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Making MBTI Feedback more memorable and meaningful ® Myers-Briggs Type Indicator, Myers-Briggs, MBTI and the MBTI logo are registered trade marks of the.

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Presentation on theme: "Making MBTI Feedback more memorable and meaningful ® Myers-Briggs Type Indicator, Myers-Briggs, MBTI and the MBTI logo are registered trade marks of the."— Presentation transcript:

1 Making MBTI Feedback more memorable and meaningful ® Myers-Briggs Type Indicator, Myers-Briggs, MBTI and the MBTI logo are registered trade marks of the Myers-Briggs Type Indicator Trust. OPP Ltd is licensed to use the trade marks in Europe.

2 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Who am I? Implementation and Development Manager at OPP 22 years’ experience in training and development. Course manager for the MBTI Qualification workshop throughout Europe for several years Part of the project team involved in the recent redesign of feedback materials in the UK.

3 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Findings from 2012 CorpU research CorpU (Corporate University Xchange) a global leadership research firm recently completed a study called “Leadership 2012”. Included Volvo (Sweden) and Nokia (Finland) & 71 other global companies 97% of these organisations said they were concerned about leadership bench strength One recommendation was to implement or update existing Leadership Development Programmes Source:

4 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Challenge to today’s Leaders (themes) Work is increasingly more complex Knowledge & expertise more widely distributed within organisations Span of control increasing (more people managed with fewer resources) Increasingly diverse workforce to lead Increasingly dispersed workforce (over different continents and timezones) Increasing pace of change Leaders increasingly expected to influence stakeholders outside traditional hierarchy

5 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. What are they Doing about it? Over half of the companies surveyed by CorpU had “completely” or “significantly” changed their Leadership programmes in the last 2 years McKinsey’s Lowell Bryan & Claudia Jones recently commented in “Mobilizing Minds, Creating Wealth from Talent in the 21 st Century Organisation” that many failing organisations aren’t refreshing their leadership models Is the MBTI still relevant to today’s Leaders? Cue Supertramp!

6 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. What is effective Leadership? Effective Leadership is still all about behaviour To enhance effectiveness, leaders need to fully understand their own behaviour and to recognise and employ the range of behaviours available to them

7 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. So what are Leaders expected to do? Setting a clear direction and vision and communicate it clearly Analysing management information and making good, considered decisions Building relationships between all types of people that engender trust and respect Being adaptable and open to change Being aware of their own and others’ strengths and delegating successfully Embracing diversity and encouraging healthy conflict J P F I N S E T

8 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Blake & Mouton Managerial Grid

9 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. How can MBTI help? While there are greater concentrations of certain Types among leaders, growing evidence suggests no best Type for a Leader Best Leaders are aware of their own style and can skillfully adapt to other styles when necessary Leaders need to be authentic Their time is precious – making feedback meaningful is important Conclusion : we need a new refreshing way of delivering MBTI to encourage development of all dichotomies

10 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Recommended Improvements More emphasis on applying all preferences effectively and appropriately rather than over-emphasis on Best- Fit Type More emphasis on bringing MBTI to life and linking with business applications. Go further: develop simple action plans for personal development. For each preference exercise or discussion, emphasise individual development in both ends of the dichotomy to give Leaders flexibility of behaviour.

11 New Style MBTI ® Step I Feedback © Copyright OPP Ltd All rights reserved. ® Myers- Briggs Type Indicator, Myers-Briggs, MBTI and the MBTI logo are registered trade marks of the MBTI Trust, Inc. in the United States and other countries. OPP Ltd is licensed to use the trade marks in Europe.

12 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Purpose is more important Giving a greater focus on WHY an individual is completing the MBTI at the beginning prevents the “SO WHAT?” moment at the end Encouraging individuals to “own” personal reasons for doing MBTI leads them to look for relevant applications themselves throughout the feedback Recording these allows you to refer back to these applications at the end of the feedback and suggest further work with you

13 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. How a workbook can achieve this On page 3 of the MBTI workbook there is a list of nine areas where the MBTI instrument can really add value to performance. Clients are encouraged to tick those areas that especially apply to them in their role. On the next page they are encouraged to further personalise these issues

14 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. General application areas Improving working relationships Developing your leadership style Improving communication Improving problem-solving strategies Resolving conflict Managing change Understanding stress reactions Valuing diversity in working style Considering team and organisational culture

15 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Use of Colour How you prefer to deal with the world around you JUDGINGPERCEIVING The process you prefer to use in coming to decisions THINKINGFEELING The kind of information you prefer to gather and trust SENSINGINTUITION Where you prefer to get and focus your energy EXTRAVERSIONINTROVERSION

16 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Exploring personal examples In one to one feedbacks, the practitioner can use the cards to encourage discussion of typical examples of the MBTI dichotomies In group feedback this is the biggest moment of challenge – there is one of you and many of them – how do you encourage a discussion of personal examples and debrief these with MBTI expertise? We need some way to give your clients the MBTI expertise to ask and debrief open questions amongst themselves without being dependent on you Try using a structured exercise eg scratchcards

17 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Scratchcards Get into pairs and pretend you know nothing about MBTI Each person picks two scratchcards (one about work and one about home). Their partner discusses and probes each question Then they both scratch off the silver spot on the side that best fits their answer.

18 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Recording personal examples In the workbook, on page 15, there is space to make a note of the exploration of Extraversion and Introversion from the scratchcards. For one to one feedback this will be a record of the examples from the feedback cards.

19 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Making it memorable Giving people an actual experience of using BOTH poles of the dichotomy will make it more memorable – especially to kinaesthetic learners Typical exercises are designed by splitting up the group into two groups (eg Extraverts and Introverts) and comparing their responses to an event or question If we design exercises that encourage everyone to experience BOTH preferences then it will have higher impact People who don’t know their Best Fit Type can benefit as much as those who do!

20 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Exercise to experience both E & I Pick up five ‘talk tokens’ each. As a group, choose a talk topic card from the pack. Have a group discussion about your chosen topic. Whenever you talk you must give up one token! You should each aim to use all your talk tokens.

21 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Debrief: Not simply Es use up more tokens Did you see both Extraversion and Introversion in action? Did you experience both yourself? Encouraging clients to record any interesting findings (eg page 15 of the workbook) encourages a commitment to act upon the findings This should lead to further work with your client

22 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Dealing with Reported Type A more Adult approach to giving out Reported Type is to not keep it secret until the end Giving the individual Reported Type data as they are considering each dichotomy allows a “Best Fit” of each dichotomy as we go along Page 16 of the workbook has E/I Reported Type written in (by you beforehand!) This has been copied from the MBTI report The scale of preference score has been replaced by boxes to avoid the idea of trait

23 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. After each dichotomy, encourage clients to apply their learning to their roles at work. The workbook could have a space for this This will be especially important for Leaders as we have already stressed that Leaders need to develop BOTH sides of each dichotomy to be effective Applying Extraversion and Introversion

24 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. How come you INTROVERTED cats beat me every time? Luck? Let’s see, if I distract him with my rook, he’ll never suspect I’m going to pin his knight, threaten his queen, and force him to sacrifice his bishop. He’ll never notice my exposed king! Checkmate!

25 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. The four dimensions of type How you prefer to deal with the world around you JUDGINGPERCEIVING The process you prefer to use in coming to decisions THINKINGFEELING The kind of information you prefer to gather and trust SENSINGINTUITION Where you prefer to get and focus your energy EXTRAVERSIONINTROVERSION

26 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. This exercise involves discussing topics first in a Sensing way, then in an iNtuitive way. Clients will experience both but will find one (either S or N) more easy to use and also to listen to Exercise to experience S & N

27 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. To me it represents the eternal struggle to survive in this cruel world. It’s a symbol of despair, cruelty, and hopelessness. What does it represent to you Fluffy? A tasty snack! Look! A dead mouse!

28 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. The four dimensions of type How you prefer to deal with the world around you JUDGINGPERCEIVING The process you prefer to use in coming to decisions THINKINGFEELING The kind of information you prefer to gather and trust SENSINGINTUITION Where you prefer to get and focus your energy EXTRAVERSIONINTROVERSION

29 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Exercise to “see things” both T & F Wearing the glasses, look at the different scenarios “through the eyes” of Thinking and Feeling. Notice the different emphasis each preference places on the same decisions. What do you notice are the main differences in these different decision-making styles? Read the scenarios without glasses and notice how much more well-rounded your responses would be if you paid attention to both T and F!

30 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. At work I like to be appreciated - recognised - for what I produce, who I am as a person and what I put of myself into my role and my competence. Constant encouragement from my boss can be sometimes motivating as it sometimes shows they are interested in my contribution sometimes intrusive and smothering, making me think that they don’t trust me. I like to be appreciated - recognised - by experts who know what they’re talking about, people who work closely with me and know about my contribution in terms of motivating others knowledge and skills, particularly those with status in the organisation. If someone criticises me I sometimes don’t have time to ask “who are you to criticise me?” If they are qualified to comment through expertise or status I can feel immediately crushed as if I have been personally attacked, I feel hurt. I will work hard to correct mistakes I may have made, regain trust to improve my competence mend any damaged relationships. I like to give others praise, constructive criticism because it motivates others gives an opportunity to increase performance. Working Relationships

31 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Tough Task-focussed CARING LOGICAL Detached Objective Analytical Critical Accepting People-focussed Compassionate Empathetic TENDER Subjective Reasonable HARD Soft Warm Questioning Collaborative

32 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. HELP ME! OVER HERE! HELP ME! What’s the problem? Gnasher, the evil Rottweiler has tied me here! X When the train comes I’ll be squished! Gosh! You must feel awful. Don’t worry, I’ll go and make you a lovely cup of tea.

33 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. The four dimensions of type How you prefer to deal with the world around you JUDGINGPERCEIVING The process you prefer to use in coming to decisions THINKINGFEELING The kind of information you prefer to gather and trust SENSINGINTUITION Where you prefer to get and focus your energy EXTRAVERSIONINTROVERSION

34 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Exercise to experience both J & P Collect a pack of modelling clay and share it out. As a group, plan and build a model of a park. You can only touch your own colour clay. You have only 6 minutes

35 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. I know I said I’d take you skiing, but the surf’s up in Australia, let’s go there instead!

36 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Pulling together your whole type There is still great significance to understanding your Best Fit Type so this is the place to do it Your client will already have benefitted from applying what they have learned, so if they can’t decide their Best Fit it isn’t quite so bad You will already have demonstrated the value of MBTI (and the value that you have added of course!)

37 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Action planning Getting your client to write down action plans commits them to action You could keep a record and remind them at agreed milestones These actions could give you a starting point to suggest further work with your clients

38 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Introduction to Type ® Isabel Briggs Myers Available in 11 European languages

39 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. MBTI Step I application reports Communication Style Report Decision-making Style Report Team Report (Swedish) Conflict Style Report Stress Management Report Career Report

40 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Relevant Resources Just launching MBTI Interpretive Report for Organisations in Finnish (already available in Swedish) Introduction to Type and Leadership (English only) Firo-B with MBTI Leadership report in English and Swedish Firo-B business Leadership report in English and Swedish

41 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Leave them with possible next steps The back of the workbook shows possible next steps. Why not create your own highlighting the services and further resources you or Assessio can offer your clients (eg coaching, Firo-B, TKI)?

42 Making MBTI feedback meaningful © Copyright 2012 OPP Ltd. All rights reserved. Summary Using colour, fun activities, cards, workbooks etc. makes the experience more memorable Using exercises and having discussions that explore BOTH poles of a dichotomy allows full participation from clients who are unsure of Best Fit Type and allows even these to plan self-development Making the whole feedback more meaningful will engage your client right from the first meeting and help them to see the value of working with you further

43 Let the MBTI framework help you to make a difference!


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