Developing Leaders Using MBTI Type Tips and Strategies

Agenda Why Leadership Matters Why the MBTI instrument works so well in Leadership Development Activities you can use with leaders Icebreaker & Leadership Diary Step I Polarity Activity Step II – Strengths & Challenges

Effective Organizations Have… Talented team members Good managers/coaches Engaged team members Effective competitive strategies Monitoring systems

Effective Organizations Have… Talented team members Good managers/coaches Engaged team members Effective competitive strategies Monitoring systems Leadership controls these elements of effectiveness.

What is Leadership? A process of social influence, which maximizes the efforts of others, towards the achievement of a goal.

What is Leadership? A process of social influence, which maximizes the efforts of others, towards the achievement of a goal. Persuasion NOT domination Influence NOT job title Others NOT self

Why MBTI Type? Balance External – Internal Present – Future Logic – Values Decision Making – Information Gathering

Why MBTI? Identify a leader’s natural approach and preferred ways of acting. Consider strengths and potential challenges that may result from these preferences. Take steps to be a reflective, rather than reflexive leader.

Icebreaker What words describe the BEST leader you have worked with?

Icebreaker What words describe the WORST leader you have worked with?

Envisioning the Future What type of leader do you want to be? How do you want others to describe you?

Leadership Diary

Type Preferences & Polarities Step I Activity

Polarity Thinking – Barry Johnson Polarities – issues that have two or more correct answers that are interdependent. Ideal solutions are not either-or, but both-and Helps examine the potential upsides and downsides of your natural approach, and the benefit of flexing your style.

Leadership Polarities Throughout the literature on leadership and organization effectiveness, two sets of polarities are frequently highlighted. 1. Present-oriented, practical, short-term, consistency, focus on reality and facts vs Future-oriented, visionary, long-term, creativity, focus on possibilities 2. Task oriented, rational, analytical, mastery oriented, tough-minded People oriented, inspirational, interpersonally sensitive, values oriented

Sensing and Intuition Higher Purpose: Effective Leadership Potential Upside of Sensing in Leadership Potential Upside of Intuition in Leadership Negative results from over-focusing on Sensing to the neglect of Intuition Intuition to the neglect of Sensing Executing tasks in an step-by-step way Accurate understanding of current situation Practical Focus on efficiency Identify future opportunities Seek out innovative solutions Embrace change Sensing and Intuition Can be unrealistic Overlook pragmatic considerations May resist standard procedures May not see the need for change Overlook long-term needs in favour of day-to-day ops Deeper Fear: Poor Leadership

www.psychometrics.com/knowledge-centre/myers-briggs/leadership/

Polarities and Leaders (Function Pairs) SF Common pitfalls St common pitfalls Allowing day-to-day issues get in the way of long-term planning. Not dealing with conflict. Failing to explore alternative ideas and perspectives Operating too independently, and failing to involve others. Allowing day-to-day issues get in the way of long-term planning. Being unaware of the different needs of team members.

Polarities and Leaders (Function Pairs) NF Common pitfalls Nt common pitfalls Not dealing with conflict. Overlooking practical issues that may hinder implementation of the vision. Operating too independently, and failing to involve others. Overlooking practical issues that may hinder implementation of the vision

Leadership Polarities Activity Step 1: List the potential upsides and downsides of your preferences for being an effective leader? Step 2: List the potential upsides and downsides of your non-preferences for being an effective leader? Step 3: Which polarities (S-N, T-F) do you currently manage well? (You are able to realize the potential upsides of the polarity, with few downsides) Step 4: Which polarities do you struggle with? (You have difficulty gaining the upsides of the polarity, and overuse one of the sides) Flip-chart in a group

Leadership Polarities Higher Purpose: Upsides of Sensing Upsides of Intuition Downsides of Sensing Downsides of Intuition Deeper Fear:

Step I Resources Introduction to Type and Leadership, by Sharon Lebovitz Richmond MBTI Step I Personal Impact Report

Step II & Leadership A leader’s unique expression of type preferences

Why Step II Provides insight into a leader’s distinctive ways of expressing type. Particular patterns of facets within a dichotomy may reflect ways in which less- preferred aspects of personality are expressed. Targetable areas for focusing change.

Step II Facets & Leadership Issues Communication Building relationships Work environment E-I Facets Innovation and Execution Change and Consistency Future and Present S-N Facets Decision-making Getting buy-in Conflict resolution T-F Facets Planning and Managing fluid situations Organizing work and directing teams Project management J-P Facets

Leadership Strengths & Challenges 1. Identify the task/issue the leaders want to focus on to increase their leadership effectiveness? (Communication, Influence, Conflict Resolution, Decision-making, Holding people accountable, Building engagement, Managing change…) – This provides focus to the discussion. 2. Have leaders create two lists: How do your facet preferences support you in this area? How do you facet preferences create roadblocks for you in this area?

Step II

Leadership Strengths & Challenges facets that support my leadership effectiveness: Facets that act as Roadblocks to my leadership effectiveness: Enthusiastic – get people excited Concrete – have good understanding of the present Practical – can apply ideas Reasonable – stay objective and impartial Critical – test assumptions Scheduled – organized Expressive – don’t give others enough time to share their thoughts/ideas Concrete – do not pay enough attention to future challenges Traditional – may not be as interested in change as I should be Critical – can come across as harsh Methodical – can spend time planning and then re-planning

Leadership Strengths & Challenges 1. Identify the task/issue the leaders want to focus on to increase their leadership effectiveness? (Communication, Influence, Conflict Resolution, Decision-making, Holding people accountable, Building engagement, Managing change…) – This provides focus to the discussion. 2. Have leaders create two lists: How do your facet preferences support you in this area? How do you facet preferences create roadblocks for you in this area? 3. What will you commit to doing differently? Who could help support/guide you?

Alternative Step II Interpretive Report breaks out facet results that influence: Communicating Making Decisions Managing Change Managing Conflict Have leader highlight key aspects of their style, and the enhancements they are willing to make.

Additional Support Psychometrics Knowledge Centre www.psychometrics.com/knowledge-centre

Thank You Questions? sbakker@psychometrics.com LinkedIn: Shawn Bakker