1. Using Type to Get the Best Out of Leaders October 7, 2015 Facilitated by: Carolyn Warkentin

2. 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)

3. 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

4. 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

5. 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 Nurture Environment vs. Nature MBTI ® instrument

6. “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.

7. 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

8. 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

9. 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.

10. Extraversion (E) or Introversion (I) Where we focus our attention and get energy Source: Introduction to Type ® (6th ed.), I. B. Myers, p. 9.

11. 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 usually not with equal comfort.

12. 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

13. 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

14. 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

15. We Have a Preference We all do Extraverted and Introverted things. But we usually do not do them with equal comfort. Most of us have a preference for one or the other.

16. E–I Self-Assessment Given the choice, which do you prefer: Extraversion or Introversion?  your self-assessment

17. Sensing (S) or Intuition (N) The way we take in information and the kind of information we like and trust

18. 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.

19. 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

20. 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

21. 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

22. We Have a Preference We all use Sensing and Intuition when making our observations about the world. But we usually do not use them with equal trust. Most of us have a preference for one or the other.

23. S–N Self-Assessment Given the choice, which do you prefer: Sensing or Intuition?  your self-assessment

24. Thinking (T) or Feeling (F) The way we make decisions

25. 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.

26. 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

27. 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

28. Key Words Associated with T–F Feeling Heart Personal People Subjective Praise Understand Merciful Thinking Head Detached Things Objective Critique Analyze Firm but fair

29. We Have a Preference We all use both Thinking and Feeling when making decisions. But we usually do not use them with equal ease. Most of us have a preference for one or the other.

30. T–F Self-Assessment Given the choice, which do you prefer: Thinking or Feeling?  your self-assessment

31. Judging (J) or Perceiving (P) Our attitude toward the external world and how we orient ourselves to it

32. J–P Differences People 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.

33. How People Approach Life People 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

34. 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

35. Key Words Associated with J–P Perceiving Flexible Information Experience Later Options Spontaneous Wait Judging Organized Decision Control Now Closure Deliberate Plan

36. We Have a Preference We all use Judging and Perceiving as part of our lifestyle. But we usually do not use them with equal comfort. Most of us have a preference for one or the other.

37. J–P Self-Assessment Given the choice, which do you prefer: Judging or Perceiving?  your self-assessment

38. Personality Type When combined, your preferences indicate your personality type.

39. 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

41. 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

42. 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?

43. 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

45. 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

46. 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

47. 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

48. 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.

49. 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

50. 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?

51. 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?

52. 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

53. 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

54. Sensing or Intuition Kinds 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

55. Thinking or Feeling Criteria 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 support for them and others People who prefer Feeling tend to want

56. Judging or Perceiving Ways 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

57. 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.

58. LET’S TALK ABOUT LEADERSHIP How do we get the best out of ourselves and out of others?

59. 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.

60. 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

61. 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?

62. 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?

63. 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

64. 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

65. TJ Leadership If 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 consistently You 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

66. 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

67. 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

68. 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

69. ACTION PLANNING How can you improve your leadership skills? How can you improve the skills of others?

70. What will have the biggest impact on improving your leadership? How do your preferences impact your leadership effectiveness in a positive and negative way?

71. 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?

72. 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?

73. 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?

74. 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.

75. DEVELOP A LEADERSHIP PROGRAM

76. 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~

77. 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

78. Questions