2/29/2016. Type Pioneers. Type Pioneers ENGAGING LEADERSHIP DONORS WITH PERSON-FOCUSED COMMUNICATION. Carl G. Jung Psychological Types (1921/1923)

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1 ENGAGING LEADERSHIP DONORS WITH PERSON-FOCUSED COMMUNICATION Bob Fogal, PhD, ACFRE, CAP Founder & Principal, Fogal Associates Creator, StyleWise Giving MBTI Practitioner Deene Morris, MA ORGL, CFRE Principal, Inspire Leadership LLC Director of Development, McLean HealthCare and Game Refuge MBTI Master Practitioner Type Pioneers Carl G. Jung Psychological Types (1921/1923) How do normal human beings take in information? How do normal human beings make decisions? Where do normal people get their energy? 2 Type Pioneers Isabel Myers, Katherine Briggs Myers Briggs Type Indicator (1962/1975) Most widely used personality assessment in the world: 2 million+ assessments annually. [Type theory] enables us to expect specific personality differences in particular people and to cope with the people and the differences in a constructive way. 3 1

2 PRACTICAL BENEFITS OF TYPE Know thyself. Quickly establish rapport. Negotiate more successfully. Develop & motivate people. Leverage talents/skills. One who knows others is wise; one who knows oneself is enlightened. Lao Tzu 4 INBORN PREFERENCES E ENERGY I S INFORMATION N T DECISIONS F J STRUCTURE P 5 Have nothing to do with being social. How do we recognize them? 6 2

3 Extraverts (E) are 50% of population Talk to understand themselves then they listen. Quick response & speech they readily interrupt. Easier to get to know and understand their thoughts and feelings. 7 Extraverts (E) Energetic, talkative, expressive lots of energy in group situations. They may be tired at the end of the day, but being around people winds them up again. 8 Introverts (I) are 50% of population Quiet, thoughtful in response. Listen first, then process and maybe they talk. Pause... then respond. Harder to get to know. 9 3

4 Introverts (I) At the end of the day they have limited social energy and are not energized by group activities. 10 For those of you with lots of extraverted energy: What happens for you when you finish saying something and the other person doesn t respond right away or is expressionless? What do you assume they are thinking? 11 Brain scans show E s and I s are wired differently. Extraverts Think Edit Talk Introverts Think Edit Talk 12 4

5 With prospective donors and the significant gift ask... Count to 10 or as long as possible. Wait for the response. 13 The 2-48 Hour Rule 14 How might you change behaviors to maximize your communication with an I-preference donor using the 2-48 hour rule? 15 5

6 To influence Extraverts... Let them talk! Meet them in person. Engage in their enthusiasm. Let them know you are listening with nods yeses mmhmms. 16 To influence an Introvert... Pause and keep counting. Diligently practice the 2-48 hour rule for agendas, s, anything that requires advance thought. Calm down. 17 SENSING AND INTUITION Where do we go first to take in information? Listen for... Sensors (S) Intuitives (N) Lots of specifics & facts. Minimal details. Sequential in Leaps in conversation. conversation. Trust past/present and Focus on future what is measurable. possibilities. 18 6

7 SENSING AND INTUITION Where do we go first to take in information? Listen for... Sensors (S) Intuitives (N) Short, concise, Long sentences and chronological sentences. on-the-spot metaphors. Love the details. Enjoy big picture visioning. 19 SENSING AND INTUITION Fall in the Blue Ridge Mountains: Sensor or intuitive? Look at the mist over the mountains I just love the fogginess of it all and am reminded of a great fiction novels like running through the autumn fields with a deer hound in 1700s Scotland or the nearly mystical illustrations in children s books and contrasted against those sherbet orange maple leaves I just want to dive into it all. 20 SENSING AND INTUITION Fall in the Blue Ridge Mountains: Sensor or intuitive? This is beautiful. The tips of the leaves have turned color. I m really glad we took this drive. The temperature is perfect. I don t mind the cloudiness. It does look like it might rain. Beautiful time of year. 21 7

8 SENSING AND INTUITION To influence a Sensor... Don t begin with the big picture. Provide information step by step. Focus on past experience & immediate goals Ask specific questions not broad inquiries. Be clear, concise and concrete. 22 SENSING AND INTUITION To influence an intuitive... Start with the big picture/overview. Emphasize future possibilities, change & challenges. Rely on the novel & unusual. Engage their creativity. 23 SENSING AND INTUITION Think of your capital campaign donors. Who wants to see lots of details? Who wants to envision the future? 24 8

9 To make high level decisions, we all use both thinking and feeling. And, we have a natural preference. How might your donors first make their decisions? 25 Do they FIRST... Make decisions by stepping back from the situation to view it objectively? OR Make decisions by stepping into the situation with empathy? 26 Thinking Make decisions in a logical, analytical way. Rely on systems, rules and set procedures to make decisions. Feeling Make decisions based on their impact on others. Use friendly persuasion to get points across. 27 9

10 Thinking Assertive. Logic driven decision by head. High tolerance for conflict. Feeling Diplomatic. Values drive decision by heart. High sensitivity to conflict work to prevent it. 28 Thinking Look at problems from cause and effect. Find incompetence stressful. Say it like it is. Feeling Look at problems from impact on people. Find lack of cooperation stressful. Aim not to offend. 29 Thinking Strengths Effective problem solvers. Analytical & objective. Consider alternatives. Feeling Strengths Empathetic. Perceptive of others feelings. Promote collaboration

11 Thinking Potential Challenges May be seen as too analytical, overly cautious, controlling, serious and rigid. 31 Feeling Potential Challenges May struggle to deal with delicate issues, easily hurt, may hold grudges, prone to guilt, more concerned with people than content at times. To influence Thinkers... Be direct. Be assertive. Lay out the pros & cons and weigh scales of logic. Walk through logical reasoning. They don t care what you feel. They want to know what you think. 32 To influence Thinkers... Logic, Logic, Logic! Avoid getting emotional and don t take it personally. Apologize when willing to accept blame, not when you feel for them

12 To influence Feelers... Begin conversations by asking how they are, and mean it! Build authentic personal connection because they go to work to help people. Be sympathetic before you offer a solution. 34 To influence Feelers... They naturally give lots of positive feedback to others. Do likewise toward them and be genuine. Always highlight benefits to people. 35 If you saw the following copy of an original, handwritten song, framed and hung in a prominent location of a corporate CEO, what might the CEO s preference(s) be? What do you think the CEO s interests would be that you want to cultivate for a capital campaign gift? 36 12

13 Imagine all the people, Living Life in peace, You may say I m a dreamer, But I m not the only one. I hope someday you ll join us, and the world will live as ONE. ~ John Lennon 37 JUDGING AND PERCEIVING How do we prefer to organize our environment? How do we prefer to plan and complete tasks? Judging/Closure: 60% of population Perceiving/Keeping Options Open: 40% of population 38 JUDGING AND PERCEIVING Judging (J) Want action and closure. Want communication to be systematic. Take an outcomeoriented process to change. Perceiving (P) Prefer flexible environments. Want communication to be spontaneous. Take a processoriented approach to change

14 JUDGING AND PERCEIVING Judging Comfortable moving toward fixed solution Find indecisiveness stressful Prefer a scheduled environment Happiness is That s a wrap. 40 Perceiving Comfortable keeping options open Find premature closure stressful Prefer spontaneity Happiness is more possibilities Judging Preference THE TASK IS SET THE DEADLINE 41 Perceiving Preference THE TASK IS SET THE DEADLINE 42 14

15 JUDGING AND PERCEIVING To influence J s... NEVER say the R word Relax! Respect their time! Every minute of it because they are on task. If you change your plans, let them know before the deadline. To influence P s... Give them three options to bring them to closure. Allow time to explore options with them. Breathe and relax with them through the process. 43 JUDGING AND PERCEIVING To influence J s... If they make a request, let them know you are on it! Don t micromanage their time; they are already stressed on the deadlines. To influence P s... Chill! Have some fun while interacting with perceivers. Provide short-term deadlines to check in and move a task forward. 44 JUDGING AND PERCEIVING People with a preference for judging like to plan the work and work the plan get things done and focus on the end point. People with a preference for perceiving want to explore possibilities, bring in additional ideas or information and make midcourse corrections

16 INTEGRITY in RELATIONSHIPS Be careful: relationship-building skills can be used in a manipulative manner. We avoid manipulation by learning to use our nonpreferences better o We go there intentionally to be responsive to a prospect or colleague o By practicing how we use our nonpreferences, our personalities become more complete (or whole) 46 INTEGRITY in RELATIONSHIPS Integrity = wholeness Philanthropy = common good Common good = societal wholeness Type is a tool that helps achieve societal wholeness through philanthropy. 47 Deene Morris Inspire Leadership LLC Bob Fogal Fogal Associates 16