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For an Authentic, Effective Job Interview, You Must First Understand Your Own Personality Type

May 16, 2018 in MBTI Talk | 0 comments

I remember my first job interview. It was a long time ago. I was very young and had yet to learn how to be true to myself. I was trying to get a job for the summer in between undergraduate and graduate school, and remember thinking to myself: “Answer how they [my interviewers] want you to answer, no matter what.” I got that job, and at first I was thrilled. Once I began to do the work, however, I hated it. I couldn’t wait for the summer to end! What could I have done better? How could I have given a better interview to get not just a job, but the job I wanted? Presenting your true, authentically developed self is perhaps the most important part of your interview technique. Knowing who you are and understanding how that helps you – or might not help you – in your work and life allows you to walk into any interview for any job and authentically present yourself to the employer. From there, the employer can decide if you and the job will truly be a good match. More importantly, knowing who you are allows you to decide if the job and the workplace environment are really the right fit for you. One way to understand who you are is to learn more about your personality type preferences. One tool many people use to do this is the Myers-Briggs Type Indicator (MBTI). You have likely heard about the MBTI before. Some of what you’ve heard is true, and some isn’t. I teach people how to use the MBTI competently and ethically, and I am amazed by how many people who think they know what the MBTI tool is really have no idea. Understanding Ourselves Without Labeling or Limiting Ourselves In short, the MBTI gives us some understanding of how we take in information and how we make decisions. That’s really it. The MBTI is not meant to label or limit anyone in any way. For example and in spite of what many think, there is no such thing as an “extravert” or an “introvert.” Instead, the MBTI tool is trying to help us see whether we have a preference for extraversion or introversion, along with other preferences. There is a difference, and it is huge. When we talk about extraverts or introverts, we limit people. When we see it as a...

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Effects and Causes of Conflict Among Employees

May 8, 2018 in MBTI Talk | 0 comments

By Mark Taylor This article originally appeared in HRZone. You may read the same article on the original publishing website here.    Do you know what it takes to create a productive team? According to research published in the Harvard Business Review, a workplace characterized by positive and “virtuous” practices is able to form a productive team. Such practices, the report went on to say, include caring for your colleagues as friends, treating one another with gratitude, respect, trust and integrity, providing support whenever needed, offering compassion and kindness when you see your colleague struggling with something and more.   However, a team becomes even more productive when they avoid blaming each other and forgive mistakes. But is all this achievable in the real world?   Effect of Employee Conflict on Businesses According to a study on workplace conflict, commissioned by CPP Inc, publishers of the Myers-Briggs Assessment and the Thomas-Kilmann Conflict Mode Instrument, in 2008, US employees spent 2.8 hours per week dealing with conflict. What’s worse was that these hours translated into the wastage of 385 million working days and approximately $359 billion in paid hours, when calculated on the basis of average hourly earnings of $17.95.   It was also added in the study that around 85% of the employees had to deal with conflict to some extent, and spend a significant amount of time managing such conflicts, while 29% US employees do so “always” or “frequently.”   But how do conflicts amongst employees affect the entire organization? The fact is that a conflict never occurs by itself. It is accompanied by a lot of time spent in gossiping, protecting turf, retaliating, taking sides, planning one’s defence and navigating the drama. This is that precious time which the employees would otherwise have spent on their designated tasks in the company, for which they have been hired. Things can get even worse when two employees in conflict recruit other employees to take sides. This encourages the involvement of the entire organization where their presence is not required.   However, according to a blog post by Abel HR, most conflicts can be prevented, thereby saving a business’ time, easing frustration and regaining productivity. Having some fun at the workplace, giving positive feedback, immediately reaching out to the HR department, and respecting differences are some of the many ways workplaces can keep the positive energy going.   And to...

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4/3 Webinar: I know what your students are interested in, do you?

Mar 19, 2018 in Eye on Edu | 0 comments

Interests spur action and decision-making. The importance of students making informed and intentional decisions about their educational and career goals based upon interest and self-awareness is well documented as a key driver of student motivation and engagement. And research has demonstrated that an engaged student is far more likely to persist.

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Confidence, Extraversion & Understanding – What Helps You The Most?

Dec 12, 2017 in MBTI Talk | 0 comments

Written in collaboration with John Hackston, Head of Thought Leadership at OPP Politicians are known for their confidence, but sometimes this can get them into hot water (I’m sure that you can think of some recent examples). You can probably think of a time where you saw someone who seemed to use confidence to cover up a lack of ability. But confidence isn’t just important for politicians, as this article by Laura Barton points out. Women tend to be less confident in their abilities than men. In fact, studies have shown that less able men are the group most likely to overestimate their abilities. Are Extraverts more confident than Introverts? Confidence isn’t the same thing as Extraversion, but they’re often mistaken for one another. In Quiet: The Power of Introverts in a World That Can’t Stop Talking, Susan Cain cites a study by the Kellogg School of Management, finding that in an average large meeting, three people do 70% of the talking. Those three people aren’t necessarily the most confident people in the meeting, but by their saying more they will tend to seem more confident. Their ideas and suggestions get more airtime. And good ideas that others may have are less likely to be heard. It can even seem that the people not doing the talking are disengaged, less creative, or less intelligent. Humans, chimps and theory of mind One of the things that sets us and chimpanzees apart from all other animals is our possession of a theory of mind. Theory of mind is made up of two things: the ability to credit mental states to ourselves the ability to understand that others have beliefs, desires, intentions, and perspectives that are different from our own. However, this sometimes means that we judge others unfairly. To correct this, it we can boost our self-awareness as well as our understanding of other people. And one of the best ways to do this is to understand what makes us tick. We need to understand our personality. There are many exercises you can do to boost self-awareness and assessments you can take to understand your personality better. The Myers-Briggs Type IndicatorMyers-Briggs Type Indicator ®(MBTI®) assessment is one that gives us an effective way of improving our self-awareness, as well as starting to understand others. The MBTI model seems simple. After all, it’s just four dimensions of personality. But it builds into...

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10 Books About the MBTI Tool and Type That You Should Read in 2018

Nov 30, 2017 in MBTI Talk | 0 comments

Which books about the MBTI assessment and type have had the biggest impact on practitioners? We posted this question on the LinkedIn group of MBTI certified professionals a while ago to discover the titles that had most impressed and inspired practitioners or been a key support in their work with the MBTI assessment. Twenty books rose to the top of the piles. Here are the second set of ten (in no particular order – you can find the first ten in our April post) with comments from the individuals who recommended them. Now you can put them all on your Amazon wish list before the holidays! Work Types – Understand Your Personality Jean M. Kummerow, Nancy J. Barger and Linda K. Kirby (2010) “A highly accessible and readable resource, it contains the most helpful and liberating insights into time management that I’ve seen anywhere.” –Betsy Kendall, Executive Director, COO and Head of Professional Services at OPP Ltd The 16 Personality Types: Profiles, Theory, & Type Development Dr. A.J. Drenth (2013) “Easy to read, good profile descriptions – good ‘Stage 1’ introduction to the different Myers-Briggs types.” –Dianna Hillier, Global Talent Manager at Cello Group plc Navigating Midlife – Using Typology as a Guide Eleanor Corlett and Nancy B. Millner (1993) “Incredibly helpful for working and coaching people in transition .” –Lynne Norman, Managing Director, equip consulting ltd Portraits of Type: An MBTI Research Compendium Paperback Avril Thorne and Harrison Gough (1991) “A wonderful reminder, based on high quality research, that we don’t always have the gift to see ourselves as others see us. Representative male and female groups of 10 of the 16 types are described by people who saw them behave in a variety of situations over a period of three days. Their observations are not always flattering and can be an antidote to the corresponding pages of ‘Introduction to type’!” –Robert McHenry, Chairman, OPP Ltd Introduction to Type and the Eight Jungian Functions Margaret T. Hartzler, Robert W. McAlpine, and Leona Haas (2003) “I really like the CPP book on the 8 Jungian Functions.” –Jerry Gilpin, Coach (EMCC Senior Practitioner), Supervisor, Facilitator and Trainer Growing Spiritually with the Myers-Briggs Model Julia McGuinness (2009) “As a specific application, a shout out to Growing Spiritually with the Myers Briggs Model.”  –Jerry Gilpin, Coach (EMCC Senior Practitioner), Supervisor, Facilitator and Trainer Personality Types: an Owner’s Manual Lenore Thomson (1998) “For getting...

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