Exploring the Myers Briggs Type Indicator(MBTI) as an Employee Development Tool

Transcription

1 Exploring the Myers Briggs Type Indicator(MBTI) as an Employee Development Tool Cheryl Gast Whitaker Business Manager, Specialty Infusion Services Johns Hopkins Home Care Group, Baltimore, MD 2016 NHIA Annual Conference & Exposition 1

2 Speaker Disclosures Cheryl Gast Whitaker declares no conflicts of interest or financial interest in any service or product mentioned in this program. Clinical trials and off label/investigational uses will not be discussed during this presentation NHIA Annual Conference & Exposition 2

3 Objectives Provide an overview of statistically driven development tools Gallup Q12 Strengths Finder Influencer Model Myers Briggs Type Indicator MBTI DiSC crosswalk slide NHIA Annual Conference & Exposition 3

4 Objectives, continued Describe and/or review the MBTI Discuss MBTI applications in work settings Resolving conflict using the MBTI Bringing glory to the work the leader s role in development NHIA Annual Conference & Exposition 4

5 Objectives, continued NHIA Annual Conference & Exposition 5

6 What s out there? NHIA Annual Conference & Exposition 6

7 What s out there? Gallup Q12 Measures engagement (not satisfaction) using 12 survey questions Administration of the tool frequency, anonymity, Likert scale Extensively researched, tied to gamut of favorable business outcomes Think Maslow s Hierarchy of Needs NHIA Annual Conference & Exposition 7

8 What s out there? Strengths Finder Gallup assessment Measures presence of talents in thirty four general areas Referred to as themes Focuses on/identifies your five dominant signature themes Roots in Positive Psychology More mileage from honing strengths vs. focusing on weaknesses Ties back to engagement six times more likely to be engaged when using strengths Guides both individual and team development Helps align talents with goal achievement Culture compass Just Culture Strengths Based Culture NHIA Annual Conference & Exposition 8

9 What s out there? Influencer Model Vital Smarts Use to grow entire team Identify and influence* vital behaviors within teams Diagnose motivation or ability (personal, social and structural) All Washed Up! You Tube Use 4 out of 6 sources of influence to increase chance of success tenfold NHIA Annual Conference & Exposition 9

10 What s out there? The Myers Briggs Type Indicator Use for individual and team development Know thyself Preference sorter Premise is we are all equal, just different JUDGMENT FREE ZONE Also focuses on positive traits Gifts Differing Use to diagnose and repair conflict, communication challenges, decision making, frustration surrounding organization (or lack thereof), and much more NHIA Annual Conference & Exposition 10

11 MBTI Overview or Review NHIA Annual Conference & Exposition 11

12 MBTI Administration Participants Form M(manual) Approx. $10.00 per form OR Software System Skills One Results interpreted by an MBTI Certified Practitioner Best to have participants complete a best fit worksheet prior to providing preference results Certified Practitioners Four day training programs through approved vendors Roughly $1,500 to $2,500 Exam on 4 th day 80% or greater result or must retake NHIA Annual Conference & Exposition 12

13 What is the MBTI? Myers Briggs Type Indicator Personality inventory developed by Isabel Myers and Katherine Briggs based on Jung s theory of psychological types The MBTI is a sorting NOT a measuring instrument, no good or bad types Everyone has a natural preference for one of the two opposites of the four MBTI dichotomies We use both poles at different times But, not both at once, and not with equal confidence Demonstration of preference NHIA Annual Conference & Exposition 13

14 What is the MBTI? Myers Briggs Type Indicator The four MBTI dichotomies E or I Where you prefer to focus your attention and energy (Extraversion or Introversion) S or N Way you prefer to take in information (Sensing or Intuition) T or F Way you prefer to make decisions (Thinking or Feeling) J or P How you orient to the external world (Judging or Perceiving) NHIA Annual Conference & Exposition 14

15 4 preference pairings x4 preferences yielded = 16 possible type preferences NHIA Annual Conference & Exposition 15

16 DiSC and MBTI Crosswalk NHIA Annual Conference & Exposition 16

17 Applications of the MBTI at work NHIA Annual Conference & Exposition 17

18 Dichotomy considerations E and I Noise level, high fives and hugging, meetings and brainstorming Brainwriting better for Is Cater(they re your customers)to each preference if you want their best stuff S and N Communication dichotomy Micro and macro, precise, detailed communication vs. global info, matter of fact vs. flowery(could be perceived as spin) NYC 8 th Ave. story T and F Tough to play devil s advocate/suspend judgment Truth and tact, tough and tender, critic and too nice J and P Punctuality, desk organization(edges or piles), time management NHIA Annual Conference & Exposition 18

19 Development Plan Determine participant s type preferences Look to the middle two letters for guidance, function pairs, specifically for communication needs NHIA Annual Conference & Exposition 19

20 Development Plan, contd Catalog their general strengths and challenges Pose these questions What fundamental things about you do people need to understand? What trait(s) of yours most often cause relationship problems? What contributions do you bring to our organization? What do you admire or value in others? Pay attention to this Is it similar to or the opposite of their preferences? NHIA Annual Conference & Exposition 20

21 Development Plan, contd Evaluate individual needs Google four letter preference (you ll learn far more than you need to know) Customer supplier alignment What do you need from me to be successful at work? Assess skills and interests Use this four square grid Employ strategies post completion Document your plan SMART goals, how often will you meet to assess progress? Things I like and do well Things I like but find difficult to do Things I don't like but do well Things I don't like and struggle to do NHIA Annual Conference & Exposition 21

22 Navigating Choppy Waters (a.k.a. conflict) NHIA Annual Conference & Exposition 22

23 MBTI and Conflict Conflict pairs Last two letters of your four letter preference type code TJ Resolvers TP Challengers FJ Harmonizers FP Valuers NHIA Annual Conference & Exposition 23

24 TJ Resolvers ISTJ, INTJ, ESTJ, ENTJ What it may look like Decisive, planned, and organized; at times critical and blunt Likely cause of conflict Challenges to/of authority Desired outcome Closure or resolution Deal with emotions by Denying they exist Others impression Detached or aggressive adversary Satisfied when Conflict is over 2016 NHIA Annual Conference & Exposition 24

25 TP Challengers ISTP, INTP, ESTP, ENTP What it may look like Objective; searches for what is right; at times stubborn Likely cause of conflict Challenges to/of trust Desired outcome Defined process or progression Deal with emotions by Excluding them Others impression Catalyst of or contributor to conflict Satisfied when They can subsequently analyze the outcome 2016 NHIA Annual Conference & Exposition 25

26 FJ Harmonizers ISFJ, INFJ, ESFJ, ENFJ What it may look like Warm; seeks harmony; at times wants to smother with kindness Likely cause of conflict Challenges to/of beliefs Desired outcome Intact relationships Deal with emotions by Including them Others impression Seeker of communication & harmony Satisfied when There is no lingering bitterness 2016 NHIA Annual Conference & Exposition 26

27 FP The Valuers ISFP, INFP, ESFP, ENFP What it may look like Sensitive, attuned to people s needs; at times worry for everyone Likely cause of conflict Challenges to/of values Desired outcome Respectful listening Deal with emotions by Accepting them Others impression Someone who includes others values and concerns Satisfied when There is open exploration 2016 NHIA Annual Conference & Exposition 27

28 Conflict Group Exercise Group 1 Scenario An INTP Pharmacist frequently issues stern edicts regarding process flows unrelated to his job responsibilities to an ESFJ Customer Service Representative that does not report to him. The CSR feels belittled and disrespected as she is still within her 90 day initial training period and is a competent performer to date. Group 2 Scenario Two peer managers, with revenue cycle oversight (one intake qualifications and one collections), always seem to butt heads. The Collections Manager (ESTJ) brings a patient example of missed authorization to the Intake Manager(ENFJ) and states, we have a BIG problem. The active patient census is 1,200 patients. This is the first example of missed authorization. The NF Manager feels attacked and unappreciated. The ST Manager wants corrective action taken. What type dynamics are in play for both? Jot down other observations. How would you counsel them based on type? What would be a win/win outcome for both? Play devil s advocate NHIA Annual Conference & Exposition 28

29 The Leader s Role NHIA Annual Conference & Exposition 29

30 Leader s Role Per Gallup s research which spanned 25 years Interviewed approx. 1 million employees and 80,000 managers from over 400 companies Most powerful discovery Employee s productivity and retention is driven by relationship with immediate supervisor/manager NHIA Annual Conference & Exposition 30

31 Leader s Role One on one meetings Short roughly 30 minutes Frequent at least once a month Focused on what the individual wants to talk about initially or split time 50/50 Scheduled in advance Make it a priority. If postponed, rescheduled promptly NHIA Annual Conference & Exposition 31

32 Leader s Role Gallup engagement statistics Does your manager hold regular meetings with you? Yes 40% engaged versus 16% engaged No 30% actively disengaged versus 9% actively disengaged My manager focuses on my strengths Strongly agree (5) 67% percent engaged Strongly disagree (1) 71% percent disengaged NHIA Annual Conference & Exposition 32

33 Leader s Role Intentionality Communication content, frequency, mode Expectations and accountability Praise and constructive criticism 5 to 1 ratio Development Accessibility NHIA Annual Conference & Exposition 33

34 Leader s Role What followers are looking for from you Trust Compassion Stability Hope NHIA Annual Conference & Exposition 34

35 Leader s Role Team Building (brief mention) Exercises used in the past Shape Up Your Program! Fields and Reid Sailboat and Star Living Type Table Google NHIA Annual Conference & Exposition 35

36 Questions? Questions via NHIA Annual Conference & Exposition 36