Applying Type To Lead

Applying Type to

Leading Self and Others

Presented by

2© 2011, CPP, Inc. All rights reserved

Objectives

Review your successes and challenges of using the MBTI® Instrument

Introduce 5 lenses to illustrate how to apply Type theory to understand individual and team behaviour

Apply the lenses to– Team strengths and development areas– Communication and Influencing– Change – Leadership– Problem Solving & Decision Making

Applying MBTI to date...What do you want from this session?

What are the successes?What are the challenges?What do you remember?

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The Lenses

© 2011, CPP, Inc. All rights reserved

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Team Type Lens

First Contact with the Team


Team analysis

Record Types on chart

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Determining Team Type

Total the number of individuals for each of the eight preferences

The preference in each dichotomy with the higher total is the team preference

The combination of the 4 preferences with the highest total is the team type

With ties– Break the tie in favour of the team

leadership– Break the tie in favour of noticeable

organisational cultureWhy?


Elizabeth Hirsh, Katherine W. Hirsh, and Sandra Krebs Hirsh, MBTI® Teambuilding Program, 3rd ed. Copyright 2009 by CPP, Inc. All rights reserved. Permission is hereby granted to reproduce this document for workshop use. Duplication for any other use, including resale, is a violation of copyright law. MBTI and Introduction to Type are trademarks or registered trademarks of the MBTI Trust, Inc., in the United States and other countries.

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Analysing Team Type

1. What might this team emphasise? What positive contributions might this team make to the organisation

2. What challenges might this team face? What might this team need to do to be optimally effective?

3. What might this team’s leadership emphasise?

4. What challenges might this team’s leadership face? What might this team’s leadership need to do to be optimally effective?



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Team Type Lens

Teams with Type Diversity Teams with Type Homogeneity

Source: Introduction to Type and Teams, Hirsh et a (2003)


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The Functions Lens


Communications

Influencingand

Persuading

Selling

Team Roles

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Typical Characteristics of the Four Functions

RM 4-1

Resourceful

Data oriented

Accountability

Marshalling resources

Inefficiency

Friendly

Service oriented

Affiliation

Delivering support

Unfriendliness

Characteristics STs SFs NFs NTs

Creative

Development oriented

Personal growth

Offering guidance

Intolerance

Autonomy

Incompetence

Supplying expertise

Effective

System oriented

At their best, establish teams that are

Team environment fosters

Are energized by

Are exhausted by

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Communication Activity

Form groups of ST, SF, NF and NT types In your group discuss….1] What would someone need to say to persuade you to

buy an MBTI® Training Package? What could a sales person say or do that would put you

off purchasing an MBTI® Training Package?

Record your responses


(Optional)2] When undertaking a project, which tasks do you seek out? Which tasks do you try and avoid?

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Influencing Activity

Form groups of ST, SF, NF and NT types

In your group discuss….

What would you need to hear to be persuaded to change the way you work or agree to a proposal for a new product or service?

Record your responses© 2011, CPP, Inc. All rights reserved

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Writing Styles of the Four Functions

Source: Judy Allen and Susan A. Brock, Health Care Communications Using Personality Type: Patients Are Different (Philadelphia: Routledge, 2000). Reproduced with permission..

Short, to the point Precise, with qualifications if

appropriate Bullet points Conventional words “Businesslike” tone

ST style

Longer, paragraph format Expressive, underlining,

personalized anecdotes Unique words and phrases,

personal pronouns

NF style Longer, paragraph format Present the “why” or logic

behind the idea “Businesslike” tone Unique words and phrases,

metaphors

NT style

Short Bullet points Conventional words Personal tone, i.e., personal

pronouns, specific quotes

SF style

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Type & Communication

Implications: People naturally use a

communication or influencing style that suits their preferences.

Understanding what our audience needs increases our effectiveness in communicating with them.


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Team Roles & Personality Type

ST

Technical skills with objects and

facts

NF

Insight and encouraging

people

SF

Practical ways of helping others

NT

Theoretical and technical

frameworks

Source: Myers, I. (1998) Introduction to Type®


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The Quadrants Lens


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Life Cycle of Organisations or New Initiative

DESCRIPTOR

IN Thoughtful innovators

EN Action oriented innovators

ES Action oriented realists

IS Thoughtfulrealists

ORGANISATION FOCUS Vision Change Results Continuity

CHANGE

Internalvision of future

Try somethingnovel

Improveefficiency &effectiveness

Can see what should change / be preserved

MOTTO Let’s think about it!

Let’s change it!

Let’s do it ! Let’s keep it!

Time elapsed© 2011, CPP, Inc. All rights reserved

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Contributions & Conflict Activity

Form groups of IS, ES, IN and EN types

What special gifts and contributions does your Quadrant bring to the team?

What irritates you about the other quadrant ?

What do you or could you admire about the opposite quadrant?

Adapted from MBTI® Team Building Program 1st Ed (1992) by Hirsh© 2011, CPP, Inc. All rights reserved

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Debriefing the Quadrants activity

Invite one group to report their responses. Then invite the diagonal opposite group to report their responses.

Ask the team how they can agree to incorporate the perspectives/contributions of all four Quadrants

IS IN

ES EN


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Problem Solving/Conflict Resolution and the Four Quadrants

RM 4-19

Focus on facts that might be useful

Recall past examples to guide behavior

Want to determine where energy will have the best results

Act sensibly

When working to solve a problem, ISs tend to

Focus on actions that could be taken

Use conventional structures to guide behavior

Want to test out where effort will have the most impact

Act promptly

When working to solve a problem, ESs tend to

Focus on changes that could be made

Invent novel frameworks to guide behavior

Want to speculate on where effort will have the most impact

Act enthusiastically

When working to solve a problem, ENs tend to

Focus on ideas that might be applicable

Anticipate potential problems to guide behavior

Want to understand where energy will have the best results

Act prudently

When working to solve a problem, INs tend to

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Change and the Four Quadrants

RM 4-18

Ways to introduce change to ISs

Relate it to what they can do Give them a realistic rationale for

the change Emphasize the connection with

current procedures Show them how it can make their

work more efficient and easier

Ways to introduce change to ESs Ways to introduce change to ENs

Ways to introduce change to INs

Relate it to inventive ways of doing things

Give them a broad overview of the change

Emphasize the possibilities for variety

Show them how it can make their work pioneering and fresh

Relate it to what they know Give them a detailed picture of the

change Emphasize the connection with what

is known and understood Show them how it can make a

tangible, lasting difference in their work

Relate it to innovative concepts Give them the underlying

significance of the change Emphasize the possibilities for

creativity Show them how it can bring their

work closer to the ideal

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The Dynamics Lens


Order ofPreferences;DominantAuxillaryTertiary Inferior

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The Dynamics Lens

Provide team participants with a brief overview of type dynamics by presenting the following:– Each personality type has a favourite or most trusted

preference - Dominant Preference– There is a hierarchy of preferences for each type - see

Introduction To Type® and Teams booklet pages 47-48


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Dominant Preferences in the Type Table

1st row: 2nd letter

2nd row: 3rd letter

3rd row: 2nd letter

4th row: 3rd letter

ISTJ

ISFJ

INFJ

INTJ

ISTP

ISFP

INFP

INTP

ESTP

ESFP

ENFP

ENTP

ESTJ

ESFJ

ENFJ

ENTJ


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Activity Scenario

Your work office will need to relocate from a capital city to a smaller town. What would be the first things your group would consider to implement this decision?

Start with your Dominant preference group

(optional) then move to the next preferences according to the time allocated.


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Using the Myers-Briggs Type Indication in Organizations (2nd edition) by Sandra Krebs Hirsh. © 1991 by Consulting Psychologists Press, Inc. Permission is herby granted to reproduce this worksheet for workshop use. Duplication for any other use, including resale, is a violation of the copyright law.

Problem-Solving ModelModel from Gordon Lawrence, People Type and Tiger Stripes (Gainesville, FL:CAPT, 1982), p.58.

SENSING(FACTS)

INTUITION(POSSIBILITIES)

THINKING(CONSEQUENCES)

FEELING(IMPACT ON PEOPLE)

Decision Making Process for Team


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Problem Solving and the Four Dominants

RM 4-45

How is the problem defined? What are the current procedures? What are our specific goals? What are the immediate objectives

and how can timelines be established?

Sensing Dominants are likely to ask

Is this a legitimate issue? How does it affect performance? What are the pros and cons? How can we look at this

systematically?

Thinking Dominants are likely to ask

What are people’s feelings about this issue?

How can different sides be accommodated?

What will increase harmony? How will this affect the people

concerned?

Feeling Dominants are likely to ask

What alternatives are there? How is this issue related to wider

concerns? What are the opportunities for

growth? What are our hunches about this

issue?

Intuitive Dominants are likely to ask

MBTI Leadership Poster

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Type __________

Contributions

What do you need to be your best

Motto:

Overdo

Overlook

What others do that annoys you

As leaders . . .

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Resource Materials -Teams & Leadership

Introduction to Type ® and Teams MBTI® Teambuilding Program Leaders Resource Guide Introduction to Type ® in Organizations Introduction to Type ® and Decision Making The Leadership Advantage – Training Program Using the MBTI® Tool in Organizations – Leaders Resource Guide Developing Leaders – Research & Applications in Psychological Type

Enhancing Leadership Through Psychological Type Teamwork from the Inside Out – Field book

Applying Type To Lead

Documents

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