Improve your Management Effectiveness through knowledge of Personality Types. Karen Davey-Winter

Transcription

1 Improve your Management Effectiveness through knowledge of Personality Types Karen Davey-Winter

2 Introduction Handwriting exercise Take out a piece of paper Sign your name with your dominant hand How does it feel? Sign your name with your other hand How does it feel?

3 Contents Why is this important? Development of Myers Briggs The four dichotomies Communicating with other Types Conflict Management and Type Myers Briggs and Temperament Temperament and Leadership styles Temperament and Influencing Strategies Myers Briggs and the Dominant Function Myers Briggs and the Inferior Function Triggers to the Inferior Function Restoring Equilibrium Other personality assessment tools Questions?

4 Why is this important? Project Managers have to communicate! Often work in complex environments Need to communicate with all types of people to achieve a goal and get a successful result teams, peers, stakeholders, vendors It s not enough to work hard. It s not enough to do a great job. To be really successful you need to learn how to really communicate with others John C Maxwell Project Managers have to manage conflict! Need to build effective teams and help them through the phases of group development Need to manage conflict with all types teams, peers, stakeholders, vendors, etc Project Managers need to influence! Need to negotiate, collaborate with and influence all stakeholders from within and outside of a project in order to be successful Project Managers need to be leaders! Exceptional Project Managers know how more than to manage a schedule and budget they know how to lead people! Leadership is getting someone to do that which they ordinarily wouldn t do Project Managers need to help manage stress! Projects are stressful - need to understand the impact of stress on different people and how to navigate through that to keep a project on track, in order to minimize the negative impact on the delivery of the project

5 Development of MBTI Based on Carl Jung s theory of preference: Type refers to inborn preferences for directing our energy and using our mind, in ways that feel most comfortable and make us feel most confident Preference has no relationship to skill, ability, success, performance, etc Katherine Briggs and Isabel Myers further developed Jung s theory of type in the 1920s They extended the theory to include a 4th preference - our attitude related to how we present ourselves to the outer world They started developing the MBTI instrument in the 1940s Since 1975 it has become the best known and most used personality type assessment Identifying our preferences allows us to be aligned with one of the 16 Myers Briggs Types

6 MBTI Type Table ISTJ ISFJ INFJ INTJ Doing what should be done A high sense of duty An inspiration to others Everything has room for improvement ISTP ISFP INFP INTP Ready to try anything once Sees much but shares little Performing noble service to aid society A love of problem solving ESTP ESFP ENFP ENTP The ultimate realist You only go around once in life Giving life and extra squeeze One exciting challenge ESTJ ESFJ ENFJ ENTJ Life s administrators Host and hostesses of the world Passionate persuader Life s natural leaders NOTE: Type descriptions taken from MBTI Introduction Workbook by Hile Rutledge

7 The Four Dichotomies Extraversion/Introversion (E/I) The E/I dichotomy is our energy flow attitude and represents how we obtain our energy Extraversion Let s talk about it! People, Places, Things Action Oriented Gregarious Expressive Publically disclosing Speak-to-think Breadth Introversion Let s think it through! Ideas, Thoughts, Concepts Reflection Reserved Contained Publicly Guarded Think-to-speak Depth

8 The Four Dichotomies Sensing/iNtuition (S/N) The S/N dichotomy is our perceiving function and represents how we take in data Sensing Let s look at the facts! Here-and-now Specifics Details Literal Actual 5 senses intuition Let s look at the possibilities! Possibilities Generalizations Patterns Figurative Theoretical 6th sense

9 The Four Dichotomies Thinking/Feeling (T/F) The T/F dichotomy is our judging function and represents how we make decisions Thinking Let s keep this objective! Cause-effect logic Clarity Analytical Problem 1st/People 2nd Critique Justice, Fairness Feeling Let s focus on the people Person centered values Harmony Circumstantial People 1st/Problem 2nd Appreciate Mercy, Compassion

10 The Four Dichotomies Judging/Perceiving (J/P) The J/P dichotomy is our outer-world orientation attitude and represents how we present our public face Judging Let s get to closure! Structured Ordered Decisive Scheduled Controlled Directive Perceiving Let s keep our options open! Open-ended Go-with-the-flow Tentative Flexible Adapt Non-directive/Facilitative

11 Communicating with other Types If you are And your colleague is Extravert Introvert Sensor Intuitor Extravert Listen! Let the other person talk Don t be competitive Plan what you re going to say, then be quiet! Encourage others to contribute Resist urge to fill silence Don t let silence intimidate you Give time for others to reflect Don t confuse silence with consent Sensor Look for patterns and possibilities Keep sight of the bigger picture Provide context where necessary Look to future implications Press for specific information Keep the focus on the present Be prepared to go beyond the agenda Allow others to find patterns and possibilities Introvert Be prepared to share Be prepared to be more verbal than you may prefer Assert yourself in volume and words Don t be afraid to interject Be prepared to take the lead in talking Don t be afraid to interrupt a silence after a reflection Don t confuse silence with consent Intuitor Be specific and precise Be mindful that not everyone will understand your conceptualizations Don t let form outshine content It s ok to repeat things to make a point Keep your mission in sight Don t overlook facts Be sure to cover scheduled topics Solicit specific feedback From MBTI Introduction Workbook, Hile Rutledge

12 Communicating with other Types If you are And your colleague is Thinker Feeler Judger Perceiver Thinker Remember the personal/personnel side Don t suffer from analysis/paralysis Build in personal interaction time Be supportive rather than analytical Keep focus on objective measures Build in personal interaction time Make the content experiential when possible Judger Keep other s need ahead of your own agenda Don t be competitive Allow room for spontaneity You control events the clock doesn t Be directive but not controlling Push gently toward closure Let spontaneity happen Recognize the difference between alternatives and action items Be time conscious but not time bound Feeler Concentrate on being objective Keep things businesslike Don t be melodramatic Don t avoid confronting conflict Remember, success requires more then everyone being happy Allow for disagreement Perceiver Don t let the other person rush to judgment Encourage out of the box thinking Make your structure obvious Stick to your agenda Take charge of the agenda Make sure there s an outcome Be sure to cover what s important Recognize the difference between alternatives and action items Keep track of the time From MBTI Introduction Workbook, Hile Rutledge

13 Conflict Management by Type If you are And the person you re in conflict is: Extravert Introvert Extravert Listen while your colleague talks and then switch roles Remember the last word is rarely the final word Avoid overkill and redundancy Say your piece and allow your partner time to respond Introvert Demand silence to think and listen Share thoughts, even if you need to write them down first Do not avoid conflict by being silent Work out issues together, not internally by yourself Sensor Intuitor Sensor Beware of overloading with facts and specifics Check accuracy of details in dispute Consider the implications of what s being said Avoid introducing so many details that the big picture is lost Intuitor Respect that specific facts may resolve conflict Help colleagues see meanings and implications of details Recognize that you both tend to bend facts to support your case Check facts and ideas for accuracy before escalating conflict From MBTI Introduction Workbook, Hile Rutledge

14 Conflict Management by Type If you are And the person you re in conflict is: Thinker Feeler Judger Perceiver Thinker Judger Know when to stop analyzing and competing Recognize hurt feelings may arise from your disagreement Remember whatever you say will be taken personally Show your human side during the conflict it s ok to say sorry! Conflicts aren t scheduled, but resolving them can be If issues are not resolved, don t say that they are just to bring closure Push for closure for a positive resolution not to win and argument Help your colleague focus on one issue at a time Feeler Remember that not all criticism is personal Understand that it s ok to argue stand your ground, state your position and objective Face the conflict don t avoid it! It can be positive! Don t press for resolution to early for the sake of harmony Perceiver Recognize that your colleague might sound more angry than he really is Taking time out to come back to the conflict later is acceptable Help each other stay focused on one topic at a time Negotiate win-win solutions, or decide who will win or lose in each case From MBTI Introduction Workbook, Hile Rutledge

15 Myers Briggs and Temperament Behavioral model developed by David Keirsey Please Understand Me Classifies people into 4 patterns of behavior Idealists, Rationalists, Guardians, Artisans Type was later aligned with these groups Temperament by-passes some of the complexities of type Quick tool to focus on observable behavior

16 Myers Briggs and Temperament NF Eat Sleep and Breathe Personalization Motto I m an NF, and I m here to help Achilles Heel Guilt SJ Eat Sleep and Breathe Procedures Motto Don t change what isn t broken Achilles Heel Disorder/Disorganization NT Eat Sleep and Breathe Complexity Motto Why? Achilles Heel Incompetence SP Eat Sleep and Breathe Now Motto If all else fails, read the directions! Achilles Heel Routine/inactivity From The Four Temperaments Workbook, Hile Rutledge

17 Temperament and Leadership Styles NF Search for meaning and authenticity Empathic See possibilities in people and institutions Communicate appreciation, approval Keep in close contact with staff Give and need strokes freely SJ Prize efficiency and service Orderly, dependable, realistic Understand and conserve institutional values Supply stability and structure Reward institutionally rather than personally Tend to be more critical of mistakes than rewarding of expected duties NT Seek competency and knowledge Work well with ideas and concepts Intrigued and challenged by problems See systematic relationships Focus on possibilities through objective analysis Responsive to new ideas SP Hunger for freedom and action Deal with realistic problems Flexible, open minded, and willing to take risks Highly negotiable Challenged by trouble spots but not long term Best at verbal planning and short range projects From The Four Temperaments Workbook, Hile Rutledge

18 Temperament and Influencing Strategies NF Establish a democratic relationship Include creative ideas Allow time for discussion Use their names and build individual relationships Collaborate to solve problems NT Demonstrate competence Identify clear quality standards Develop creative mental challenges Probe the future Give freedom to ask the why questions Discuss at an intellectual level SJ Communicate timelines and reporting structures Give specific and detailed instructions Get to the point and stick to the point Emphasize consistency and efficiency Address the bottom line results SP Get to the point Give clear, minimal instructions Make difficult tasks a challenge Be realistic and practical Outline options for them Relax and have some fun From The Four Temperaments Workbook, Hile Rutledge

19 Myers Briggs and the Dominant Function The real power in Myers Briggs is understanding the dominant, auxiliary, tertiary and inferior functions Dominant Most favored, comfortable, developed; driver Auxiliary Second best, supports the dominant; second in command Tertiary Third best, less well developed Inferior Least preferred, least developed, triggered under stress, causing us to be less effective

20 Myers Briggs and the Dominant Function Tertiary Inferior Passenger Seat (Auxiliary) Driving Seat (Dominant)

21 Dominant Functions by Type ISTJ (Si) Introverted Sensing ISFJ (Si) Introverted Sensing INFJ (Ni) Introverted Intuition INTJ (Ni) Introverted Intuition ISTP (Ti) Introverted Thinking ISFP (Fi) Introverted Feeling INFP (Fi) Introverted Feeling INTP (Ti) Introverted Thinking ESTP (Se) Extraverted Sensing ESFP (Se) Extraverted Sensing ENFP (Ne) Extraverted Intuition ENTP (Ne) Extraverted Intuition ESTJ (Te) Extraverted Thinking ESFJ (Fe) Extraverted Feeling ENFJ (Fe) Extraverted Feeling ENTJ (Te) Extraverted Thinking

22 Myers Briggs and the Inferior Function Under stress, Myers Briggs refers to the Grip experience: Version of ourselves that comes out under stress Emerges as unusual, out of character thoughts, feelings and behaviors When people appear very different from usual terms such as irrational, out of control, unstable and crazy spring to mind! Often causes us great discomfort, distress and at a loss as to know or understand what the episode might mean Might lead us to question ourselves, and others Can be an invaluable learning experience Temporary episodes from which we can benefit Use the new information we gain about ourselves and others

23 Myers Briggs and the Inferior Function ISTJ Extraverted Intuition ISFJ Extraverted Intuition INFJ Extraverted Sensing INTJ Extraverted Sensing ISTP Extraverted Feeling ISFP Extraverted Thinking INFP Extraverted Thinking INTP Extraverted Feeling ESTP Introverted Intuition ESFP Introverted Intuition ENFP Introverted Sensing ENTP Introverted Sensing ESTJ Introverted Feeling ESFJ Introverted Thinking ENFJ Introverted Thinking ENTJ Introverted Feeling

24 Triggers to the Inferior Function Extraverts likely to feel stress when: Working on individual projects Writing a report Spending a lot of time alone Forced to wait Sensing types likely to feel stress when: Working with abstract material Requirements are vague Respect for tried and true is lacking Expected to create new methods Thinking types likely to feel stress when: Competence is lacking Objectivity is absent Asked to supply support Others overlook logic Judging types likely to feel stress when: Things seem adrift Closure is not forthcoming Asked to withhold judgment Must change plans Introverts likely to feel stress when: Working on group projects Giving speeches Experiencing frequent interruptions Forced to act Intuitive types likely to feel stress when: Working with detailed material Requirements too specific Respect for innovation is lacking Expected to stick with standard methods Feeling types likely to feel stress when: Cooperation is lacking Harmony is absent Asked to supply a critique Others overlook people s feelings Perceiving types likely to feel stress when: Things seem tightly scheduled Closure is premature Asked to make a snap judgment Can t change plans

25 Myers Briggs Grip Reactions Sensing Obsession with details Adversarial attitude Overindulgence and withdrawal Intuition Internal confusion and grandiose visions Catastrophizing and loss of control over facts Feeling Hypersensitivity and outbursts of emotion Fear of own feelings and emotionalism Thinking Judgments of incompetence Aggressive criticism Convoluted logic

26 Restoring Equilibrium Sensing Time alone to recharge and schedule relief Support, not patronization or advice from others Intuition Help with details and setting priorities Being taken seriously by others Reassurance that the world is not about to end!! Feeling Support by a trusted person Not being asked how they feel silent support Being able to take a lighter load for a while Thinking Being given space and not being reasoned with Having feelings validated; Taking on a new project

27 Know you know more.. 16 Reasons Why the Chicken Crossed the Road ENTJ : Because I ordered it to cross the road ENTP: Imagine if chickens continually keep crossing the road. It could be used as a renewable power source! INTJ: Chickens are stupid. INTP: Er, I didn't see it. Must have been thinking about something else... INFJ: How can you be so insensitive as to question the motive of the poor innocent chicken? INFP: The chicken probably felt unhappy with itself, and since the other side of the road had a more positive energy according to Feng Shui, it crossed to find inner harmony. ENFP: A chicken crossing the road? This must be a sign that the world is eventually becoming a better place. Rejoice! ENFJ: I always knew that the chicken would finally muster up enough courage to cross the road, it just needed a bit of gentle encouragement. ESFP: Because there was a party on the other side! ISFP: Such a beautiful setting with a chicken crossing a road in the sunset... ESTP: We had a bet going if it would cross or not, and I persuaded it to cross. ISTP: If it's not stuck underneath my wheels, I don't care. ESTJ: Because it was illegal for chickens to remain on that side of the road. ISTJ: The chicken crossed the road at exactly 15:35, and the crossing took 25 seconds. The reason is unimportant. ESFJ: Because I helped it cross of course, otherwise the cars would've driven over it, the poor thing. ISFJ: Because it was God's intention that it would cross the road.

28 Other Personality Assessments Strength Deployment Inventory Motivational Value Systems Red results Green data Blue relationship Hub whatever the situation calls for Conflict sequence

29 Other Personality Assessments Fundamental Interpersonal Relationships- Behavior FIRO-B Different lens on behavior Expressed and Wanted behavior Three categories Inclusion Expressed I go out of my way to include people Wanted I really want to be included Affection Expressed I make efforts to get close to people Wanted I want others to get close to me Control Expressed I take charge, and I like to be in control Wanted I want others to control and influence me and tell me what to do

30 FIRO-B Take assessment and get a score 0-1 are very low scores; the behavior will be rare. 2-3 are low scores; the behavior will not be a noticeable characteristic of the person. 4-5 are borderline scores; although not extreme, the person may display a tendency toward the behavior. 6-7 are high scores; the behavior will be a noticeable characteristic of the person. 8-9 are very high scores; the behavior will be strongly characteristic of the person. Another way of understanding yourself, your team, your peers

31 Summary It s all about self awareness With self awareness comes choice. It s all about understanding others Either through knowing their personality type, in whatever framework works for you, or looking for cues to understanding differences It s all about getting the best out of people.. Identifying when a slightly different approach, behavior or even use of language will work better and get a better result It s all about being an exceptional leader!! Delivering your project while developing yourself and others along the way, building solid relationships, and still meeting the schedule and budget!!

32 Thank you!

33 Questions?