Using Type to Get the Best Out of Leaders

October 7, 2015Facilitated by: Carolyn Warkentin

Who Am I?

• Carolyn Warkentin

• Executive Director, South Essex Community Council

• MBTI®

Certified Practitioner

• Bachelor of Arts--English

• Career Practitioner’s Certificate

• C.A.E. (Certified Association Executive)

• ENFJ (Extraversion, Intuition, Feeling, Judging)

• Gain an introductory understanding of your type preferences and how they affect work, communication, stress & change

• Examine the influence of personality type on our leadership styles

• Explore ways to help leaders develop their leadership• Review key parts of an effective leadership program

Myers-Briggs Type Indicator ®

(MBTI®

)

• An indicator—not a test • Looks only at normal behavior

• Forced-choice questions• No right or wrong answers—no better or worse types.

• All types have potential strengths and possible pitfalls or blind spots

Katharine C. Briggs (1875–

1968), an American, read Jung’s

Psychological Types in 1923.

She spent the next 20 years studying, developing, and applying Jung’s theory.

Isabel Briggs Myers (1897–1980) developed Jung’s theory in partnership with Briggs.

Beginning in 1943, she developed questions that became the Myers-

Briggs Type Indicator®

instrument

Jung’s Personality Theory

• Every person carries out two kinds of mental processes:• We take in information• Then we make decisions about the

information• Everyone has preferred ways of using

these mental processes• Jung believed that preferences are

innate—“inborn predispositions”

An indicator—not a test

Looks only at normal behavior

Forced-choice questions

No right or wrong answers—no better or worse types.

All types have potential strengths and possible pitfalls or blind spots

Your results are confidential

NurtureEnvironmentvs.

NatureMBTI

®

instrument

“Handedness”

How did it feel to write the first signature?How did it feel to write the second signature?

Sign your name in the first box

Now, sign your name again in the second box—using the other hand.

• Where do we get our preference for using one hand over the other?

• How does the environment influence our preference for using one hand over the other?

Note: We all can and do use both hands; for writing, one is natural, comfortable, automatic

The MBTI® Dichotomies

The MBTI® instrument indicates preferences on four pairs of opposites, called dichotomies:

Extraversion E or I Introversion

Sensing S or N Intuition

Thinking T or F Feeling

Judging J or P Perceiving

MBTI® Theory• Four pairs of opposites—like our right and left hands. We

all use both sides of each pair, but one is our natural preference.

• The MBTI®

instrument is designed to indicate those inborn preferences.

• The MBTI instrument is not designed to measure skills or effects of environment.

Extraversion (E) or Introversion (I)

Where we focus our attention and get energy

Source: Introduction to Type® (6th ed.), I. B. Myers, p. 9.

E–I Differences People who prefer Extraversion: • Direct their energy and attention

outward • Focus on the outer world of people and

activity

People who prefer Introversion:• Direct their energy and attention inward • Focus on their inner world of ideas and

experiences

We all use both preferences, but usuallynot with equal comfort.

Where People Focus Their Attention

People who prefer Extraversion (E) • Are energized by

interacting with others• Are sociable and

expressive• Prefer to communicate

face-to-face• Work out ideas by

talking them through

People who prefer Introversion (I)• Are energized by

opportunity to reflect• Are private and

contained• Prefer to communicate

by writing• Work out ideas by

thinking them through

Where People Focus Their Attention

People who prefer Extraversion (E)• Have broad interests in

many things• Learn best through

doing or discussing• Readily take initiative

in work and relationships

People who prefer Introversion (I)• Focus in depth on their

interests • Learn best by reflection,

mental “practice”• Take initiative when the

situation or issue is very important to them

Key Words Associated with E–I

Introversion

Reflection

Inward

Privacy

Concentration

Few

Quiet

Think-Do-Think

Extraversion

Action

Outward

People

Interaction

Many

Expressive

Do-Think-Do

We Have a Preference

We all do Extraverted and Introverted things.

But we usually do not do themwith equal comfort.

Most of us have a preference for one or the other.

E–I Self-Assessment

Given the choice, which do you prefer: Extraversion or Introversion?

your self-assessment

Sensing (S) or Intuition (N)

The way we take in information and the kind of information we like and trust

S–N Differences

People who prefer Sensing: • Focus on present realities,

verifiable facts, and experience

People who prefer Intuition:• Focus on future possibilities,

the big picture, and insights

We all use both ways of perceiving, but we typically prefer and trust one of them more.

How People Take In Information

People who prefer Sensing (S) Focus on what is real

and actual Observe and remember

specifics Are factual, concrete,

and sequential

People who prefer Intuition (N) Focus on patterns and

meanings Remember specifics

when they relate to a pattern

Are abstract and imaginative

How People Take In Information

People who prefer Sensing (S)• Build carefully and

thoroughly toward conclusions

• Understand ideas and theories through practical applications

• Are specific and literal • Trust experience

People who prefer Intuition (N)• Move quickly to

conclusions, follow hunches

• Generate ideas and theories; application is secondary

• Use metaphors and analogies

• Trust insight

Key Words Associated with S–N

Intuition

Ideas

Imaginative

General

Future

Change

Theoretical

What could be

Sensing

Facts

Realistic

Specific

Present

Keep

Practical

What is

We Have a Preference

We all use Sensing and Intuition when making our observations about the

world.

But we usually do not use themwith equal trust.

Most of us have a preference for one or the other.

S–N Self-Assessment

Given the choice, which do you prefer: Sensing or Intuition?

your self-assessment

Thinking (T) or Feeling (F)

The way we make decisions

T–F Differences

People who prefer Thinking: • Make their decisions based

on impersonal, objective logic

People who prefer Feeling:• Make their decisions based

on personal priorities and relationships

Both processes are rational and we use both, but usually not with equal ease.

How People Make Decisions

People who prefer Thinking (T) Step back to get an

objective view Analyze Use cause-and-effect

reasoning Solve problems with

logic

People who prefer Feeling (F)• Step in to identify with

those involved• Empathize• Are guided by personal

and group values• Assess impacts of

decisions on people

How People Make Decisions

People who prefer Thinking (T)• Strive for an objective

standard of truth• Are “reasonable”• Can be “tough-minded”• Are fair—want everyone

to be treated equally

People who prefer Feeling (F)• Strive for harmony and

positive interactions• Are compassionate• May appear

“tenderhearted”• Are fair—want

everyone to be treated as an individual

Key Words Associated with T–F

Feeling

Heart

Personal

People

Subjective

Praise

Understand

Merciful

Thinking

Head

Detached

Things

Objective

Critique

Analyze

Firm but fair

We Have a Preference

We all use both Thinking and Feeling

when making decisions.

But we usually do not use themwith equal ease.

Most of us have a preference for one or the other.

T–F Self-Assessment

Given the choice, which do you prefer: Thinking or Feeling?

your self-assessment

Judging (J) or Perceiving (P)

Our attitude toward the external world and how we

orient ourselves to it

J–P DifferencesPeople who prefer Judging: • Want the external world to be

organized and orderly • Look at the world and see

decisions that need to be made

People who prefer Perceiving:• Seek to experience the world, not

organize it • Look at the world and see options

that need to be explored

We all use both attitudes, but usually not with equal comfort.

How People Approach LifePeople who prefer Perceiving (P) Adaptable and

curious Casual Open-ended Adjust flexibly to

new information and changes

People who prefer Judging (J)• Organized• Systematic• Methodical• Make short- and

long-term plans, and then follow them

How People Approach Life

People who prefer Judging (J)• Like to have things

decided• Resist reopening

decisions• Try to avoid last-minute

stresses

People who prefer Perceiving (P)• Like to explore options• Resist cutting off

options, making decisions too soon

• Feel energized by last-minute pressures

Key Words Associated with J–P

Perceiving

Flexible

Information

Experience

Later

Options

Spontaneous

Wait

Judging

Organized

Decision

Control

Now

Closure

Deliberate

Plan

We Have a Preference

We all use Judging and Perceiving as part of our lifestyle.

But we usually do not use themwith equal comfort.

Most of us have a preference for one or the other.

J–P Self-Assessment

Given the choice, which do you prefer: Judging or Perceiving?

your self-assessment

Personality TypeWhen combined, your preferences indicate

your personality type.

Remember…

•Extravert does not mean talkative or loud

• Introvert does not mean shy or inhibited

•Feeling does not mean emotional•Judging does not mean judgemental•Perceiving does not mean perceptive

Characteristics of Extraverts and Introverts

Introverts Prefer to communicate in

writing Are private and inwardly

focused Learn best through thinking

and processing Have a select circle of

friends Need time alone to

reenergize self Appear to be good

listeners

Extraverts• Prefer to communicate verbally• Are outgoing and action

oriented• Learn best by doing or

talking• Have many friends and

acquaintances• Enjoy sharing ideas at

gatherings• Need external stimulus and

input

Extraversion–Introversion Discussion Topics

1. What do you like about being an Extravert or an Introvert?

2. What perceptions do you think others have of your type?

3. What frustrates you about working (or living) with your opposite type?

4. What do you like or admire about your opposite type?

S-N Activity

•Form groups of all Ss and all Ns.•Look at the following picture for 30 seconds, in silence

•Then discuss with your group what you saw and record your observations

People with a Preference for Sensing

•Describe what they literally see:•Physical attributes of the picture (color, shapes, artist’s name, size)

•Then try to make sense out of the shapes—object sense

•Others can usually see the identified shapes

People with a Preference for Intuition

• Interpret the picture, seeing possibilities and meanings that connect to them

•Often make up a story about the picture

•May come up with a big-picture interpretation of the meaning

What Can We Conclude?

• When we all look at the same image, we see different things

• What are the implications and applications of this activity for our team?

• We must remember that we all trust our own perceptions, while acknowledging that there are many other ways of seeing the same object/situation

T–F Splitting Activity

• Form groups of all Ts and all Fs:• Imagine that you have been invited to a party with a close friend

• Your friend arrives, ready for the party. You look at what the person is wearing and say to yourself, “Oh no! Is he/she really going to wear that?”

• What do you do and say in this situation? Discuss in your group.

T–F Activity Examples

• Thinking types concentrate on achieving their desired outcome—the friend changes clothes

• Feeling types think of how the friend will feel at the party

• Thinking types are frank and to-the-point in stating their views about the clothing

• Feeling types are concerned about embarrassing the person, take a more tactful, indirect approach

T–F Activity Examples

What are the implications and applications of this activity for our team?

• Thinking types look for faults and helpfully point them out

• Feeling types look for good things and point them out

• What value does each bring to the team?

Conflict and Type

Meet with your function pair group—STs, SFs, NFs, NTs.

In your function pair group, discuss the following questions:

What causes conflict for you?

What is your usual response to a conflict situation?

What are some tips you have for others for dealing with you during conflict?

Preference Activity

• Select one preference you have and are clear about, and assemble together as a group (E, I, S, N, T, F, J,P)

• In your group, jot down answers to this question:

In a time of change, what does this part of you

want or need?

Try to filter out your other preferences

Extraversion or Introversion

Processing the change

• To hear and talk about it face-to-face

• Action, to get on with it, to keep up the pace

People who prefer Extraversion tend to want

• Then to discuss it one-on-one or in a small, familiar group

• To read about it and reflect on it

People who prefer Introversion tend to want

Sensing or IntuitionKinds of information wanted

• To know why—what’s wrong with what we’re doing?

• A road map for the process: who, what, when, where, and how

People who prefer Sensing tend to want

• The biggest possible picture, with room for their ideas

• To know why—what’s the vision?

People who prefer Intuition tend to want

Thinking or FeelingCriteria for accepting the change

• The logic behind the change

• Demonstration that leadership is competent

• Fairness/equitability in the change

People who prefer Thinking tend to want

• Demonstration that leadership cares

• The values supporting the change

• Appreciation and supportfor them and others

People who prefer Feeling tend to want

Judging or PerceivingWays of organizing the change process

• A clear, concise plan

• Clear goals, priorities

• Completion—to get it done

People who prefer Judging tend to want

• Flexibility and options

• The general parameters

• To loosen up, not panic, have fun

People who prefer Perceiving tend to want

Conclusion:

• Our organizations include people with each of these preferences at every level.

• We have to recognize their needs and find ways to respond appropriately.

LET’S TALK ABOUT LEADERSHIPHow do we get the best out of ourselves and out of others?

Good Leaders…

• Take time to hone your own skills

• Learn from peers• Seek out opportunities• Look for outside support to fund leadership development

• Self-reflect• Know who they

are• Watch & listen• Ask questions

Doing these things can help you coach

and grow other leaders in your organization.

Extraversion

Leader’s Approach• Think out-loud• Seek action and interaction• Work out ideas by talking

them through• Take initiative

Follower’s Needs• Want to be involved –

teamwork• Brainstorming• Variety• External energy

Introversion

Leader’s Approach• Reflect and consider• Seek quiet and space• Want opportunities to think

things through• Individuality

Follower’s Needs• Want to be informed –

independent work• Heads-up• Depth• Internal energy

Sensing

Leader’s Approach• Focus on the now• Leverage their experience• Consider “what is”• Keep it real

Follower’s Needs• What are the facts?• Has this been done

before?• Keen eye for resources• What’s the process?

Intuition

Leader’s Approach• Focus on the future• Seek innovation• Considering “what might

be”• Trust inspiration

Follower’s Needs• What’s the vision?• Trust in ideas• Keen eye for possibilities• What’s the opportunity?

Thinking

Leader’s Approach• Test the logic• Critique can make everything

better• Focus on tasks and outcomes

Follower’s Needs• What objective criteria will we

use?• Universal rules• What did you weigh to come to

that conclusion?

Feeling

Leader’s Approach• Clarify key values• Set a foundation of

appreciation and cooperation• Focus on people and

relationships

Follower’s Needs• What values are most

important?• Individual circumstances• Did you consider all the

stakeholders?

Judging

Leader’s Approach• Seek closure• Scheduled and methodical• Resource assignments and

deadlines• Goal Orientation

Follower’s Needs• Who is doing what, by when?• What are our goals and

processes?• 9-5• No last minute stresses

Perceiving

Leader’s Approach• Keep options open• Flexible and spontaneous• Let projects unfold and have

contingencies• Process Engagement

Follower’s Needs• How will we adjust to emerging

issues?• Flexible handling of time• 24/7• No unchangeable plans

Type and Leadership Styles

What strengths do we bring to leadership?

What might we overdo as leaders?

What might we tend to overlook as leaders?

Look at your last 2 letters & assemble in groups according to those last 2 type preferences: TJ, FJ, TP, FP

TJ LeadershipIf the last two letters of your type are TJ:You probably find it natural to achieve work goals by

Organizing and structuring the work Making logical decisions and moving quickly to implement

them Creating fair systems and policies and applying them

consistentlyYou may need to work at

Including others in decision making Allowing enough time for others before moving to action Occasionally bending the rules to meet individual needs

TP Leadership

Giving others as much structure and direction as they need Explaining your reasoning and the basis for your decisions Including others in decision making

Developing and demonstrating your knowledge and expertise

Analyzing information to create logical systems Giving followers lots of room, tolerating diverse styles

If the last two letters of your type are TP:You probably find it natural to achieve work goals by

You may need to work at

FJ Leadership

Applying your values and beliefs Giving loyal support to the organization and its people Including others in decision making

If the last two letters of your type are FJ:You probably find it natural to achieve work goals by

You may need to work at

Acknowledging problems and faults in people you care about

Confronting difficult people Moving ahead to implement unpopular decisions

FP Leadership

Seeking information from everyone involved Being flexible and spontaneous Encouraging and supporting colleagues and followers

If the last two letters of your type are FP:You probably find it natural to achieve work goals by

Making clear and timely decisions—and sticking with them

Creating structures to achieve goals Being consistent

You may need to work at

ACTION PLANNINGHow can you improve your leadership skills?

How can you improve the skills of others?

What will have the biggest impact on improving your leadership?

How do your preferences impact your leadership effectiveness in a positive

and negative way?

What will have the biggest impact on improving your leadership?

How does your J or P impact your reputation in a positive way?

How might it impact your reputation in a negative way?

What will have the biggest impact on improving your leadership?

What function—S or N, T or F—do you keep to yourself?

How does this work for you?

What benefits could you realize by bringing this into the open?

What will have the biggest impact on improving your leadership?

Where is your blind spot?

How has this tripped you up in the past?

How could you be more intentional in using this function?

How Self-Assessment Helps Teams

• Through formal assessment, you can learn more about your team.

• You can identify gaps & recruit up-and-coming leaders with appropriate skills to fill those gaps.

• If you know where the “blind spots” are, you can be aware of how they may affect the team and the organization.

DEVELOP A LEADERSHIP PROGRAM

Effective Leadership Programs

• The non-profit sector is facing a looming leadership deficit.

• Succession planning remains a challenge for most non-profits.

• The climate & terrain are tough right now.

• We need to make sure that emerging leaders are ready to step into the sector’s toughest jobs.

“Leadership and learning are indispensable to each other.”

~John F. Kennedy~

How to Develop a Leadership Program• Consider your organization’s mission, vision & values—

what kind of leaders does your organization need?• Establish a set of clear and defined leadership

competencies• Consider how leadership talent is fast-tracked within your

organization• Develop leaders across all levels of the organization• Utilize on-the-job learning opportunities• Create a process for measuring overall performance and

growth

Questions