3/9/2016
Exploring the Myers‐Briggs Type Indicator(MBTI)® as an Employee Development Tool
Cheryl Gast‐Whitaker
Business Manager, Specialty Infusion Services
Johns Hopkins Home Care Group, Baltimore, MD
Speaker Disclosures
• Cheryl Gast‐Whitaker declares no conflicts of interest or financial interest in any service or product mentioned in this program.
• Clinical trials and off‐label/investigational uses will not be discussed during this presentation. 2
Objectives
• Provide an overview of statistically driven development tools •
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Gallup Q12®
Strengths Finder®
Influencer Model™
Myers‐Briggs Type Indicator ‐
MBTI®
• DiSC crosswalk – slide 17
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Objectives, continued
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Describe and/or review the MBTI®
Discuss MBTI® applications in work settings
Resolving conflict using the MBTI®
Bringing glory to the work – the leader’s role in development
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Objectives, continued
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What’s out there?
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What’s out there?
• Gallup Q12® • Measures engagement (not satisfaction) using 12 survey questions
• Administration of the tool – frequency, anonymity, Likert scale
• Extensively researched, tied to gamut of favorable business outcomes
• Think Maslow’s Hierarchy of Needs
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What’s out there?
• Strengths Finder®
• Gallup assessment www.gallupstrengthscenter.com
• Measures presence of talents in thirty‐four general areas
• Referred to as themes
• Focuses on/identifies your five dominant signature themes
• Roots in Positive Psychology
• More mileage from honing strengths vs. focusing on weaknesses
• Ties back to engagement – six times more likely to be engaged when using strengths
• Guides both individual and team development
• Helps align talents with goal achievement
• Culture compass • “Just Culture” “Strengths Based Culture”
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What’s out there?
• Influencer Model™ ‐ Vital Smarts
• Use to grow entire team
• Identify and influence* vital behaviors within teams • Diagnose motivation or ability (personal, social and structural)
• All Washed Up! You Tube
• Use 4 out of 6 sources of influence to increase chance of success tenfold
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What’s out there?
• The Myers‐Briggs Type Indicator®
• Use for individual and team development
• “Know thyself” • Preference sorter • Premise is we are all equal, just different • JUDGMENT FREE ZONE
• Also focuses on positive traits Gifts Differing
• Use to diagnose and repair conflict, communication challenges, decision making, frustration surrounding organization (or lack thereof), and much more… 10
MBTI Overview or Review
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MBTI Administration
• Participants
• Form M(manual) – Approx. $10.00 per form OR
• Software System ‐ Skills One® • Results interpreted by an MBTI Certified Practitioner
• Best to have participants complete a best fit worksheet prior to providing preference results
• Certified Practitioners
• Four day training programs through approved vendors
• Roughly $1,500 to $2,500 • Exam on 4th day – 80% or greater result or must retake
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What is the MBTI?
Myers‐Briggs Type Indicator
• Personality inventory developed by Isabel Myers and Katherine Briggs based on Jung’s theory of psychological types
• The MBTI is a sorting NOT a measuring instrument, no “good” or “bad” types
• Everyone has a natural preference for one of the two opposites of the four MBTI dichotomies
• We use both poles at different times
• But, not both at once, and not with equal confidence
Demonstration of preference 13
What is the MBTI?
Myers‐Briggs Type Indicator
• The four MBTI dichotomies
E or I
• Where you prefer to focus your attention and energy (Extraversion or Introversion) S or N
• Way you prefer to take in information (Sensing or Intuition) T or F
• Way you prefer to make decisions (Thinking or Feeling) J or P
• How you orient to the external world (Judging or Perceiving) 14
4 preference pairings x 4 preferences yielded = 16 possible type preferences
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DiSC® and MBTI® Crosswalk
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Applications of the MBTI at work
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Dichotomy considerations
• E and I
• Noise level, high‐fives and hugging, meetings and brainstorming
• Brainwriting better for Is
• Cater(they’re your customers)to each preference if you want their best stuff
• S and N – Communication dichotomy
• Micro and macro, precise, detailed communication vs. global info, matter of fact vs. flowery(could be perceived as spin) • NYC 8th Ave. story
• T and F – Tough to play devil’s advocate/suspend judgment
• Truth and tact, tough and tender, critic and too nice
• J and P
• Punctuality, desk organization(edges or piles), time management
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Development Plan
• Determine participant’s type preferences
• Look to the middle two letters for guidance, function pairs, specifically for communication needs
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Development Plan, contd
• Catalog their general strengths and challenges
• Pose these questions
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What fundamental things about you do people need to understand?
What trait(s) of yours most often cause relationship problems?
What contributions do you bring to our organization?
What do you admire or value in others?
• Pay attention to this…
• Is it similar to or the opposite of their preferences?
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Development Plan, contd
• Evaluate individual needs
• Google four letter preference (you’ll learn far more than you need to know)
• Customer supplier alignment
• What do you need from me to be successful at work? • Assess skills and interests
• Use this four square grid
• Employ strategies post completion
Things I like and do Things I don't like but well
do well
Things I like but find Things I don't like and difficult to do
struggle to do
• Document your plan
• SMART goals, how often will you meet to assess progress?
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Navigating Choppy Waters (a.k.a. conflict)
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MBTI and Conflict
• Conflict pairs • Last two letters of your four letter preference type code
• TJ – Resolvers
• TP – Challengers
• FJ – Harmonizers
• FP ‐ Valuers
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TJ ‐ Resolvers
• ISTJ, INTJ, ESTJ, ENTJ
• What it may look like
• Decisive, planned, and organized; at times critical and blunt
• Likely cause of conflict – Challenges to/of authority
• Desired outcome – Closure or resolution
• Deal with emotions by – Denying they exist
• Others’ impression – Detached or aggressive adversary
• Satisfied when – Conflict is over
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TP – Challengers
• ISTP, INTP, ESTP, ENTP
• What it may look like
• Objective; searches for what is right; at times stubborn
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Likely cause of conflict – Challenges to/of trust
Desired outcome – Defined process or progression
Deal with emotions by – Excluding them
Others’ impression – Catalyst of or contributor to conflict
Satisfied when – They can subsequently analyze the outcome
FJ – Harmonizers
• ISFJ, INFJ, ESFJ, ENFJ
• What it may look like
• Warm; seeks harmony; at times wants to smother with kindness
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Likely cause of conflict – Challenges to/of beliefs
Desired outcome – Intact relationships
Deal with emotions by – Including them
Others’ impression – Seeker of communication & harmony
Satisfied when – There is no lingering bitterness
FP – The Valuers
• ISFP, INFP, ESFP, ENFP
• What it may look like
• Sensitive, attuned to people’s needs; at times worry for everyone
• Likely cause of conflict – Challenges to/of values
• Desired outcome – Respectful listening
• Deal with emotions by – Accepting them
• Others’ impression – Someone who includes others’ values and concerns
• Satisfied when – There is open exploration
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Conflict Group Exercise
• Group 1 Scenario
An INTP Pharmacist frequently issues stern edicts regarding process flows unrelated to his job responsibilities to an ESFJ Customer Service Representative that does not report to him. The CSR feels belittled and disrespected as she is still within her 90 day initial training period and is a competent performer to date. • Group 2 Scenario
Two peer managers, with revenue cycle oversight (one intake qualifications and one collections), always seem to butt heads. The Collections Manager (ESTJ) brings a patient example of missed authorization to the Intake Manager(ENFJ) and states, “we have a BIG problem”. The active patient census is 1,200 patients. This is the first example of missed authorization. The NF Manager feels attacked and unappreciated. The ST Manager wants corrective action taken. What type dynamics are in play for both? Jot down other observations. How would you counsel them based on type? What would be a win/win outcome for both? Play devil’s advocate. 28
The Leader’s Role
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Leader’s Role
• Per Gallup’s research which spanned 25 years • Interviewed approx. 1 million employees and 80,000 managers from over 400 companies
• Most powerful discovery… Employee’s productivity and retention is driven by relationship with immediate supervisor/manager. 30
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Leader’s Role
• One on one meetings
• Short— roughly 30 minutes
• Frequent—at least once a month
• Focused on what the individual wants to talk about initially or split time 50/50
• Scheduled in advance
• Make it a priority. If postponed, rescheduled promptly
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Leader’s Role
• Gallup engagement statistics
• Does your manager hold regular meetings with you?
• Yes – 40% engaged versus 16% engaged
• No – 30% actively disengaged versus 9% actively disengaged
• My manager focuses on my strengths
• Strongly agree (5) 67% percent engaged
• Strongly disagree (1) 71% percent disengaged 32
Leader’s Role ‐ Intentionality
• Communication content, frequency, mode
• Expectations and accountability
• Praise and constructive criticism – 5 to 1 ratio
• Development • Accessibility
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Leader’s Role
What followers are looking for from you
• Trust
• Compassion
• Stability
• Hope
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Leader’s Role
• Team Building (brief mention)
• Exercises used in the past
• Shape Up Your Program! Fields and Reid
• Sailboat and Star
• Living Type Table
• Google
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Questions?
Questions via email:
[email protected]
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