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It Takes All Types Personality & Temperament in Board Effectiveness.

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1 It Takes All Types Personality & Temperament in Board Effectiveness

2 DIFFERENT DRUMMERS If a man does not keep pace with his companions, perhaps it is because he hears a different drummer. Let him step to the music which he hears, however measured or far away. Henry David Thoreau

3 Todays Objectives Increase our self awareness and understanding of what makes us tick Increase our appreciation of the different contributions of others Learn how to capitalize on everyones different strengths Apply what we learn to make DDA more effective

4 A Tool for Appreciating Differences Myers-Briggs Type Indicator (MBTI)® The most tested validated and consistent tool for categorizing and analyzing differences The online test you took was not the Myers- Briggs Type indicator but rather a tool to help you approximate your preferences Preferences is the key word and it does not mean an absence of the opposite (Like your hands you have and use both of them but have a preference for one or the other)

5 Myers-Briggs Background Most widely used personality inventory Created by Isabel Briggs Myers and her mother Katherine Myers Based on the ideas and theories of psychologist Carl Junggestalt theory Put Jungs concepts into language that a layman could understand

6 Typical Applications Understanding Others Communication Skills Managing People Introducing Change Team Building Personal Development

7 The MBTI® does not Measure Suitability for a Job Intelligence Level of Skill or Competence Career Potential Emotions Maturity

8 The MBTI® Preference Pairs Energy Source Information Source Information Processing & Decision Making World Orientation closure or fluidity ESTJ INFP

9 What the Preference Pairs Stand For Extrovert or Introvert Sensing or iNtuitive Thinking or Feeling Judging or Perceiving What do these mean in simple terms?

10 Which is You? (Most of the Time) I feel deprived when cutoff from interaction with the outside world or I regularly require an amount of "private time" to recharge batteries

11 Which is You? (Most of the Time) I trust information and data I get through my five senses. I am practical. or I often rely on instincts, gut feelings, and intuition. I am innovative.

12 Which is You? (Most of the Time) My decisions are based on logical, objective and impersonal evaluation of the facts or My decisions usually take into account my value systems and/or the personal impact the decision will have on others

13 Which is You? (Most of the Time) I like to make decisions based on available information rapidly as possible so I can move on to something else. I prefer closure. or I like to keep my options open as long as possible to obtain as much data as I can. I prefer flexibility

14 DDA Preference Scores I 3 51% N 9 27% F 12 60% P 4 46% E 15 49% S 10 73% T 6 40% J 13 54% Percentages are National Statistics

15 E vs I Type Characteristics ExtroversionIntroversion Gregarious - drawn to large number and variety of relationships. Intimate - most comfortable in small groups and with one-on-one relationships. Enthusiastic - being energetically with the "action" and at the center of things. Quiet - present themselves modestly, drawn to the calm away from the center of action. Expressive - easy to know, approachable, warm, readily show feelings. Contained - well controlled, calm exterior, often difficult for others to read Auditory - learn through listening, active dialogue, and involvement with others. Visual - learn through observation, reflection, reading, and more solitary means. Initiator - social facilitator, assertively outgoing, build bridges among people. Receptor - content to let others initiate social amenities - even to the point of being overlooked

16 Cue Words for the E-I Preference Pair EI SociabilityTerritoriality InteractionConcentration BreadthDepth Multiplicity relationshipsLimited Relationships Speak then thinkThink then speak Energy directed outward toward people and things Energy is directed inward toward concepts and ideas

17 S vs N Type Characteristics SensingIntuition Concrete - depend on verifiable, factual information and direct perceptions. literal, mistrust fuzzy information Abstract - comfortable with and inferring meaning from ambiguous and non-literal information. Perceptive. Realistic - value being practical, cost- effective, and exercising common sense. Imaginative - enjoy being ingenious, clever and novel... for its own sake. Pragmatic - highly values the usefulness or applications of an idea - more interesting than idea itself. Intellectual - learning, acquiring knowledge, mental challenges are valued as an end in itself. Experiential - heavily grounded by first hand, past experience. Reluctant to generalize beyond direct experience. Theoretical - conceptual, automatically search for patterns in observed facts, comfortable with theories and inventing new ones. Resourceful. Traditional - trust what is familiar, support established groups and methods, honor precedents. Original - values initiative and enterprising, inventive, and novel solutions. Often mistrusts conventional wisdom.

18 Cue Words for the S-N Preference Pair SN ExperienceInstincts PerspirationInspiration PastFuture ActualPossible PracticalityIngenuity SensibleImaginative

19 T vs F Type Characteristics ThinkingFeeling Critical - comfortable making distinctions, categorizing, making win/lose choices, being in adversarial situations. Accepting - tolerant towards human failings, see positive side of others, instinctually seeks win/win resolutions of problems. Tough Minded - results oriented, ends justify the means, stick on task. Firm Tender Hearted - use gentle persuasion to influence, reluctant to force compliance. Questioning - intellectually independent, resistant to influence, self confident. Accommodating - seeks consensus, deferential, conflict avoiding, seeks harmony. Logical - values and trusts detached, objective, and logical analysis. Affective - trusts emotions and feelings, values human considerations, in touch with feelings. Reasonable - is clear-thinking, objective, reasoned, and logical in everyday decision- making. Compassionate - makes decisions on overall impressions, patterns, and feelings (including emotional likes and dislikes).

20 Cue Words for the T-F Preference Pair TF ObjectiveSubjective PrinciplesValues PolicySocial Values FirmnessPersuasion TruthTact ImpersonalPersonal JusticeHumane LawsExtenuating Circumstances

21 J vs P Type Characteristics JudgingPerceiving Early Starter - focused. Structure activities to work on one thing at a time, allowing adequate time for proper completion. Pressure Prompted - prefers variety and multi-tasking. Most effectively energized when working close to deadlines. Systematic - prefers orderly, structured and programmed responses. Likes formal contingency planning. Casual - comfortable making adjustments as situation requires. Prefers informal guidelines vs. structured rules. Adaptable. Scheduled - creates and easily follows standardized and familiar routines. Spontaneous - dislikes repeatedly following the same routines. Seeks variety and change. Planful - likes to schedule future commitments far in advance, uses dates and deadlines to organize their energies. Open-ended - strongly values preserving flexibility and freedom, dislikes being tied down by long range plans. Makes flexible plans. Methodical - implements projects in a planned, organized, and step-by-step manner. Self programming. Emergent - ad hoc planner. Moves quickly into action without detailed plans, plans on the go. Risk taking.

22 Cue Words for the J-P Preference Pair JP SettledPending FixedFlexible DefiniteTentative DecisiveAdaptable PlannedOpen Ended ExactingTolerant UrgencyTheres plenty of time Get the show on the roadLets wait and see

23 The Four Temperaments Understanding each of the sixteen types personality preferences is a daunting task David Keirsey has reduced the 16 to four based on temperamental base of each type By knowing a persons temperament we can anticipate rather accurately what he will do most situations Ones temperament is that which places a signature or thumbprint on each of ones actions making them recognizably ones own

24 The 4 Temperaments/Styles SJ: Guardians Stabilizer Traditionalist Focuser Quest=Belonging NF: Idealists Catalyst Enabler Assister Quest=Identity NT: Rationals Visionary Inventor Architect Quest=Competency SP: Artisans Troubleshooter Negotiator Crisis Manager Quest: Action

25 DDA Temperaments/Styles NT: Rationals 5 12% NF: Idealists 5 12% SP: Artisans 2 38% SJ: Guardians 7 38%

26 NT Temperament Abstract in communicating Utilitarian in implementing goals Highly skilled in strategic analysis Good at marshaling, planning, organizing Competent in action Strong willed Knowledge Seeking Personality Trust in Reason

27 NT Temperament (cont) Hungers for achievement Pragmatic about the present Skeptical about the future Educationally prefers the sciences Avocationally technology Vocationally systems work Only about 12% of the population

28 Famous NTs Albert Einstein Marie Curie Dwight D. Eisenhower Ayn Rand Bill Gates Margaret Thatcher Walt Disney Mark Twain

29 SP Temperament Concrete in communicating Utilitarian in implementing goals Highly skilled in tactics/performance optimization Good at promoting, operating and improvising Graceful in action Daring and adaptable Sensation Seeking Personality Trusts in spontaneity

30 SP Temperament (cont) Hungers for impact on others Hedonistic about the present Optimistic about the future Educationally prefers Arts and Crafts Avocationally for techniques Vocationally operations work Is where the action is At least 38% of the population

31 Famous SPs Bob Dylan Wolfgang Amadeus Mozart Franklin D. Roosevelt Donald Trump Madonna Johnny Carson Charles Lindbergh

32 NF Temperament Abstract in communication Cooperative in implementing goals Highly skilled in diplomacy Good at teaching, counseling, mentoring, tutoring and advocacy Instinct for personal relations Learn ethics with zeal Often speak interpretively and metaphorically Empathetic in action Benevolent and authentic

33 NF Temperament (cont) Hungers for deeper meaning in relationships Trust their intuition implicitly Aspire for profundity Identity Seeking Personality Credulous about the future Mystical about the past Preferred time and place is the future Educationally prefers the humanities Avocationally ethics Vocationally for personnel work Idealists are less that 12% of the population

34 Famous NFs Margaret Mead Eleanor Roosevelt Bill Moyers Joan Baez Jane Fonda Gandhi Albert Schweitzer Isabel Myers

35 SJ Temperament Concrete in communicating Cooperative in implementing goals Highly skilled in logistics Good at supervising, inspecting, administering and protecting Reliable in action Does good deeds and is responsible Security Seeking Personality Trusts in Legitimacy

36 SJ Temperament (cont) Hunger for membership/belonging Stoic about the present Pessimistic about the future Fatalistic about the past Preferred time and place is the past Educationally prefers commerce Avocationally regulations Vocationally material work Most predominant type in the population

37 Famous SJs Sam Walton Martha Stewart Colin Powell George HW Bush Mother Teresa Harry Truman Warren Buffet

38 Temperament in Leadership and Teamwork The primary job of a leader is appreciation Leaders must learn how to notice achievement and then thank the follower for his gift But to thank a person for something he does not consider an accomplishment is useless at best and insulting at worst Each temperament has its own type of recognition that is relevant and appreciated

39 The NT Leader & Team Member Focus on the purpose, mission and systems of the organization Become the leaders Analyze the alternatives Offer solutions and identify opportunities Irritated by redundancy, stupid errors and illogical actions Irritate others by skepticism and splitting hairs

40 The SJ Leader & Team Member Focus on the structure of the organization Take responsibility and get things done Care and do the work Follow rules and guard procedure Are through, steady and reliable Driven crazy by disorganization and disarray Irritate others by impatience and deciding issues too quickly

41 The NF Leader & Team Member Focus on future of the organization Believe the strength of the organization comes from peoples potential Are enthusiastic communicators Integrate ideas from many sources Make decisions by participation Irritated by impersonal treatment and lack of positive feedback Irritate others by taking emotional stands

42 The SP Leader & Team Member Focus on the right now needs of the organizations Lifes free spirits and party people Late bloomers Keep people laughing Fight fires (or start them to fight) good in a crisis Do their own thing Irritated by restrictions and the same old same old Driven crazy by routine Irritate others by carelessness, haste and lack of preparation

43 An Ideal Decision-Making Model S (Facts) N (Possibilities) T (Pros & Cons) Z Model F (Values/Commitments)


45 Resources Please Understand MeDavid Keirsey Understanding People-Mark Waterhouse CEcD Garnet Consulting Services Theyre only JellybeansChiquita McAllister NC A&T University

46 DIFFERENT DRUMMERS If I do not want what you want, please try not to tell me that my want is wrong. Or if I believe other than you, at least pause before you correct my view. Or if my emotion is less than yours, or more, given the same circumstances, try not to ask me to feel more strongly or weakly. Or yet if I act, or fail to act, in the manner of your design for action, let me be. I do not, for the moment at least, ask you to understand me. That will come only when you are willing to give up changing me into a copy of you.

47 Personal Contributions Exercise Overview This exercise helps individuals identify their main contributions to the team Estimated Time minutes Goals Identify probable strengths of individuals Identify any hindrances to creativity

48 Personal Contributions Exercise (cont) Process Divide paper into quadrants Head up the four quadrants : My primary contribution or team role How I feel about this role Other roles I would enjoy Hindrances to my creative contributions Use MBTI results to prompt ideas Take min

49 Personal Contributions Exercise (cont) Process Cont Give feedback to group How can DDA capitalize on individual strengths?

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