How to get buy-in from your senior stakeholders Liane Hawthorne, Account Director

The Myers Briggs Type Indicator “ Recommended for anyone who works anywhere other than a one-man capsule in outer space(and arguably even then...)! Andrew McAllister, Foreign and Commonwealth Office ”

Today’s session Learn how to confidently articulate the business benefits of the MBTI to your stakeholders Consider how best to influence your senior stakeholders using type Take-aways to help you better influence stakeholders

Reminder of the features and benefits Key features Explores 16 personality types, acknowledging that all types have value Carries outstanding credentials Eleven comprehensive application reports that let you get straight to the heart of an issue Available online in 27 languages Opportunity to extend exploration to type dynamics and MBTI Step II

Reminder of the features and benefits Simple yet versatile Longevity Breadth and depth Provides a common language More applications than any other personality tool Focus on authenticity Millions of users and unrivalled resources and training

Classic concerns and objections Why use a personality tool? I thought it was only for managers... It’s too expensive Is it really valid? I’ve had a bad experience in the past I only have an hour to invest I’ve been “MBTI’d” before I don’t want to be put in a box People forget their “letters” What value does it bring to the workplace? I want to know how they behave not just what they prefer

Lasting buy-in comes from delivery Set expectations What will they get / not get Be clear about what part you have to play Be clear about what part they have to play Tailor the message to your audience Seek support from OPP Make it a journey

Influencing your stakeholders using type

Impact of MBTI on your style EI – style of initial contact and interaction SN – exploring the reality and the future TF – evaluating and deciding on information JP – focus on next steps and agreement

And on into the functional pairs Middle two letters = the functions Taking in information Making decisions

ST Tend to Therefore when influencing STs Be practical and value factual information Focus on what is essential Like time to absorb information Logically compare facts Be interested in what is sensible and efficient Therefore when influencing STs Be factual, don’t make things up or waffle Share your knowledge and competence Be honest and straight forward in your approach Be professional , don’t be overly familiar Be prepared Focus on relevant details

SF Tend to Therefore when influencing SFs Be personal and practical, and talk about their experiences Not like complicated processes but want complete information Be warm, friendly and approachable Use personal inclusive words and phrases Value personal service and loyalty Therefore when influencing SFs Listen to what they say and how they say it, and let them know you have heard them Give your full attention Give them time, don’t rush them Provide factual information but with a personal focus for them Offer other people’s opinions Provide personal experiences and viewpoints

NF Tend to Therefore when influencing NFs Find meaning in ambiguity Imagine potential outcomes Use words to paint pictures Speak diplomatically Therefore when influencing NFs Treat respectfully Value individuality, don’t group then with other people Give them space Offer new and innovative ideas Provide overall approach and later add detail if asked Take time to discuss and understand needs Provide range of possibilities

NT Tend to Therefore when influencing NTs Have a large vocabulary and are precise in their use of language Be interested in possibilities Like straight forward information with alternatives Check for discrepancies Use ‘dark’ humour Therefore when influencing NTs Be respectful, don’t be personal Demonstrate your competence and knowledge Give high level overview and detail if required Provide options and choice Offer new, innovative solutions Be honest, don’t try and bluff

Let’s have a go Find someone with a different functional pair Take it in turns to play the stakeholder and the MBTI practitioner Get into pairs and discuss the MBTI in a way that can appeal to all of the preferences. Try to focus the conversation around how you can influence your audience around why they would choose the MBTI.

MBTI Teambuilding Program Leader’s Resource Guide, S. Hirsch Summary ST Focuses on: specifics logical implications SF impact on people NF concepts impact on values NT logical options Values: efficiency and value for money lists of features and benefits personal loyalty being treated as an individual brand loyalty making a difference in the world competence and innovation options that fit future needs So remember to: STATE THE FACTS GIVE PERSONAL SERVICE SUPPORT THEIR VISION GIVE LOGICAL OPTIONS MBTI Teambuilding Program Leader’s Resource Guide, S. Hirsch

Resources available to you Data sheet Sample reports Case studies “Use With” Guides www.opp.com/en/blog Type and Selling booklet Flip-a-Type-Tip! Today’s take-aways Talk to us

Thank you!