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MBTI Step II Facets: An Overview

Jun 20, 2017 in MBTI Talk | 0 comments

In the next few blog entries I will give you my take on the MBTI® Step II™ facets. Those of you who have been through CPP’s MBTI Certification Program know what an interesting day exploring the facets in more detail can be. While the facets don’t cover every characteristic of each dichotomy, they are “important and significant subsets,” as one participant expressed it. We have to remember that the facet results don’t add up to the dichotomies, and therefore some clients could have more out-of-preference facets than in-preference facets on any dichotomy. While this can happen on Extraversion–Introversion, Sensing–Intuition, and Judging–Perception, it will most likely occur on Thinking–Feeling. For that reason, I will explore the Thinking–Feeling facets first. (Other than that, I’m not going to write in any particular order; instead, I’ll rely on my Emergent style—Methodical–Emergent is a Judging–Perceiving facet—and just let it flow.) As you work with individuals to help them improve essential components of their professional development, it’s important that they understand how to combine different aspects of their individual MBTI Step II facet results and learn the most appropriate ways for them to flex their preferences. And in case you’re looking for a little more reading material on the MBTI Step II facets, here are two complimentary eBooks that offer ideas and tips for using Step II results to increase your people’s self-awareness and understanding: “How to Manage Seemingly Contradictory Facet Results on the MBTI® Step II™ Assessment” “Flexing MBTI® Step II™ Facets Appropriately to Maximize Effectiveness” Lastly, we’ve mentioned this in previous blogs but we do have a few new products that have been refreshed for a more modern aesthetic and user-friendly visuals, which includes some of our MBTI Step II products. To learn more about these refreshed MBTI Step II products,...

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Leadership and the Intuition–Thinking (NT) Process Pair

Jun 6, 2017 in MBTI Talk | 1 comment

People with NT preferences (INTJs, INTPs, ENTPs, ENTJs) typically take a “what else can we do” approach to leadership. They tend to consider new ways to address tasks and projects, and often have an innovative mind-set that is about changing things up to make a situation better. If NT informs your leadership style, you may want to consider how this approach is affecting members of your team. Some of them may appreciate your open approach to new ideas and possibilities, but others may find what they see as change for the sake of change too impractical and lacking consideration of how it’s affecting others. Remember, changing things just because you are bored doing them the same way all the time can be very aggravating to people who appreciate stability and consistency. If NT informs your leader’s leadership style, try to remember that this approach can be really helpful when you feel stuck in a rut and not sure what to try next. Don’t take it personally or assume your NT leader doesn’t appreciate your work just because every solution you offer is not met with rapt attention or accepted. Now that we’ve talked a bit about those two middle letters, let’s look at leaders with each of the four-letter MBTI personality types that contains that process pair: INTJ Preference Leaders We find a moderate number of leaders of this type not just in the U.S. but all over the world. People who prefer INTJ make up almost 6% of leaders, while representing only 2% of the general population. Their preferences may help them prepare for long-term possibilities and then organize decisions logically. During initial stress, however, they may start to imagine patterns or connections where they don’t exist. INTP Preference Leaders We find a moderate number of leaders of this type. People who prefer INTP make up almost 6% of leaders, while representing only 3% of the general population. Their preferences may help them analyze the pros and cons of a situation and then to anticipate the long-term outcomes. During initial stress they may become overly critical of others and can come across as feeling superior. ENTP Preference Leaders We find many leaders of this type around the world. People who prefer ENTP make up over 8% of leaders, while representing only 3% of the general population. Their preferences may help them come up with a variety of short-term...

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Leadership and the Intuition–Feeling (NF) Process Pair

May 30, 2017 in MBTI Talk | 0 comments

People with NF preferences (INFJs, INFPs, ENFPs, ENFJs) typically take a “let’s make a difference” approach to leadership. They consider how others can be positively affected over the long term instead of just in the present moment. In leading they tend to focus on big-picture, future-oriented ideas that can empower people to “be better.” If NF informs your leadership style, you may want to consider how this approach is affecting members of your team. Some of them may appreciate your support of their big-picture ideas, [OK?] but others may find your approach too pie-in-the-sky and not directive enough. Remember, some people need detailed, step-by-step instructions to know what you really want from them. If NF informs your leader’s leadership style, try to remember that this approach can be really helpful when you’re having trouble coming up with new ways to make a difference. Try not to get impatient when your NF leader is exploring possibilities that seem unrealistic to you. Let’s take a quick look at each of these four-letter MBTI types and their leadership attributes: INFJ Preference Leaders Another one of the rarest of the leadership types, people who prefer INFJ make up only 2% of leaders around the world. Part of this could be that, at under 2% of the general population, they represent the smallest percentage of the population anyway. Again, just because we don’t find a lot of people who prefer INFJ in leadership positions does not mean they cannot make outstanding leaders. Their preferences may help them recognize long-term, big-picture possibilities as well as how their decisions affect others. During initial stress they may start to think everyone is against them and then withdraw emotionally. INFP Preference Leaders Not one of the more common leadership types, people who prefer INFP make up about 3% of leaders around the world. Their preferences may help them hold themselves and their organization to their values as well as consider many approaches to learning new things. During initial stress they may start to feel sorry for themselves as well as get a bit “preachy.” My own preferences are for INFP, and I like leadership opportunities where I can inspire others. I can get discouraged when people get overly critical and get bogged down in details. ENFP Preference Leaders People who prefer ENFP make up almost 7% of leaders. Interestingly, the workshop I delivered this month with 41 CEOs...

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Leadership and the Sensing–Feeling (SF) Process Pair

May 23, 2017 in MBTI Talk | 0 comments

People with SF preferences (ISFJs, ISFPs, ESFPs, ESFJs) typically take a “thoughtful helping of others” approach to leadership. They consider how the factual information they provide (who, what when, why, where) might help others in a here-and-now way. They tend to have a supportive and practical leadership style, offering information that can be useful today instead of someday. If SF informs your leadership style, you may want to consider how this approach is affecting members of your team. Some of them may appreciate your detailed and helpful leadership style, but others may find your approach too restrictive and closed to new, less than concrete ideas. Remember, some people feel empowered when they get to explore possibilities, whether they act on these ideas or not. If ST informs your leader’s leadership style, try to remember that this approach can be really helpful when you’re having trouble making your big-picture idea a reality. Try not to get annoyed when your ST leader wants you take a more practical and grounded approach to it. Let’s take a quick look at each of these four-letter MBTI types and their leadership attributes: ISFJ Preference Leaders Not one of the more common leadership types, people who prefer ISFJ make up almost 4% of leaders around the world. By the way, they make up almost 14% of the general population (the highest percentage of any of the types in the general population). Their preferences may help them take information from what they have learned in the past and apply it in the present in practical ways that are considerate of others. During initial stress they may trust only past experience, using language like “that’s not how we do it around here” and have difficulty considering new ways to tackle problems. ISFP Preference Leaders One of the rarest of the leadership types, people who prefer ISFP make up almost 2% of leaders around the world. Now, just because we don’t find a lot of people who prefer ISFP in leadership positions does not mean they cannot make outstanding leaders—we know that leaders often promote others who are just like them. Their preferences may help them stick to values that are important to leading an organization, as well as understand the practical reality of new ideas. During initial stress we might find them withdrawing emotionally and sinking into self-pity. ESFP Preference Leaders Another one of the rarest leadership...

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Leadership and the Sensing–Thinking (ST) Process Pair

May 16, 2017 in MBTI Talk | 0 comments

People with ST preferences (ISTJs, ISTPs, ESTPs, ESTJs) typically take a “let’s get it done” approach to leadership. They want to tackle the task at hand and prefer to jump right in to get things right the first time. In fact, they are likely to be annoyed by discussion of matters that don’t directly relate to the task. They prefer to move on from anything they consider superfluous and get to what “needs” to get done. If ST informs your leadership style, you may want to consider how this approach is affecting members of your team. Some of them may appreciate your steady focus on the bottom line, but others may find your approach too task focused and therefore unappreciative of the people getting the task done. Remember, people are always a key factor of any successful undertaking. If ST informs your leader’s leadership style, try to remember that mimicking this approach can be really helpful when you’re having trouble focusing on the factual details of the problem to be addressed. And try not to take it personally or assume that your ST boss doesn’t like you just because she doesn’t seem interested in anything beyond the task at hand. Let’s take a quick look at the four MBTI personality types that have these two middle letters and find out how prominent they are as a percentage of leadership as well as a quick overview of their strengths and weaknesses: ISTJ Preference Leaders We find many leaders of this type not just in the U.S. but all over the world. People who prefer ISTJ make up over 15% of leaders. Their preferences may help them remember data and details from past experiences and then use them to make logical and efficient decisions. During initial stress, however, they may seem a bit rigid and not open to new ideas. ISTP Preference Leaders While not one of the most common leadership types, people who prefer ISTP are not the rarest either—they make up 5% of leaders around the world. Their preferences may help them during decision making better analyze both the pros and cons, and focus on the practicality of new ideas. During initial stress, however, they may start to look overly critical and stubborn. ESTJ Preference Leaders We find many leaders of this type not just in the U.S. but all over the world. People who prefer ESTJ make up...

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Myers-Briggs Personality Types and Leadership

May 11, 2017 in MBTI Talk | 0 comments

A couple of years back I wrote a blog series on type and leadership, and I’m now following that up with a few additional ideas focusing on the MBTI® process pairs: ST, SF, NF, and NT. While the T–F and J–P preference pairs are the ones most often explored in relation to leadership (maybe I’ll write about the TJ, TP, FJ, and FP pairs next), I still like looking at the middle letters of people’s four-letter type the most. As you consider the content of this next series, remember that people of any type can be a successful leader if they have the motivation. Each type just leads in a different way. As we teach in our MBTI® Certification Program, the best leaders are those who know how to flex to the needs of their followers. I can think of times in my past when I was seen as a wonderful leader by some and a not-so-wonderful leader by others. A lot of it had to do with how willing I was to flex to the needs of the people I was leading. By the way, CPP has an excellent booklet on this very topic, titled Introduction to Myers-Briggs® Type and Leadership and a new ready-to-present training workshop: Leader Development: An MBTI® Step I™ Type Training Workshop In addition, CPP has a lot of complimentary resources surrounding MBTI personality type and leadership. A few of these are listed below if you want to brush up on your MBTI type and leadership knowledge as we go through the series, or if perhaps you want to check out these resources for the first time. Coaching Transformational Leaders with the Myers-Briggs Assessment [white paper] Creating Inspirational Leaders: Beginning to Build Competencies in Today’s Leaders [webinar recording and slides] Leadership Development within the Organization [short video] Leadership Longevity: Addressing Needs Throughout the Employee Life Cycle [webinar recording] How Personality Type Affects Leadership Style [Fast Company article] Stay tuned for the first of four posts on type and leadership in this blog series …  ...

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Combining Coaching Tools: Myers-Briggs & FIRO Assessments

May 2, 2017 in MBTI Talk | 0 comments

Originally written by Betsy Kendall and Alice King at OPP Often considered a winning combination in coaching, what is it specifically about the FIRO and MBTI assessments that adds depth and complexity to coaching? The Myers-Briggs Type Indicator looks at four aspects of our personality that combine together dynamically to capture the fundamental elements of who we are and how we are motivated. This in itself is a powerful coaching tool as it indicates our preferred ways of taking in information, making decisions, and interacting with the world around us. In contrast, the FIRO instrument provides understanding around our interpersonal relationships and behaviors: it illuminates what we express to others and what we expect back. FIRO insights provide understanding of what drives people and how they manage their anxieties and fears. As such, it is an invaluable tool for coaches, both in terms of their own personal development and for its use in coaching sessions. In this post, we’ll explore how the two tools complement each other. Further posts will consider how you can best use FIRO when you are coaching leaders and, finally, how FIRO can help you as a coach to understand the impact of your own interpersonal needs when coaching. So, what makes FIRO such a great complement to the MBTI tool? The questionnaire assesses the three core needs that drive our relationships with other people. It isn’t a comprehensive assessment of the whole of personality in the way that the 16PF or OPQ tools are; rather, it puts a spotlight on interpersonal issues which shape people’s ability to build trust, influence others and establish productive relationships. FIRO results can be challenging for a coachee, as it can pinpoint self-defeating reactions to certain people and situations, and provoke them to expand the options they consider. The FIRO-B (B in the original questionnaire stands for Behavior) tool is a 54 item self-report assessment, generating scores on 6 scales in three areas: Inclusion, Control and Affection (Involvement, Influence and Connection in the newer FIRO Business). It is unusual in the world of personality questionnaires because it directly assesses not only the degree to which a person likes to express the three behaviours, but also the degree to which he or she wants to receive those behaviors from others. This assessment of ‘expressed’ and ‘wanted’ behaviour allows direct exploration of core areas of compatibility between people: does what one...

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Responding to Criticism of the MBTI Assessment

Apr 25, 2017 in MBTI Talk | 0 comments

Written by Dr. Penny Moyle “As an MBTI practitioner, I encounter a lot of individual opinions and viewpoints about the Myers-Briggs Type Indicator, sometimes incredibly positive and sometimes vehemently critical. When our work and methods are criticized, it is natural to want to defend oneself, but in doing so it can be difficult not to come across as rather defensive. Understanding where critics of the MBTI assessment are coming from, and how to respond to the individual points that they raise, has an important place. However, there are powerful alternatives to the blow-by-blow rebuttal method… I  met someone recently (at a 5-year old’s birthday party, of all places) who, when I was introduced as a Business Psychologist specializing in personality, was quick to tell me that the head of her organization is a ‘big fan of the Myers-Briggs’. She went on to tell me her concern about a recent article that had been doing the rounds, which was critical of the MBTI assessment. I’m sure that this is a scenario that most of us MBTI practitioners are familiar with – first, as soon as we mention an interest in personality, many people’s first thought is the Myers-Briggs Type Indicator. It is after all the world’s most popular personality assessment. Second, even those who have had a positive experience with the Myers-Briggs assessment can’t help but wonder about the value of that experience when they hear about various criticisms. I don’t know exactly which critique was the cause in this case, but I was interested and pleased to hear what the response had been in that particular organization. Apparently the article was emailed around the organization – admittedly an academically-oriented institution in Oxford, full of smart, independently-minded individuals who just love to read articles. The response within the organization was overwhelming. The clear consensus was that these individuals had each found the MBTI assessment process (which, of course, had included a best-fit discussion with a trained practitioner) to be ‘eerily accurate’. On top of this, the advice given to each of them as to how they could improve their performance by having a more complete understanding of where they sit within this framework, and how to engage the other 15 MBTI Types, was very useful. On the back of this discussion about their own individual experiences, the organization concluded that it was best to put their own experiences before the criticism in...

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You, Your Brain, and Your MBTI Personality Type

Apr 18, 2017 in MBTI Talk | 0 comments

By Dario Nardi, UCLA Fellow and type author, trainer and publisher What’s going on in your brain? These days, we can peer inside and watch at every millisecond as brain regions get active, send signals, coordinate, dampen each other, and otherwise sustain ‘you’. A couple of hours with an EEG machine produces 45 million data points. What can that data say about your psyche? Does that data jive with type? The answers, while not tidy, continue to amaze, challenge, and inspire. On a fine October Saturday in 2006, I sat down with some university students to explore the brain. An EEG machine reports electrical activity from the neocortex, that thick outermost layer that is home to much conscious human experience. It is one thing to read about the brain and speculate about links to personality. It is another to see the machine light up, responding in real-time with a telling variety of bars and colours. When the first student that day donned a snug red nylon EEG cap and spoke his first words, auditory regions of his brain lit up. When he made a decision, his left executive region got active, and so forth. We were so excited: the brain is for real! I could hardly sleep for weeks, plotting lab activities and wondering about implications. Now, seven years later, the tool of neuroscience continues to act like type: a fount of practical insights that keeps on giving. A first thing about the brain: it is ‘organised’. Broadly speaking, your brain consists of many small modules. Each module is a neural circuit that helps you do a task. Some tasks are concrete, such as recognising faces, hearing voice tone, and moving a hand. Other tasks are abstract, such as evaluating ethics, adjusting to others’ feedback, and mentally rehearsing a future action. There are easily five dozen modules just in the neocortex. Moreover, there are broad qualities like empathy and imagination – the stuff of the psyche. These are supported by various modules working in concert, like instruments in a symphony. The 16 Myers-Briggs types speak to something real. Each type is like a different song played by our symphonic brain. After working in depth with almost 70 subjects, trying various tasks for two or three hours with each, I can say with confidence that people who identify with the same type code tend to rely on similar brain regions. For...

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What if your date is just not your type? Myers-Briggs Types and Dating

Apr 13, 2017 in MBTI Talk | 0 comments

What can the MBTI® tool tell us about dating? Do birds of a feather stick together, or do opposites attract? And what makes a great date for different types? We hosted a webinar a while back about MBTI Type and Relationships, but wanted to touch specifically on type and dating, especially with the rise and popularity of online dating sites. In fact, of the 54M single individuals in the US, 49M of them have tried online dating, with 16M on eHarmony and 23M Match.com members. Ironically though, a third of the people who are on online dating sites haven’t actually gone on a date in person with anyone from those platforms. Still, currently 5% of people married in the last ten years have met their spouse online. Extraverted and Introverted Dates Those who prefer Extraversion are likely to be the life and soul of the party on a first date. They are perfectly happy and at ease doing all of the talking, as well as instigating the date and making the first moves. In fact, when dating a person with Introversion, Extraverts can spend their whole evening talking and answering their own questions, and even supplying answers for the Introvert, with no response necessary. And at the end of the date they might even thank the bamboozled Introvert for a fantastic time! Often Introverts seek a quieter and more intimate setting for a first date, such as dinner for two, with low lights and soft sounds, where they can really get to know the other person. Depth and meaning in conversation is often important to an Introvert, and too much external noise might leave them reaching for the wine bottle in despair (while we haven’t done any research on the topic of Introversion and alcohol ourselves, we all know how people can use substances to self-medicate, and that includes bad dates). However, despite their differences, an Extravert–Introvert match can often be a very good one. Those with a preference for Extraversion can be very attractive to those with Introversion preferences, who can find them easy companions with a natural flair for conversation. Just make sure you check in first before you take your Introversion-preference date to howl out I Will Survive at a karaoke bar. Great dates for someone who prefers Extraversion might involve going to a carnival or festival or even a concert– hushed museums or libraries are to be avoided...

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