PERSONALITY TYPES

Personality Types Self awareness Career development Team building Academic counseling Relationship counseling Dealing with conflict

Uses of MBTI Understand yourself and your behavior Appreciate others and their contributions Make constructive use of differences

What Does It Do? Identifies preferences, not skills Open possibilities, not limit options All preferences are valuable All preferences can be used by each person

Self Awareness Communications Reaction to change Conflicts Leadership

Organizational Dynamics Teambuilding Coaching Sales

Organizations Contribution to the organization Leadership style Preferred learning style Problem solving approach Preferred work environment

Areas for Improvement Potential pitfalls Suggestions for development

Personality Types Inborn tendencies Habits (comfort zone) Recognizable patterns –Change and adapt Predictable responses –To Change –Conflict –Stress

IMPORTANT!!!!! Everyone is unique Everyone uses every preference sometime We can all improve communications Relationships will improve with practice

Brain and Personality Brainstem –Instincts and Survival Limbic System –Feelings and Emotions Frontal Cortex –Thinking and Ideas

Myers-Briggs Extravert Sensing Thinking Judging Intravert Intuitive Feeling Perceiving

Terms Extravert IS NOT “talkative or loud” Introvert IS NOT “shy or inhibited” Feeling IS NOT “emotional” Judging IS NOT “judgmental” Perceiving IS NOT “perceptive”

Extravert - Introvert How you get and use your energy

Extravert - Introvert E – People, activity, talking (external world) –Readily takes initiative –“Act first, think later” –Enjoys a wide variety and change in people and relationships –Very approachable –Develop ideas through discussion I – Thoughts, feelings, writing (internal world) –Think/reflect first, then act –Needs “private” time to reflect –One-on-one relationship or conversations –Great listeners –Enjoys focusing on a project

Sensing (S) – Intuitive (N) How do you take in information?

Sensing (S) – Intuitive (N) S – Facts – real & tangible - now –Carefully thought out conclusions –Lives in the present –“Do something” rather than “think about it” –Fantasy is a dirty word –Common sense solutions N – Possibilities – Inspiration - future –Use personal feelings to make decisions –Comfortable with fuzzy data –Inventing new possibilities is automatic –Sometimes considered absent-minded

Thinking (T) - Feeling (F) How do you make decisions?

Thinking (T) - Feeling (F) T – Decision through logic and truth –More important to be right than liked –Viewed as unemotional –Focus on tasks –Provides objective and critical analysis F - Decision through emotion –Follow hunch to make quick conclusions –Sensitive to feelings of others –Toxic reaction to disharmony, prefer to accommodate –Takes things too personally

Judging (J) - Perceiving (P) How do you organize your life?

Judging (J) - Perceiving (P) J – planned, orderly, reach closure quickly –Get things done –Punctual –Likes to use a list, make plans –Structure and order –Works best and avoids stress when keeps ahead of deadlines and not given too much information at one time P – flexible, spontaneous, stay open –Lives for the moment –Works well under pressure and deadlines –Creative –Multitasks –Avoids commitments, it interferes with flexibility

SJ Leaders The Company People (Traditionalists)

SJ Temperament “Don’t fix what ain’t broke” Tend to organize everything, good managers Thrive on procedures Prefer chain of command Respect credentials and those who pull own weight Concentrate on today, rather than tomorrow 38% of population

NF Leaders The People People (Idealists)

NF Temperament “I’m here to help” Good with people - good trainers Respect relationships above credentials Very loyal Value harmony, encourage participation Tend to personalize any criticism 12% of population

NT Leaders Conceptualizers (Competence Above All)

NT Temperament See the big picture Good at conceptualizing - strategic planning, research, project planning Good writers and speakers Enjoy challenging the system Dislike procedures and hierarchy Loyalty depends on respect 12% of population

SP Leaders The Troubleshooters

SP Temperament Live for the moment Prefer action, immediate benefits Prefer freedom, few procedures Good at crisis management 38% of population

Main Benefit SELF IMPROVEMENT

Tips for Extraverts Style can overwhelm intraverts Recognize the need for written communications

Tips for Intraverts Be assertive Let others know where you are and what you need Ask for time to respond Recognize the need for face to face communications

Tips for Sensors Your helpful questions and useful details may cut off others’ sharing of ideas Ask others for their ideas and perspective Allow time for brainstorming

Tips for Intuitives Others may need to do a reality check on your ideas or compare them with past experience While brainstorming, think of what it will take to make the idea work

Tips for Thinking Types Personal connection and acknowledgement are necessary to Feeling types to commit to a project Your idea of a “lively difference of opinion” may represent a “conflict” tp Feeling types, creating tension

Tips for Feeling Types Logical structure and clarity are necessary for Thinking types to commit to a project T types may see your relationship-oriented approach as obscuring your commitment to planning and completing tasks Let others know if their style is bothering you

Tips for Judging Types Recognize that structure is restrictive to P types - limit to essentials Allow time for deliberation and decision Hold others responsible for results, rather than dictating the process Use asking tones, rather than insisting tones

Tips for Perceiving Types Recognize that your exploratory style may seem like a waste of time to Judging types Set deadlines for your own results and decisions Follow through on your commitments

Typewatching Sales Recruiting Coaching Conflict Resolution Teambuilding Better Communication

Teambuilding Match preferences to tasks Mutual benefit of opposite types –Conceptualizing –Meeting management –Reach conclusions –Set goals

Recruiting Interviewing Criteria for hiring –SJ - base on credentials –NF - base on relationship –NT - base on competence Retention

Very Satisfied with Job ENFJ61% ESFJ60% ENTJ56% ESTJ53% ESFP52% INTP50% ESTP50% ENFP49% ISFJ49% ISTJ47% INTJ45% INFP45% ISTP44% ENTP42% INFJ39% ISFP38%

Retention – Likely to Leave INTP56% INFP46% INTJ40% ESFP40% ENTP40% ISTP38% ENFP38% ENFJ37% ISFJ36% ESTP36% ESTJ35% INFJ32% ISTJ31% ISFP27% ESFJ26% ENTJ22%

Leadership & Administration No favored preference Any type can succeed

What MBTI Can Do Use natural strengths to best advantage Accept that you can’t do everything well Identify your areas for improvement Appreciate differences in others Identify others who can help you be successful

What MBTI Should Not Do Does not measure skills Does not predict success or failure Should not be used to –assign jobs –avoid certain activities –excuse inexcusable behavior Do not use in performance reviews