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How Social Media Can Help Employees Grow

Oct 26, 2018 in MBTI Talk | 0 comments

It’s safe to say that social media has become an integral part of our daily routines – both at work and at home. In fact, Pew Research Center’s latest report reveals that around 68% of Americans use Facebook, making it the most widely used social media platform. The findings also show frequent use of other platforms like YouTube, Instagram, and Twitter, with a large number of respondents claiming they visit each at least once per day. Social media may serve various purposes for different people, depending on how they approach it. For instance, we’ve talked about how social media can be a productive part of college students’ lives IF they avoid certain pitfalls. The same can be said for employees, regardless of their MBTI preferences. Although social media channels used to be cast under a bad light in the workplace, recent research has shown that these platforms can be more focused towards employees’ learning and development. As an HR professional or trainer, have you considered incorporating social media into training and company policies in order to encourage more positive results? Using LinkedIn Trainers may require new hires to join a private group on LinkedIn for them to get to know one another. The virtual space can be utilized for team building and collaborative learning aspects. Those who prefer Introversion might also appreciate the written aspect of the ‘get to know you’ activities when combined with more traditional, ‘in-person’ ice breakers. Employees with both preferences do the same type of activities on the platform, like browsing, recommending and gathering information, so LinkedIn can often serve as a common ground. From our own social media and MBTI type research, individuals with preferences for Extraversion (40%), Intuition (41%) and Thinking (38%) reported using LinkedIn more often than individuals with the opposite preferences. Those with ENTJ preferences reported the most use of LinkedIn (54%) while those with preferences for INFJ reported the least use of the platform (16%). In general, individuals with a preference for Extraversion reported spending more time engaging in certain activities on LinkedIn during their work time than those with preferences for Introversion. The Gamification Approach Some corporations turn to gamification as a means of keeping staff engaged. What is gamification? It’s the use of game-thinking and game mechanics in non-game scenarios (like training and development) and it makes non-game scenarios more engaging, fun and competitive. By using online leaderboards, shareable badges, and digital challenges, HR...

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Welcome to The Myers-Briggs Company

Oct 18, 2018 in MBTI Talk | 0 comments

By Jeff Hayes For the last several years, we’ve been on an exciting and transformative journey to strengthen our partnership with all our customers. We had three important objectives we wanted to achieve when we began this journey: First, we wanted to increase our global presence so that we could better support our customers and partners around the world. Second, we wanted to better address your challenges and priorities by broadening our offerings and services leveraging new technologies and the latest industry innovations. Last, we didn’t want you to have to search everywhere for different tools for your people development needs. We wanted to become a “one stop shop” for all the assessments, trainings, support and programs you might need to make your organization successful. Or to help other organizations be successful. To realize this vision, we first acquired our European partner (OPP) to enhance our talent, skills, research capabilities and thought leadership. You can read more about that here. Together, our two organizations have worked tirelessly to develop new and innovative offerings, creating a new mission: To inspire everyone to lead more successful and fulfilling lives. And together, we created a new vision for our united company. By enriching people’s understanding of themselves and others, we will inspire the world, one world at a time. We want to inspire the world. We want to change the world for the better. And if you’ve been working with us, this probably resonates with you because you’re in the business of helping people too. Because people are incredible. And incredibly complex. To show our unwavering support for our mission and vision, we have become a Certified B Corporation® through B Lab® (and a registered California Benefit Corporation). While we’ve always known the work we do, and the work you do with us, is in service of helping people, joining a growing movement of organizations around the world who see value in using business as a force for good takes it a step further. It pushes us to be better as an organization, and helps us be accountable to the highest standards. The culmination of all this work is our transformation from CPP and OPP into The Myers-Briggs Company. Together we’ve created this new force for good in the world. Our reach is broader. Our offerings and services are more comprehensive and innovative than ever before. But most important of all, we’re...

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MBTI Facts & Common Criticisms

Oct 2, 2018 in MBTI Talk | 0 comments

Written by Patrick Kerwin, MBA, NCC, MBTI Master Practitioner You’ve probably heard about the Myers-Briggs assessment, and perhaps have even read an article online that criticizes the MBTI assessment, which made you question the assessment and its validity. The purpose of the below is to help you answer some of the questions you might have about the MBTI tool by addressing some of the most common criticisms and misconceptions. A BRIEF LOOK BACK In order to address the criticisms and misconceptions of the MBTI assessment, it’s helpful to understand the development of the assessment over time. The MBTI assessment has a history spanning more than 75 years, and for more than 40 years has been available for use and application by organizations, educational institutions, government agencies, MBTI practitioners, and individuals in order to understand and make constructive use of personality type differences. Today, the MBTI assessment is used in 115 countries, is available in 29 languages, has been used by 88 of the Fortune 100 within the past five years, and is taken by millions of people worldwide. The creation of today’s MBTI assessment is a complex and thorough endeavor: carefully developing items, gathering representative samples on which to test those items, analyzing items to ensure that they work for diverse samples of people, testing data for statistical integrity, and more. But the origin of the MBTI assessment stems from the work of Katharine Briggs (1875–1968), a lifelong writer and student of character analysis. Largely from reading biographies and studying the personalities of their subjects, Briggs created a framework for understanding personality type and developed her own system of typology around the time of World War I.1 In 1923, Swiss psychiatrist Carl Jung published his seminal work on personality types, Psychological Types, in English.2 Jung, long considered one of the founders of modern-day psychology, proposed a theory of personality types derived from his observations and research. After reading and studying Jung’s work, Briggs realized that it closely resembled her own framework but was much more developed. Briggs subsequently abandoned her framework and focused more fully on Jung’s theory of psychological types. During World War II, Briggs’s daughter Isabel Myers (1897–1980), long an admirer of her mother’s work, became interested in finding a way of making practical use of personality differences and thus began her quest to create a personality indicator. In 1943, the first version of the MBTI assessment was developed.3 Over the next...

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PeopleFWD 2018: Where Business Leaders and HR Luminaries Learn How to Help Their Employees Excel and Organizations Achieve

Aug 30, 2018 in MBTI Talk | 0 comments

When the COO of Facebook calls your presentation on workplace culture “the most important document ever to come out of the Valley,” you’re probably onto something. Patty McCord spent 14 years as Chief Talent Officer at Netflix crafting a high-performing culture that helped transform them from a start-up DVD rental company to the most valuable media company in the world (even surpassing Disney). Want to hear about how she did it? PeopleFWD 2018 is a premiere event for HR professionals and the business leaders that work alongside them. Taking place October 17-18, 2018 in the San Francisco Bay Area, the conference will feature opening keynote speaker Patty McCord along with a host of inspiring people development and industry experts, including: Mary B. Young, Principal Researcher, Human Capital, The Conference Board Stacia Sherman Garr, Principal Analyst, RedThread Research Celine Burgle, Program Lead, Talent, Learning & Leadership, SAP Sinead Collins, HR Director, Kellogg Company Marion McGovern, Founder, M Squared Consulting Wayne F. Cascio, Robert H. Reynolds Chair in Global Leadership, Univ. of Colorado “In our always-on culture, the workplace must accommodate what it demands from us,” says McCord. “If you can flex your culture to match the needs of employees, you’ll get the best performance out of them. You remove the stressors that would otherwise be roadblocks to high performance.” PeopleFWD 2018 promises insights and practical solutions to address today’s changing world of work. Attendees will learn about organizational trends from experts on the front lines of business transformation and be free to choose from three tracks of rich content: Engage and Develop (for HR professionals), Develop and Perform (for Line-of-Business managers) and Perform and Transform (for Senior Business Leaders). To maximize the learning experience, interactive pre-conference workshops are being offered and will deliver application-based solutions to enhance change management skills, strengthening team trust, dealing with conflict, better understanding the impact of individual needs in the workplace, and more. Workshops include: Getting the Best from Your People Embracing Change: Leveraging the Power of Personality to Support Change Practical Tips for Managers to Build Trusting Relationships Mixing it Up: How to Handle Workplace Conflict Differently “Your people are the most valuable and most remarkable part of your organization. Great leaders know this and know how to bring out the best in their people. So we’re bringing them together leaders to share their insights on how to address the toughest people issues facing...

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How Association Leaders Can Use Assertiveness Gracefully

Aug 17, 2018 in CPP Connect | 0 comments

By Sherrie Haynie This article originally appeared on the Center for Association Leadership website. Assertiveness is both valued and lamented in contemporary business culture. Whether assertiveness is a vice or virtue, it can be used as a highly calculated tool for specific situations. For association executives, assertiveness can play a two-faced role. As an organizational attitude, it can be alienating to members, but the skill can also be invaluable for advocating on behalf of members and one’s industry. Immediately we can see that assertiveness’s value is highly situational. On an individual level, association executives must understand when assertiveness can help to problem solve and work through conflicts rather than simply makes things worse. Psychological models provide frameworks for understanding what is going on underneath the surface when interpersonal issues arise for an association leader. For example, the Thomas-Kilmann Conflict Mode Instrument, which was created by behavioral scientists Kenneth W. Thomas and Ralph H. Kilmann in 1974, provides a framework to learn how assertiveness rears its ugly head in organizational settings. TKI defines conflict modes, or ways of handling conflict, along two scales: cooperativeness (working to meet the needs of others) and assertiveness (working to meet one’s own needs). This model shows us that assertiveness versus cooperativeness is not a zero-sum game. In fact, some of the most effective approaches to conflict are found where the two forces meet—compromise and collaboration. The key to this model is the reality that each conflict-driven situation or problem deserves a unique blend of assertiveness and cooperativeness to be handled effectively. However, conflicts don’t always play out nicely. To truly understand and use assertiveness in practice, it first helps to know how you’re wired for conflict and how you can step outside your comfort zone. Ask: How Am I Wired for Conflict? Ken Thomas and Ralph Kilmann, the creators of TKI, found that individuals and organizations tend to gravitate toward defaults when handling conflict. This single-focused mindset robs them of the richness of a varied toolbox of responses, and it often leaves the individual with the wrong tool for the job. It’s akin to driving in a screw with a hammer when individuals gravitate toward conflict with a single tool, whether it’s the right one for the job or not. Imagine you’re the leader of a trade association and find yourself caught up in an ethics scandal that you’re convinced is unjustified, or at...

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