Determining Leadership Style using Myers Briggs Type Indicator (MBTI)

Transcription

1 Nonprofit Executive Leadership Program Northeast Region June 1-3, 2016 Determining Leadership Style using Myers Briggs Type Indicator (MBTI) Cathy O. Robbins El Pomar Foundation

2 The MBTI Instrument What is it? A measure of personality type Based on the work of C.G. Jung Looks at 8 personality preferences that are organized into 16 types Modified and reproduced by special permission of the Publisher, CPP, Inc., Palo Alto, CA from the Myers-Briggs Type Indicator by Katharine C. Briggs, and Isabel Briggs Myers. Copyright 1998 by Peter B. Myers and Katharine D. Myers. All rights reserved. Further reproduction is prohibited without the Publisher's written consent. Myers-Briggs Type Indicator, MBTI, Myers-Briggs, and Introduction to Type are trademarks or registered trademarks of the Myers-Briggs Type Indicator Trust in the United States and other countries.

3 The MBTI Instrument was developed by: Katharine C. Briggs and Isabel Briggs Myers (mother ) (daughter ) It is based on: Carl Gustav Jung s psychological types. (contemporary of Sigmund Freud ) Modified and reproduced by special permission of the Publisher, CPP, Inc. Copyright 1998

4 The MBTI Instrument is NOT about Intelligence or Pathology Modified and reproduced by special permission of the Publisher, CPP, Inc. Copyright 1998

5 Personality preferences are not absolute (i.e., people change and can be different in different situations). Differences in preferences are simply differences -- not right or wrong, better or worse. Modified and reproduced by special permission of the Publisher, CPP, Inc. Copyright 1998

6 Write your name. Preferences Modified and reproduced by special permission of the Publisher, CPP, Inc. Copyright 1998

7 Where do you process and gain energy? E I What kinds of data do you focus on? S N What is the basis of your decisions? T F What type of lifestyle do you prefer? J P Modified and reproduced by special permission of the Publisher, CPP, Inc. Copyright 1998

8 Words used to describe preferences in psychology do not mean the same thing as they do in everyday life. Extravert does not mean talkative or loud Introvert does not mean shy or inhibited

9 Feeling does not mean emotional Thinking does not mean thoughtful Judging does not mean judgmental Perceiving does not mean perceptive

10 Preferences are inborn Environment enhances or impeded expression of your type ALL of the types are equally valuable Behaviorally you are ALL types, but have a preference toward one. Modified and reproduced by special permission of the Publisher, CPP, Inc. Copyright 1998

11 To get the most value out of this instrument, understand my preferences so that.

12 How can knowing my preferences increase my flexibility? How can I be more aware of others differences and present information in a way that is useful to them? How can I use others as resources, appreciate their contributions, and build complementary teams? Modified and reproduced by special permission of the Publisher, CPP, Inc. Copyright 1998

13 Where do you get your energy? Inner resources and internal experiences Other people and external experiences Modified and reproduced by special permission of the Publisher, CPP, Inc. Copyright 1998

14 Most people who prefer EXTRAVERSION: I like to talk to people Prefer action over reflection -May act quickly w/out thinking Are attuned to external environments Most people who prefer INTROVERSION: I like to read a book Prefer reflection over action -May not take action at all Are attuned to inner world

15 E I Dichotomy: Source of Energy Prefer to communicate by talking Learn best by doing or discussing Are sociable and expressive Enjoy working in groups Prefer to communicate by writing/ Learn best through mental practice and reflection Are private and contained Enjoy working alone or in pairs

16 Which is worse: no interruptions or frequent interruptions?

17 Extraversion Introversion 100 Extraversion Introversion General Population This Group N = 15 Based on research compiled by the Center for Creative Leadership

18 What kind of data do you pay attention to? Gut Feeling Hard Data Modified and reproduced by special permission of the Publisher, CPP, Inc. Copyright 1998

19 Most people who prefer SENSING: Most people who prefer INTUITION: I like to learn the facts I like to imagine possibilities Emphasize the pragmatic Emphasize the theoretical Prefer facts & details/specific Prefer general concepts/high information level plans Are oriented to present realities Are oriented to future possibilities Value realism Value imagination

20 S N Dichotomy: Take in Information Observe and remember through 5 senses Build carefully and thoroughly to conclusions Trust experience See trends and patterns in specific data Use a sixth sense Move quickly to conclusions, follow hunches Trust inspiration

21 S N Dichotomy: Take in Information Which is worse: no sense of present reality or no sense of future possibilities?

22 Sensing intuition Sensing intuition General Population This Group N = 15 Based on research compiled by the Center for Creative Leadership

23 How do you make decisions? Values/Beliefs Objective Modified and reproduced by special permission of the Publisher, CPP, Inc. Copyright 1998

24 T F Dichotomy: Decision Making Most people who prefer Thinking: I like to decide logically Are analytical Use cause-and-effect reasoning Solve problems with logic Most people who prefer Feeling: I like to consider people Empathetic Guided by personal values Assess impact of decisions on people

25 Strive for objective standard of truth Described as reasonable Search for flaws in an argument Fair want everyone treated equally Strive for harmony and positive interactions Described as compassionate Search for point of agreement in an argument Fair want everyone treated as an individual Modified and reproduced by special permission of the Publisher, CPP, Inc. Copyright 1998

26 Which is worse: working in an environment that lacks logic or that lacks harmony?

27 Thinking Feeling 100 Thinking Feeling General Population This Group N = 15 Based on research compiled by the Center for Creative Leadership

28 How are you orientated to the world? In a flexible, spontaneous way, seeking to experience and understand life In a planned, orderly way, wanting to regulate and control life Modified and reproduced by special permission of the Publisher, CPP, Inc. Copyright 1998

29 Most people who prefer Judging: Try to avoid last-minute stresses; finish tasks well before deadline Try to limit surprises See routines as effective Most people who prefer Perceiving: May decide things too slowly Feel energized by last-minute pressures; finish tasks at the deadline Enjoy surprises See routines as limiting

30 J P Dichotomy: Lifestyle I like to organize my schedule I like to adapt to changes Are scheduled/organized Are spontaneous/flexible Strive to finish one project before Start many projects but may have starting another trouble finishing them Like to have things decided Like things loose and open to change May decide things too quickly

31 Judging Perceiving: Lifestyle Which is worse: winging it or adhering to a schedule?

32 Judging Perceiving 100 Judging Perceiving General Population This Group N = 15 Based on research compiled by the Center for Creative Leadership

33 Breakdown US Population ISTJ 11.6% ISFJ 3.8% INFJ 1.5% INTJ 2.1% ISTP 5.4% ISFP 8.8% INFP 4.3% INTP 3.3% ESTP 4.3% ESFP 8.5% ENFP 8.1% ENTP 3.2% ESTJ 8.7% ESFJ 12.3% ENFJ 2.4 ENTJ 1.8%

34 Predictions about Teams The more similar the types, the sooner the team members will understand each other. Groups with high similarity reach quicker decisions, but make more errors. Leadership roles may shift as the tasks to be done require the skills of different types. Team members who are opposite on all four preferences may have difficulty achieving understanding. The person who is the only representative of a preference may be seen as different. Teams that come to appreciate and use differences have less conflict. Modified and reproduced by special permission of the Publisher, CPP, Inc., Palo Alto, CA from the Myers-Briggs Type Indicator by Katharine C. Briggs, and Isabel Briggs Myers. Copyright 1998 by Peter B. Myers and Katharine D. Myers. All rights reserved. Further reproduction is prohibited without the Publisher's written consent. Myers-Briggs Type Indicator, MBTI, Myers-Briggs, and Introduction to Type are trademarks or registered trademarks of the Myers-Briggs Type Indicator Trust in the United States and other countries.

35 So What? We need to create work environments where we as leaders: know ourselves expand ourselves lead with our strengths manage our underdeveloped traits know and rely on each other to build a strong executive team Modified and reproduced by special permission of the Publisher, CPP, Inc., Palo Alto, CA from the Myers-Briggs Type Indicator by Katharine C. Briggs, and Isabel Briggs Myers. Copyright 1998 by Peter B. Myers and Katharine D. Myers. All rights reserved. Further reproduction is prohibited without the Publisher's written consent. Myers-Briggs Type Indicator, MBTI, Myers-Briggs, and Introduction to Type are trademarks or registered trademarks of the Myers-Briggs Type Indicator Trust in the United States and other countries.

36 Ideal Leader is Extravert: action-oriented Introvert: contemplative Sensing: pragmatic Intuitive: visionary Thinking: logical Feeling: compassionate Judging: planful Perceiving: adaptable

37 Instructions For each activity, please prepare a brief report and select a speaker.

38 Extraversion/Introversion Take five minutes to discuss: What work environment allows you to be most effective. Take five more minutes to: Agree on two questions to ask the other group to enhance your understanding.

39 Sensing/Intuition Take 5 minutes and write down several words or phrases that describe the picture.

40

41 Thinking/Feeling Two years ago your organization was growing due to increases in government funding. Now, due to cuts in federal and state funding, drops in foundation and individual giving, your budget is projected to be reduced by 36 percent in What do you do? How do you choose what and who to cut?

42 Judging/Perceiving Vacation! Take 5 minutes and discuss the following: The Board has given you an all expenses (up to $2,000) vacation trip in recognition of your hard work and great achievements. What do you do? How do you go about it?

43 Debrief Share a learning or a take away. How will you use what you learned.