1. Developing Leaders Using MBTI Type
Tips and Strategies

2. 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

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

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

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

6. 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

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

8. 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.

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

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

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

13. Leadership Diary

14. Type Preferences & Polarities
Step I Activity

15. 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.

16. 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

17. 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

19. 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.

20. 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

21. 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

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

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

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

25. 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.

26. 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

27. 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?

28. Step II

29. 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

30. 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?

31. 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.

32. Additional Support Psychometrics Knowledge Centre

33. Thank You
Questions?
LinkedIn: Shawn Bakker