EBA and Authors Copyright Disclaimers: This document/resource is provided solely to members of the Environmental Bankers Association, Inc. (EBA) for informational purposes only. EBA members are authorized to use this document for internal reference or training purposes, but are not authorized to disseminate or publish any portion of the document to non-EBA members or the general public without prior written consent from EBA. Non-EBA members are not authorized to use this document/resource for any purpose without the prior written approval of the EBA. Neither the EBA, nor any of its directors, officers, employees or agents, nor any of the Authors makes any representations or warranties, express or implied, or assumes any legal liability for the completeness, reliability, timeliness, currency, accuracy or usefulness of the information provided herein, or for the applicability of the information provided herein to the facts and circumstances particular to any specific use, including but not limited to information found through any links or references to resources, case studies, projects and/or services referred to within this document/resource. The viewpoints and information provided by the Authors is their personal viewpoints and information, and not the viewpoints or information of the organizations of which they are employed or affiliated. Any action taken based upon the information provided in or through this document/resource is done so strictly at your own risk. Neither the EBA nor any of the Authors shall be liable for any damages of any nature incurred as a result of or in connection with the use of this information. This document/resource and the information herein do not constitute legal or other professional advice or opinion. It is recommended that you seek appropriate legal or other professional advice to determine whether any advice, actions or practices referenced within this document are appropriate or legally correct in your jurisdiction. Some of the material provided herein has been published with permission of the copyright holder and is not the copyrighted content of the EBA. Where applicable, attribution to the copyright holder has been given herein. No permission is granted to republish any such content without seeking express permission of the copyright holder.
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EBA and Authors Copyright Disclaimers: This document/resource is provided solely to members of the Environmental Bankers Association, Inc. (EBA) for informational purposes only. EBA members are authorized to use this document for internal reference or training purposes, but are not authorized to disseminate or publish any portion of the document to non-EBA members or the general public without prior written consent from EBA. Non-EBA members are not authorized to use this document/resource for any purpose without the prior written approval of the EBA. Neither the EBA, nor any of its directors, officers, employees or agents, nor any of the Authors makes any representations or warranties, express or implied, or assumes any legal liability for the completeness, reliability, timeliness, currency, accuracy or usefulness of the information provided herein, or for the applicability of the information provided herein to the facts and circumstances particular to any specific use, including but not limited to information found through any links or references to resources, case studies, projects and/or services referred to within this document/resource. The viewpoints and information provided by the Authors is their personal viewpoints and information, and not the viewpoints or information of the organizations of which they are employed or affiliated. Any action taken based upon the information provided in or through this document/resource is done so strictly at your own risk. Neither the EBA nor any of the Authors shall be liable for any damages of any nature incurred as a result of or in connection with the use of this information. This document/resource and the information herein do not constitute legal or other professional advice or opinion. It is recommended that you seek appropriate legal or other professional advice to determine whether any advice, actions or practices referenced within this document are appropriate or legally correct in your jurisdiction. Some of the material provided herein has been published with permission of the copyright holder and is not the copyrighted content of the EBA. Where applicable, attribution to the copyright holder has been given herein. No permission is granted to republish any such content without seeking express permission of the copyright holder.
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Personality Type/Work Styles: the Myers‐Briggs Type Indicator (MBTI)
Gayle Waldron, MBTI Master Practitioner, President, The Management Edge
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How many of you have taken the MBTI?
Background:
• Today we will only have time to cover a few basics. So please talk with me afterwards for more information.
• The Management Edge started working in the DOD environmental clean‐up field in 1991, instructing MBTI and other subjects at the first “Inter‐Agency Partnering” training.
Background:• Since then, we have provided MBTI training to every person who joins a Navy, Marine Corps or Air Force partnering team from Rhode Island to Key West and over to Texas.
• The focus is always on improving the team’s technical performance and productivity by improving communication, conflict management, problem solving and building a stronger team.
• We also provide MBTI in our team building and management training with DOE, DOT, DOC, GSA, and multiple corporations and non‐profits and at the Pentagon.
Background• The Management Edge has now trained thousands of individuals in hundreds of teams in organizations.
• MBTI gives everyone a neutral way of understanding different ways of thinking, different ways of working.
• This is especially important on a team, where clear communication, ready exchange of pertinent information and mutual respect are required.
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Four Pairs of Opposites
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Personality Type Background• Personality Type is based on a normal population‐‐‐it assumes you are sane and functional. (It is up to your family to diagnosis any insanity-)
• Personality Type is used in:• Career counseling • Marriage counseling • Management training • Conflict management• Team building • Organization development• Personal growth • Executive coaching• Project Management • Leadership training
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Personality Type Assessments• Measure “Preferences” for certain key mental functions. Current research confirms that the preferences appear to be “hard‐wired” at birth.
• Will not measure preferences influenced by our environment or learned responses that we use to create more success.
• Will not measure intelligence, mental illness, attitude, behavior, skills or abilities.
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Personality Type Assessments
• Type assessment are Based on Carl Jung’s Theory of Psychological Types, first published in USA in 1922.
• Myers‐Briggs Type Indicator (MBTI) was the first assessment tool created to help people understand their own Psychological Type Preferences.
• The MBTI Assessment was first used in 1941 by Dept. of War in an attempt to place draftees in appropriate work assignments.
• TypeCoach is a new, user friendly online tool providing the same “Type” information.
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Personality Type & Work Styles Preferences
• There are no good or bad types.
• All types have natural strengths, possible pitfalls and blind spots.
• Knowing your own type improves:• Managing others• Developing and motivating people• Teamwork • Communication• Decision‐making• Resolving conflicts• Relationships
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Personality Type Background
• MBTI has been taken by literally millions of people and has the largest data base of any psychological assessment.
• It is solidly based on research.
• It has the highest reliability and validity scores of any psychological assessment.
• It has been translated into over 30 languages.
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• Your unique personality blend includes:• Age • Personality Type• Gender • Health• Birth Order • Socio‐Economic background• Cultural background • Beliefs• Life experiences • Values• Education • Intelligence
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Personality is a combination of Type and other factorsTHE 4 PREFERENCES
ENERGYEXTRAVERTS INTROVERTS
INFORMATIONSENSORS INTUITIVES
STRUCTURE
THINKERS FEELERS
JUDGERS PERCEIVERS
DECISIONS
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Activity:
•Write your full name on a piece of paper
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Activity:
•Now, put the pen in your other hand and write your full name.
•What happened?
•Could everybody do the task?
•How did it feel the first time? • The second time?
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Myers-Briggs Type IndicatorThe Four Preference Scales
TM
E IExtraversion IntroversionEnergized w/Others Energized Alone
S NSensing iNtuitionConcrete Abstract
T FThinking Feeling
Objective Personal
J PJudging PerceivingStructured Spontaneous
Copyright 1988, Linda V. Berens, Ph.D. Adapted by The Management Edge, Inc. 1997
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Extraversion Introversion
• Towards other People • Away from other People• Flowing Outward • Flowing Inward
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Energy
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Extraversion IntroversionEnergy
• External Focus to replenish energy
• Breadth of interests
• “Shotgun” Focus for words
• Expansive
• Active and Expressive
• Internal Focus to replenish
• Depth of interests
• “Laser” Focus, precision for words
• Intense
• Reflective
Extraversion IntroversionEnergy
• Talk it out to think
• Interrupt, take off on other’s ideas
• Enjoys group interaction
• Sociable, Outgoing
• Think it through, then talk
• Wait for one’s turn to speak
• Enjoys one‐on‐one or alone
• Quiet, Contained
Extraverts (50%)
• Energetic; may move around while talking
• Talk in order to think
• Speak more than listen
• Quick response; Quick speech
• Calm; body is still when speaking
• Reflect quietly in order to think
• Listen more than talk
• “Pause” before responding
Introverts (50%)
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“Why don’t you go talk to some other people a little bit?”
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How can not understanding E‐I Type differences affect work?• Miscommunications, misunderstandings are more likely. (E= all talk but no depth; I= shy, secretive
• It can create a lack of respect for or discounting the work style of others.
• A lot of good ideas of Introverts may be lost.
• In meetings the contributions of “E”s may be valued more, as they speak up quickly.
• “E” Managers may not value or trust “I” staff, if they don’t ask a lot of questions, participate a lot, keep them informed, or speak up in groups.
• “I” managers may not value or trust “E” staff, as they may ask a lot of questions, interrupt others, talk “too” much, need small talk, etc.
How has MBTI Helped Inter‐Agency Partnering Teams Increase Performance?
• By teaching the MBTI and reinforcing it in every meeting, team members absorb the information and become aware of when Type differences are contributing to a problem. They are able to clarify a misunderstanding quickly, to step back from rising tension or frustration and name what is happening.
• Solving problems, making decisions, dealing with incredible amounts of data are all cognitive abilities. MBTI understanding helps team members use their cognitive abilities, their intelligence, rather than go into an emotional reaction or judgement leading to conflict.
Data Gathering ‐Information
• Concrete Facts • Conceptual Ideas
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Sensing iNtuition
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• Trusts Data, Facts, Experience, Reality
• Practical and Down‐to‐Earth
• Precise
• Sequential, Step‐by‐Step
• Trust Possibilities, Ideas, Potential, Insights
• Conceptual, Look for “meaning”
• Approximate
• Random, Variety
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Sensing iNtuitionData Gathering ‐Information
Sensors (65%)
• Provide lots of specifics/facts
• Enjoy executing clear tasks
• Focused on past/present
• Micro focus to start
• Share ideas/thoughts (not detail)
• Enjoy big picture vision setting
• Focused on future possibilities
• Macro focus to start
iNtuitives (35%)
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Sensors prefer lots of specifics and details up front for maximum clarity.
iNtuitives desire fewer specifics, preferring to discuss ideas and general concepts. (They tend to zone out with too many details.)
When being presented to …
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Sensors prefer to know the “what” before the “why.” (“We are talking about XYZ. These are the specifics.”)
iNtuitives desire to know the “why” before the “what.” (“We are talking about XYZ because ..”)
When being presented to (continued)
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2 TYPES OF INNOVATION
Sensors
iNtuitives
“Process Innovation”
“Light Bulb” Innovation
tweaking an approach to make it more effective
new, unconventional ideas or approaches
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How can not understanding S‐N Type Differences affect work?
• Miscommunication and misunderstandings may lead to loss of respect for the other preference. (S=Nitpickers, or N=Space shots, or flaky
• “S”s may not get needed details and clarity in directions and assignments, and may miss the point, the overall goal.
• “N”s may get bogged down in too many details and zone out, missing essentials.
• “S” managers may conclude they cannot trust “N”s to give them the level of detail they need and lose respect for them.
• “N” managers may conclude the “S” staff miss the “big picture” and are stuck in the weeds.
Communications
•When presenting to, influencing, explaining to, or trying to understand
Sensors INtuitives
Thinkers Feelers
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Sensors• Be factual
• Document successful applications previously
• Reduce risk factor
•Work out details in advance
• Show why it makes sense, is practical
iNtuitives• Give the global scheme
• Don’t let opportunity pass
• Be confident and enthusiastic
• Indicate challenges
• Point out future benefits, opportunities
Thinkers• Be logical
• State Principles involved
• Stress competent handling of issue
• Be well‐organized
• List the costs and benefits
Feelers•Mention other proponents
• Be personable and friendly
• Indicate how it is helpful
• Tell why it’s valuable
• Show how it supports personal goals
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Thank you for your attention!
For more information, Please contact:Gayle Waldron, PresidentThe Management Edge
