Happiest after decisions are made
• Work first, play later
• Set goals and work towards them
• Product oriented
• Satisfaction from finishing projects
• Time is a finite resource
• Take deadlines seriously
• prefer to know what getting into

JUDGING AT WORK
• Work best when they can plan their work and follow their plan
• Like to get things settled and finished
• May not notice new things that need to be done
• Tend to be satisfied once they reach a decision on a thing, situation,
or Person
• Reach closure by deciding quickly
• Seek structure and schedules
• Use lists to prompt action on specific tasks

Judging Communication
• Want to discuss schedules and timetables with tight deadlines
• Dislike surprises and want advance warning
• Expect others to follow through, and count on it
• State their positions and decisions clearly
• Communicate results and achievements
• Talk of purpose and direction
• In meetings, focus on the task to be done

PERCEIVING
• Happiest leaving their options open
• Enjoy now, finish job later
• Change goals as new information becomes available
• Process oriented
• Satisfaction from starting projects
• Time is a renewable resource
• See deadlines as elastic
• Like adapting to new situations

PERCEIVING AT WORK
• Enjoy flexibility in their work
• Like to leave things open for last-minute changes
• May postpone unpleasant task that need to be done
• Tend to be curious and welcome a new light on a thing, situation, or
person
• Postpone decision while searching for options
• Adapt well to changing situations and feel restricted without change
• Use lists to remind them of all the things they have to do someday

Perceiving Communication
• Willing to discuss the schedule but are
uncomfortable with tight deadlines
• Enjoy surprise and like adapting to last-minute
changes
• Expect others to adapt to situational requirements
• Present their views as tentative and modifiable
• Communicate options and opportunities
• Talk of autonomy and flexibility
• In meetings, focus on the process to be appreciated

What are the types?
• ISTJ ISFJ INFJ INTJ
• ISTP ISFP INFP INTP
• ESTP ESFP ENFP ENTP
• ESTJ ESFJ ENFJ ENTJ

THE CORE OF HUMAN NATURE
• SJ (Sensing, Judging)
• SP (Sensing, Perceiving)
• NF (Intuitive, Feeling)
• NT (Intuitive, Thinking)

THE HIARARCHY OF FUNCTIONS
• #1 DOMINANT - never changes
• #2 AUXILIARY - never changes
• #3 THIRD - opposite of #2
–develops between 25 & 50, closer to 40
–midlife crisis
–strong impact on career change
• #4 FOURTH - opposite of #1

SJ CORE VALUES - 38%
• Responsibility
• Service Duty
• Hard Work Tradition
• Conservative Values
• Respect of Authority

WORK THAT USE SJ VALUES
–stable and predictable environments
–clear reporting hierarchy
–high level of responsibility for all
–evaluated and rewarded for good work

SP CORE VALUES - 38%
• Freedom Fun Excitement
• Action Variety
• Autonomy Skill

WORK THAT USE SP VALUES
–variety and change
–flexible and relaxed environments
–less bureaucracy and rules
–working alone with real things
–skilled using tools, crafts

NT CORE VALUES - 12%
• Intelligence Competence logic Creativity
• Independence Excellence Mastery
• Constant new learning Ingenuity

WORK THAT USE NT VALUES
• Highly intellectual and achievement oriented
• Mastering new technologies, new projects
• Using creativity to solve complex and theoretical problems
• Need to work with people they respect
• Best at perfecting flawed systems

NF CORE VALUES - 12%
• Harmonious relationships Personal growth
• Originality and creativity Integrity
• Personal Expression
• Meanings and possibilities

CBL Team Type Lens
9/11/2015 www.SlideShare.net/LSemaj 40
Personality Profile Team Type Lens
ISTJ = 1
Leader ISFJ = 1 INFJ INTJ
ISTP ISFP INFP INTP
ESTP = 2
TEAM ESFP ENFP = 2 ENTP
ESTJ = 1 ESFJ ENFJ ENTJ

The CBL Exec Team Profile
Personality Dimensions
E 5 E
I 2
S 5 S
N 2
T 4 T
F 3
J 3
P 4 P

ESTP Team Strengths and Weaknesses
• Below are lists of possible strengths and weaknesses for an ESTP team.
• Although the strengths may come so naturally that you take them for
granted, try to identify how you can capitalize on them.
• Also, not all potential weaknesses may be apparent on your team,
especially if you have team members whose types are different from the
team type or who are flexible in the use of their preferences.
• Individuals may not have been aware of some of their strengths and
weaknesses because they have never considered them to be a
necessary part of their teamwork.

POSSIBLE STRENGTHS OF AN ESTP TEAM
• Takes spontaneous action to solve problems
• Adapts quickly to external demands
• Takes risks to achieve team goals
• Can reinvent or renew itself when necessary

Possible Weaknesses of An ESTP Team
• May neglect long-range planning
• May not follow plans through to completion
• May create future problems by using quick-
fix solutions
• May be inconsistent

What STs Seek
Team Tasks STs Seek
• Monitoring progress with statistics, graphs, and charts
• Managing costs and schedules
• Showing measurable results
• Using proven methods to increase productivity
• Solving problems immediately

Team Tasks STs Avoid
• Participating in self-awareness activities
• Brainstorming with no practical outcome
• Hypothesizing about the future
• Using untried and unperfected methods
• Not concentrating on work

Team Tasks NTs Seek
The Component Missing From This Team
• Positioning the team for the future
• Linking systems, strategies, and
models
• Finding opportunities for
organizational growth and
development
• Conducting long-term impact studies
of complex problems
• Debating challenging questions
ISTJ = 1
Leader ISFJ = 1INFJ INTJ
ISTP ISFP INFP INTP
ESTP = 2

STRENGTHS AND WEAKNESSES
• Teams can have areas of strength because of the team
personality as a whole
– and because of the contributions of individual personalities on the
team.
• Likewise, team weaknesses can result from the blind spots of
the team as a whole
– and the blind spots of individual team members.
9/11/2015 49www.SlideShare.net/LSemaj

Team Strengths and Weaknesses
• Although the strengths may come so naturally that you take them
for granted,
– try to identify how you can capitalize on them.
• Not all potential weaknesses may be apparent on your team,
especially if you have team members whose types are different
from the team type
– or who are flexible in the use of their preferences.
• Individuals may not have been aware of some of their strengths
and weaknesses
– because they have never considered them to be a necessary part of
their teamwork.
9/11/2015 50www.SlideShare.net/LSemaj

FUNCTION LENS
• The Function Lens is most useful when your focus is general
communication issues.
• Teamwork implies communication;
– tasks cannot be undertaken or completed without some form of
communication.
• Any team will almost certainly include a variety of types.
• Because of the preferences of the different types,
– you will find that effective teams require that you work and
communicate in a variety of ways.

CBL Function Lens
• This table indicates that your team function is ST and therefore the
communication style of your team would be that of the ST type.
• This type style of communication focuses on details and the logical
implications of those details.
• The function type also shows what tasks are more likely to be sought
– as opposed to those which would be avoided depending on the function type.
Function Lens
ST = 4
Leader SF = 1 NT = 0 NF = 2

For STs tasks sought and avoided are as follows:
AVOID
• Participating in self-awareness
activities
• Brainstorming with no practical
outcome
• Hypothesizing about the future
• Using untried and unperfected
methods
• Not concentrating on work
SEEK
• Monitoring progress with
statistics, graphs and charts
• Managing costs and schedules
• Showing measurable results
• Using proven methods to
increase Productivity
• Solving problems immediately

QUADRANT LENS
• The Quadrants Lens is most useful when your focus is change,
reorganization issues, organizational or team culture.
• A characteristic of the Quadrants is that they combine the
functions of Perception (S and N) with Extraversion (E) and
Introversion (I).
• Myers found that Extraversion-Introversion was related to one’s
preferred organizational work setting.

CBL Quadrant Lens
• The above table shows that your team’s Quadrant is ES, as most of
the members have this preference.
• This shows that your team will work best in environments where
there is variety and some time for socializing;
– where they can think out loud and act on their thoughts and where they
can work towards tangible, useful products or results.
IS = 2
Leader IN = 0
ES = 3
Team EN = 2

Within the Quadrants,
• the first two letters of the type formula reflect how a person may
react when he or she encounters change.
• The Extraversion and Sensing (E and S) Quadrant are called the
Action-oriented Realists.
• These people want to see that practical tasks are carried out.
• They prefer a work environment where realistic, down–to-earth
tasks and problems are managed.
• The organisational culture that is most productive for the E and S
Quadrant is one that focuses on results relating to people, data
or things.

TEMPERAMENT LENS
• The Temperament Lens is most helpful when your focus is
Leadership Style
– or competence, resistance to the team leader,
– or roles and responsibility.
• Using the Team Leader’s type and the predominant leadership style
of the team culture,
– you can match the way the team is led with the way they prefer to be
led.

CBL Temperament Lens
• From the table above it shows that the team temperament is SJ.
• SJs do not question the concept of leadership and expect that
someone will lead and others will follow.
• They are responsive to the leader’s directive.
Temperament Lens
SJ = 3
Leader NF = 2 NT = 0
SP = 2

When leading SJs leaders need to:
• Establish:
– Precise expectations and procedures
– Definite lines of authority
– Firm deadlines
– A reliable, predictable and consistent
environment
– Clear communication Channels
• Leaders need to be:
– Decisive
– Well organized
– Hard working
– Direct and Fair
• Leaders need to use:
– Encouragement when needed
– Humour where appropriate
– Appreciation when deserved
– Their own example of hard work to
convince other team members

Your Team Building Program
CBL

Team Predictions
• The more similarity between
individual types on a team,
–the sooner the team members will
come to understand each other;
• The more different the types, the
slower the understanding

Team Predictions
• Groups with very similar members will reach
decisions more quickly
–but may make more errors because not all
viewpoints are represented

Team Predictions
• Groups with many different types will reach
decisions more slowly (and painfully)
• but may reach better decisions because more
viewpoints are included

Team Predictions
• Team members may often choose tasks that fit the
gifts of their type

Team Predictions
• Leadership roles may shift as the tasks to
be done require the skills of different
types on the team

Team Predictions
• Team members who are opposite on all four
preferences
–may have trouble achieving an understanding;
• Members who share two preferences from each
of the opposites may act as “translators”

Team Predictions
• The person who is the only representative of
a certain preference
–(e.g., the only Introvert)
• may be seen as “different” from the other
team members

Team Predictions
• Team members who come to appreciate
and work with different types
–may help to diffuse conflict

Team Predictions
• Successful teams with many different types
–promote the personal development of team
members
• by encouraging learning from the gifts of other
types

Team Predictions
• Teams that are “one-sided”
–(i.e., have few types) will succeed if
• (a) team members use different types outside the team
as resources, or
• (b) they make an effort to use their own less-preferred
preferences as the tasks require

Team Tasks NTs Seek
The Component Missing From This Team
• Positioning the team for the future
• Linking systems, strategies, and
models
• Finding opportunities for
organizational growth and
development
• Conducting long-term impact studies
of complex problems
• Debating challenging questions
ISTJ = 1
Leader ISFJ = 1INFJ INTJ
ISTP ISFP INFP INTP
ESTP = 2

Team Predictions
• Extraverts may dominate discussions, and
perhaps decision making,
–unless they make a special effort to involve
Introverts;
• Introverts may need to make a special effort to
be heard

Team Predictions
• Feeling types may be more concerned with
harmony and “teamness;”
• Thinking types may be more concerned with
truth and task

Team Predictions
• Good decisions will be made when the basic facts and
realities have been taken into account (sensing)
• When useful new possibilities have been opened up
(intuition)
• When inconsistencies or consequences have been
analyzed (thinking)
• And when important values have been considered
(feeling)

Suggestions for Improving Team Effectiveness
• Successful teamwork doesn’t always come naturally—it takes commitment, skill, time, and effort.
• While there is no such thing as a perfect team, you may be able to continuously improve the way your team functions
by paying attention to its process.
• Based on the individual personalities of your team, which indicate that your team type is ESTP, below are some
suggestions that can serve as an action plan for improving your team’s effectiveness.
• Review “Possible Weaknesses of an ESTP Team” in this report.
• Use that information as a checklist to evaluate each team decision or product.
• Find someone outside the team whose type is the opposite of your team type to review the team’s product before it
is released.
• Identify team members who can play the role of the opposite types or who can operate out of different preferences.
• Have someone play the role of devil’s advocate.
• In doing so, the team will probably slip into a different preference.
• Develop a profile of the team’s “customer.”
• Have a team member role-play the customer evaluating the product—the team will probably slip into a different
preference.
• Try brainstorming solutions individually before coming together as a team.
• Identify unique talents or expertise on the team that can help you overcome any potential blind spots that result
from personality similarities.

Suggestions for Improving Your Individual Effectiveness
• Awareness of personality type will take you only so far—it must be followed by
action if you hope to really improve the functioning of your team.
• Although you will be at your best and most comfortable when you are using your
own preferences, it is also important to learn how to be flexible.
• Good type development means having a clear preference but then being able to
use an opposite preference when you choose.
• If your “work type” is very different from your “at home type,” you may have
already developed many of these characteristics.
• The suggestions may help you stretch and develop new skills so you can achieve
more at work and communicate better with people of opposite preferences.
• Because these behaviors don’t come naturally to you, don’t try all of them at
once.
• Pick one and work on it for a while.

What Are the
Conflict Styles?
1. Win/Lose - Competing
2. Yield/Lose - Accommodating
3. Compromise
4. Lose/Leave - Avoiding
5. Win/Win - Collaborating

What Are the
Management Needs?
• DOMINANCE - to control one’s environment
• ACHIEVEMENT - to be one’s best
• AFFILIATION -to do things with people
rather than alone

Dealing With The BOSS
Dealing With SUBORDINATES
• AUTONOMY - to be independent in
making decisions
• DEFERENCE - to respect and get
suggestions from others
• NURTURANCE - feel empathy for
others
• SUCCORANCE - support from others
• ABASEMENT - tend to overly accept
responsibility

Rounding Out The Person
• Introspection
• Exhibition
• Aggression
• Gender Sensitivity
• To analyse one’s motives
and feelings
• To be noticed, recognised
• Settle disputes publicly
• Project sexuality or be
embarrassed by sexuality

Task Factors
• CHANGE
–to do new and different things
• ORDER
–detail, precision, routine schedule
• ENDURANCE
–sustained effort

September 11, 2015 83
Dr. Leahcim Semaj
Chief Ideator & Resultant
The JobBank
Keep In Touch!

Cbl team profile presentation sept2015

Recommended

Recommended

More Related Content

Viewers also liked

Viewers also liked (12)

Similar to Cbl team profile presentation sept2015

Similar to Cbl team profile presentation sept2015 (20)

More from Leahcim Semaj

More from Leahcim Semaj (20)

Recently uploaded

Recently uploaded (20)

Cbl team profile presentation sept2015