DAVE JARMAN – ENTERPRISE SKILLS & EDUCATION MANAGER MBTI – Personality Profiling for individual and team development

Why & How do I use it? Personality Profiling is useful within Enterprise Education for the following reasons:  Helping individuals reflect on and understand their own behaviour and that of others  Helping teams understand their differences constructively  Exploring problem-solving approaches  Exploring communication styles and thus influence & sales tactics Limitations:  Ought to require a qualified practitioner  Some people (quite reasonably) dislike being profiled and some become over-reliant upon it Used:  Often very early in a programme as we set up teams or explore entrepreneurial attitudes and mindset  Very good ice-breaker and provides lots of food for thought  Very much stressed as ‘one useful model’

Just because it’s how I'd do it doesn’t mean it’s right.

Personality Types Different people do things differently Different to us isn’t ‘abnormal’! Constructive theory of difference:  Developed by Carl Gustav Jung  Refined by Katharine Briggs and Isabel Briggs-Myers  Now the industry-standard for personality profiling  Used for personal and team development Not a pigeon-holing exercise! Just one model – that happens to help us explore a variety of issues.

Exploring preference We all have preferences for behaviour Sometimes pressured to perform in other ways  By family/friends/colleagues  By society We can behave however we like – but its just a bit tougher and/or more awkward  ‘Wrong’ hand  Walking uphill Forced-choice format – 4 ‘psychologically-opposed’ pairs

Extraversion & Introversion Extraverts: Get energy from the external environment of people and things Focus energy outward and take action first Like to think out loud Breadth of interest Learn best by talking things through Introverts: Get energy from the inner environment of reflection and thought Focus energy inwards in contemplation Prefer to think through things Depth of interest Learn best by reflecting and mental ‘practice’

What would you tell me about this image?

Sensing & iNtuiting Sensing preference: Focus on reality as experienced by the 5 senses Value practical applications Factual and concrete, noticing details Enjoying the present Trusting experience iNtuiting preference: Focus on the ‘big picture’ and possibilities Value imaginative insights Abstract and theoretical, reading ‘between the lines’ Enjoying anticipating the future Trusting inspiration

Thinking & Feeling Thinking preference: Typically step back to analyse logically from a distance Guided by objective logic Focus on cause and effect Look for flaws in logic Apply consistent principles dealing with people At work emphasise involvement in tasks Feeling preference: Typically step into situations to weigh human values and motives Guided by personal values Focus on harmony with self and others’ values Look for common ground Treat each person uniquely At work emphasise and support the process

Judging & Perceiving Judging preference: Typically enjoy coming to closure and deciding things Scheduled and organised Enjoy planning and decision- making Dislike time pressure Like to make decisions as soon as it is reasonable to do so Perceiving preference: Typically enjoy keeping options open Spontaneous and adaptable Enjoying the process, no decision before it’s time Energised by time pressure Like to keep options open so long as it is reasonable to do so

The 16 Types ISTJISFJINFJINTJ ISTPISFPINFPINTP ESTPESFPENFPENTP ESTJESFJENFJENTJ

MBTI & Innovation Types and their attitudes to innovation: NP- Creative Maverick/Scatterbrain NJ- Visionary Leader/Fixated Bore SP- Innovative Trouble-shooter/Mad Inventor SJ- Careful Conservator/Obsessive Nit-picker Could equally talk about attitudes to leadership, teamwork, communication...

Problem-Solving approach Sensing iNtuiting ThinkingFeeling

Principles to remember 1. We do things differently – understand this constructively 2. E/I – different styles of contribution to meetings 3. S/N – pay attention to different things 4. T/F – ascribe value in different ways 5. J/P – approach tasks differently

“Our judgements about other people say more about us than they do about them.” Carl Gustav Jung