Using Type to Get the Best Out of
Leaders
October 7, 2015
Facilitated by: Carolyn Warkentin
Who Am I?
• Carolyn Warkentin
• Executive Director, South Essex Community Council
®
• MBTI Certified Practitioner
• Bachelor of Arts--English
• Career Practitioner’s Certificate
• C.A.E. (Certified Association Executive)
• ENFJ (Extraversion, Intuition, Feeling, Judging)
• Gain an introductory understanding of your type
preferences and how they affect work, communication,
stress & change
• Examine the influence of personality type on our
leadership styles
• Explore ways to help leaders develop their leadership
• Review key parts of an effective leadership program
Myers-Briggs
Type
Indicator
®
®
(MBTI )
Katharine C.
Briggs
(1875–
1968), an
American, read
Jung’s
Psychological
Types in
1923.
She spent the next 20 years
studying, developing, and
applying Jung’s theory.
Isabel Briggs
Myers
(1897–1980)
developed Jung’s
theory in
partnership
with Briggs.
Beginning in 1943, she
developed questions that
®
became the Myers-Briggs
Type Indicator instrument
• An indicator—not a test
• Looks only at normal
behavior
• Forced-choice questions
• No right or wrong answers—
no better or worse types.
• All types have potential
strengths and possible pitfalls
or blind spots
Jung’s
Personality
Theory
An indicator—not a
test
Looks only at normal
behavior
Forced-choice
questions
No right or wrong
answers—no better
or worse types.
All types have
potential strengths
and possible pitfalls
or blind spots
Your results are
confidential
• Every person carries out two kinds of
mental processes:
• We take in information
• Then we make decisions about the
information
• Everyone has preferred ways of using
these mental processes
• Jung believed that preferences are
innate—“inborn predispositions”
Nature
®
MBTI
instrument
vs.
Nurture
Environment
“Handedness”
Sign your name in the first box
Now, sign your name again in the second box—using the other hand.
How did it feel to write the first signature?
How did it feel to write the second signature?
• Where do we get our preference for using one
hand over the other?
• How does the environment influence our
preference for using one hand over the other?
Note: We all can and do use both hands; for
writing, one is natural, comfortable, automatic
The MBTI® Dichotomies
The MBTI instrument indicates preferences on four pairs of
opposites, called dichotomies:
®
Extraversion
E
or
I
Sensing
S
or
N Intuition
Thinking
T
or
F Feeling
Judging
J
or
P Perceiving
Introversion
MBTI® Theory
• Four pairs of opposites—like our right and left hands. We
all use both sides of each pair, but one is our natural
preference.
®
• The MBTI instrument is designed to indicate those inborn
preferences.
• The MBTI instrument is not designed to measure skills or
effects of environment.
Extraversion (E) or Introversion (I)
Where we focus our
attention and get energy
Source: Introduction to Type (6th ed.), I. B. Myers, p. 9.
®
E–I Differences
People who prefer Extraversion:
• Direct their energy and attention
outward
• Focus on the outer world of people and
activity
People who prefer Introversion:
• Direct their energy and attention inward
• Focus on their inner world of ideas and
experiences
We all use both preferences, but usually
not with equal comfort.
Where People Focus Their Attention
People who prefer
Extraversion (E)
• Are energized by
interacting with others
• Are sociable and
expressive
• Prefer to communicate
face-to-face
• Work out ideas by
talking them through
People who prefer
Introversion (I)
• Are energized by
opportunity to reflect
• Are private and
contained
• Prefer to communicate
by writing
• Work out ideas by
thinking them through
Where People Focus Their Attention
People who prefer
Extraversion (E)
• Have broad interests in
many things
• Learn best through
doing or discussing
• Readily take initiative
in work and
relationships
People who prefer
Introversion (I)
• Focus in depth on their
interests
• Learn best by reflection,
mental “practice”
• Take initiative when the
situation or issue is very
important to them
Key Words Associated with E–I
Extraversion
Action
Outward
People
Interaction
Many
Expressive
Do-Think-Do
Introversion
Reflection
Inward
Privacy
Concentration
Few
Quiet
Think-Do-Think
We Have a Preference
We all do Extraverted and Introverted
things.
But we usually do not do them
with equal comfort.
Most of us have a preference for one
or the other.
E–I Self-Assessment
Given the choice, which do you prefer:
Extraversion or Introversion?
 your self-assessment
Sensing (S) or Intuition (N)
The way we take in information and the kind
of information we like and trust
S–N Differences
People who prefer Sensing:
• Focus on present realities,
verifiable facts, and experience
People who prefer Intuition:
• Focus on future possibilities,
the big picture, and insights
We all use both ways of perceiving, but we
typically prefer and trust one of them more.
How People Take In Information
People who prefer
Sensing (S)
 Focus on what is real
and actual
 Observe and remember
specifics
 Are factual, concrete,
and sequential
People who prefer
Intuition (N)
 Focus on patterns and
meanings
 Remember specifics
when they relate to a
pattern
 Are abstract and
imaginative
How People Take In Information
People who prefer
Sensing (S)
• Build carefully and
thoroughly toward
conclusions
• Understand ideas and
theories through
practical applications
• Are specific and literal
• Trust experience
People who prefer
Intuition (N)
• Move quickly to
conclusions, follow
hunches
• Generate ideas and
theories; application is
secondary
• Use metaphors and
analogies
• Trust insight
Key Words Associated with S–N
Sensing
Intuition
Facts
Realistic
Specific
Present
Keep
Practical
Ideas
Imaginative
General
Future
Change
Theoretical
What is
What could be
We Have a Preference
We all use Sensing and Intuition when
making our observations about the
world.
But we usually do not use them
with equal trust.
Most of us have a preference for one
or the other.
S–N Self-Assessment
Given the choice, which do you prefer:
Sensing or Intuition?
 your self-assessment
Thinking (T) or Feeling (F)
The way we make decisions
T–F Differences
People who prefer Thinking:
• Make their decisions based
on impersonal, objective
logic
People who prefer Feeling:
• Make their decisions based
on personal priorities and
relationships
Both processes are rational and we use both,
but usually not with equal ease.
How People Make Decisions
People who prefer
Thinking (T)
 Step back to get an
objective view
 Analyze
 Use cause-and-effect
reasoning
 Solve problems with
logic
People who prefer
Feeling (F)
• Step in to identify with
those involved
• Empathize
• Are guided by personal
and group values
• Assess impacts of
decisions on people
How People Make Decisions
People who prefer
Thinking (T)
• Strive for an objective
standard of truth
• Are “reasonable”
• Can be “tough-minded”
• Are fair—want everyone
to be treated equally
People who prefer
Feeling (F)
• Strive for harmony and
positive interactions
• Are compassionate
• May appear
“tenderhearted”
• Are fair—want
everyone to be treated
as an individual
Key Words Associated with T–F
Thinking
Head
Detached
Things
Objective
Critique
Analyze
Firm but fair
Feeling
Heart
Personal
People
Subjective
Praise
Understand
Merciful
We Have a Preference
We all use both Thinking and Feeling
when making decisions.
But we usually do not use them
with equal ease.
Most of us have a preference for one
or the other.
T–F Self-Assessment
Given the choice, which do you prefer:
Thinking or Feeling?
 your self-assessment
Judging (J) or Perceiving (P)
Our attitude toward the
external world and how we
orient ourselves to it
J–P Differences
People who prefer Judging:
• Want the external world to be
organized and orderly
• Look at the world and see
decisions that need to be made
People who prefer Perceiving:
• Seek to experience the world,
not organize it
• Look at the world and see
options that need to be
explored
We all use both attitudes, but usually not with equal
comfort.
How People Approach Life
People who prefer
Judging (J)
• Organized
• Systematic
• Methodical
• Make short- and
long-term plans, and
then follow them
People who prefer
Perceiving (P)
 Adaptable and
curious
 Casual
 Open-ended
 Adjust flexibly to
new information
and changes
How People Approach Life
People who prefer
Judging (J)
• Like to have things
decided
• Resist reopening
decisions
• Try to avoid last-minute
stresses
People who prefer
Perceiving (P)
• Like to explore options
• Resist cutting off
options, making
decisions too soon
• Feel energized by lastminute pressures
Key Words Associated with J–P
Judging
Perceiving
Organized
Decision
Control
Now
Closure
Flexible
Information
Experience
Later
Options
Deliberate
Plan
Spontaneous
Wait
We Have a Preference
We all use Judging and Perceiving as
part of our lifestyle.
But we usually do not use them
with equal comfort.
Most of us have a preference for one
or the other.
J–P Self-Assessment
Given the choice, which do you prefer:
Judging or Perceiving?
 your self-assessment
Personality Type
When combined, your preferences indicate
your personality type.
Remember…
• Extravert does not mean talkative or
loud
• Introvert does not mean shy or
inhibited
• Feeling does not mean emotional
• Judging does not mean judgemental
• Perceiving does not mean perceptive
Characteristics of Extraverts and Introverts
Extraverts
Introverts
• Prefer to communicate verbally
 Prefer to communicate in
writing
 Are private and inwardly
focused
 Learn best through thinking
and processing
 Have a select circle of
friends
 Need time alone to
reenergize self
 Appear to be good
listeners
• Are outgoing and action
•
•
•
•
oriented
Learn best by doing or
talking
Have many friends and
acquaintances
Enjoy sharing ideas at
gatherings
Need external stimulus and
input
Extraversion–Introversion Discussion
Topics
1. What do you like about being an Extravert
or an Introvert?
2. What perceptions do you think others have
of your type?
3. What frustrates you about working (or
living) with your opposite type?
4. What do you like or admire about your
opposite type?
S-N Activity
• Form groups of all Ss and all Ns.
• Look at the following picture for 30
seconds, in silence
• Then discuss with your group what
you saw and record your observations
People with a Preference for Sensing
• Describe what they literally see:
• Physical attributes of the picture
(color, shapes, artist’s name, size)
• Then try to make sense out of the
shapes—object sense
• Others can usually see the identified
shapes
People with a Preference for Intuition
• Interpret the picture, seeing
possibilities and meanings that
connect to them
• Often make up a story about the
picture
• May come up with a big-picture
interpretation of the meaning
What Can We Conclude?
• When we all look at the same image,
we see different things
• What are the implications and applications
of this activity for our team?
• We must remember that we all trust our
own perceptions, while acknowledging that
there are many other ways of seeing the
same object/situation
T–F Splitting Activity
• Form groups of all Ts and all Fs:
• Imagine that you have been invited to a
party with a close friend
• Your friend arrives, ready for the party. You
look at what the person is wearing and say
to yourself, “Oh no! Is he/she really going to
wear that?”
• What do you do and say in this situation?
Discuss in your group.
T–F Activity Examples
• Thinking types concentrate on achieving their
desired outcome—the friend changes clothes
• Feeling types think of how the friend will feel at
the party
• Thinking types are frank and to-the-point in
stating their views about the clothing
• Feeling types are concerned about
embarrassing the person, take a more tactful,
indirect approach
T–F Activity Examples
What are the implications and applications
of this activity for our team?
• Thinking types look for faults and helpfully
point them out
• Feeling types look for good things and
point them out
• What value does each bring to the team?
Conflict and Type
Meet with your function pair group—
STs, SFs, NFs, NTs.
In your function pair group, discuss the following
questions:
 What causes conflict for you?
 What is your usual response to a conflict
situation?
 What are some tips you have for others
for dealing with you during conflict?
Preference Activity
• Select one preference you have and are clear
about, and assemble together as a group (E, I, S,
N, T, F, J,P)
• In your group, jot down answers to this question:
In a time of change,
what does this part of you
want or need?
Try to filter out your other preferences
Extraversion or Introversion
Processing the change
People who prefer
Extraversion tend to want
People who prefer
Introversion tend to want
• To hear and talk about it
face-to-face
• To read about it and reflect
on it
• Action, to get on with it, to
keep up the pace
• Then to discuss it one-onone or in a small, familiar
group
Sensing or Intuition
Kinds of information wanted
People who prefer
Sensing tend to want
People who prefer
Intuition tend to want
• To know why—what’s
wrong with what we’re
doing?
• To know why—what’s the
vision?
• A road map for the process:
who, what, when, where,
and how
• The biggest possible
picture, with room for their
ideas
Thinking or Feeling
Criteria for accepting the change
People who prefer
Thinking tend to want
People who prefer
Feeling tend to want
• The logic behind the
change
• The values supporting the
change
• Demonstration that
leadership is competent
• Demonstration that
leadership cares
• Fairness/equitability in the
change
• Appreciation and support
for them and others
Judging or Perceiving
Ways of organizing the change process
People who prefer
Judging tend to want
People who prefer
Perceiving tend to want
• A clear, concise plan
• The general parameters
• Clear goals, priorities
• Flexibility and options
• Completion—to get it done
• To loosen up, not panic,
have fun
Conclusion:
• Our organizations include people with each
of these preferences at every level.
• We have to recognize their needs and find
ways to respond appropriately.
LET’S TALK ABOUT
LEADERSHIP
How do we get the best out of ourselves and
out of others?
Good
Leaders…
•
•
•
•
Self-reflect
Know who they
are
Watch & listen
Ask questions
Doing these things
can help you coach
and grow other
leaders in your
organization.
• Take time to hone your own
skills
• Learn from peers
• Seek out opportunities
• Look for outside support to
fund leadership development
Extraversion
Introversion
Leader’s Approach
Leader’s Approach
• Think out-loud
• Seek action and interaction
• Work out ideas by talking
them through
• Take initiative
• Reflect and consider
• Seek quiet and space
• Want opportunities to think
things through
• Individuality
Follower’s Needs
Follower’s Needs
• Want to be involved –
teamwork
• Brainstorming
• Variety
• External energy
• Want to be informed –
independent work
• Heads-up
• Depth
• Internal energy
Sensing
Intuition
Leader’s Approach
Leader’s Approach
• Focus on the now
• Leverage their experience
• Consider “what is”
• Keep it real
• Focus on the future
• Seek innovation
• Considering “what might
be”
• Trust inspiration
Follower’s Needs
Follower’s Needs
• What are the facts?
• Has this been done
before?
• Keen eye for resources
• What’s the process?
• What’s the vision?
• Trust in ideas
• Keen eye for possibilities
• What’s the opportunity?
Thinking
Feeling
Leader’s Approach
Leader’s Approach
• Test the logic
• Critique can make everything
better
• Focus on tasks and outcomes
• Clarify key values
• Set a foundation of
appreciation and cooperation
• Focus on people and
relationships
Follower’s Needs
Follower’s Needs
• What objective criteria will we
use?
• Universal rules
• What did you weigh to come to
that conclusion?
• What values are most
important?
• Individual circumstances
• Did you consider all the
stakeholders?
Judging
Perceiving
Leader’s Approach
Leader’s Approach
• Seek closure
• Scheduled and methodical
• Resource assignments and
deadlines
• Goal Orientation
• Keep options open
• Flexible and spontaneous
• Let projects unfold and have
contingencies
• Process Engagement
Follower’s Needs
Follower’s Needs
• Who is doing what, by when?
• What are our goals and
processes?
• 9-5
• No last minute stresses
• How will we adjust to emerging
issues?
• Flexible handling of time
• 24/7
• No unchangeable plans
Type and Leadership Styles
Look at your last 2 letters & assemble in groups
according to those last 2 type preferences:
TJ, FJ, TP, FP
 What strengths do we bring to leadership?
 What might we overdo as leaders?
 What might we tend to overlook as leaders?
TJ Leadership
If the last two letters of your type are TJ:
You probably find it natural to achieve work goals by
 Organizing and structuring the work
 Making logical decisions and moving quickly to implement
them
 Creating fair systems and policies and applying them
consistently
You may need to work at
 Including others in decision making
 Allowing enough time for others before moving to action
 Occasionally bending the rules to meet individual needs
TP Leadership
If the last two letters of your type are TP:
You probably find it natural to achieve work goals by
 Developing and demonstrating your knowledge and
expertise
 Analyzing information to create logical systems
 Giving followers lots of room, tolerating diverse styles
You may need to work at
 Giving others as much structure and direction as they need
 Explaining your reasoning and the basis for your decisions
 Including others in decision making
FJ Leadership
If the last two letters of your type are FJ:
You probably find it natural to achieve work goals by
 Applying your values and beliefs
 Giving loyal support to the organization and its people
 Including others in decision making
You may need to work at
 Acknowledging problems and faults in people you
care about
 Confronting difficult people
 Moving ahead to implement unpopular decisions
FP Leadership
If the last two letters of your type are FP:
You probably find it natural to achieve work goals by
 Seeking information from everyone involved
 Being flexible and spontaneous
 Encouraging and supporting colleagues and followers
You may need to work at
 Making clear and timely decisions—and sticking
with them
 Creating structures to achieve goals
 Being consistent
ACTION PLANNING
How can you improve your leadership skills?
How can you improve the skills of others?
What will have the biggest impact on
improving your leadership?
How do your preferences impact your
leadership effectiveness in a positive
and negative way?
What will have the biggest impact on
improving your leadership?
How does your J or P impact your
reputation in a positive way?
How might it impact your reputation in a
negative way?
What will have the biggest impact on
improving your leadership?
What function—S or N, T or F—do you
keep to yourself?
How does this work for you?
What benefits could you realize by
bringing this into the open?
What will have the biggest impact on
improving your leadership?
Where is your blind spot?
How has this tripped you up in the
past?
How could you be more intentional in
using this function?
How Self-Assessment Helps Teams
• Through formal assessment, you can learn
more about your team.
• You can identify gaps & recruit up-andcoming leaders with appropriate skills to fill
those gaps.
• If you know where the “blind spots” are, you
can be aware of how they may affect the
team and the organization.
DEVELOP A
LEADERSHIP
PROGRAM
• The non-profit sector is facing
Effective
Leadership
Programs
“Leadership and
learning are
indispensable to
each other.”
~John F. Kennedy~
a looming leadership deficit.
• Succession planning remains
a challenge for most nonprofits.
• The climate & terrain are
tough right now.
• We need to make sure that
emerging leaders are ready
to step into the sector’s
toughest jobs.
How to Develop a Leadership Program
• Consider your organization’s mission, vision & values—
•
•
•
•
•
what kind of leaders does your organization need?
Establish a set of clear and defined leadership
competencies
Consider how leadership talent is fast-tracked within your
organization
Develop leaders across all levels of the organization
Utilize on-the-job learning opportunities
Create a process for measuring overall performance and
growth
Questions