Introduction to the MyersBriggs Type Indicator

A Leadership Workshop January 26, 2009

2009 JoAnn Hogue

The MBTI

Is a personality assessment tool proven valid for about 50 years by psychologists worldwide
Katharine Briggs developed idea in the 1920s based on Carl Jungs work KB and daughter Isabel Briggs Myers spent 20 years researching until they produced an accurate and valid questionnaire Overseen by the Consulting Psychologists Press since 1979

Appropriately assesses preferences for 7th grade and upward

Preferences develop throughout childhood; some identifiable early on

Is effective and valid over an entire lifetime

Intuitive preference is one of the last to develop (its a Sensing world)

Is only ONE of many assessments of value

All are valuable in one way or another The greatest use for this one is self-understanding

Clarifications about MBTI

Only one of many complex factors that comprise an individual

Cultural and environmental upbringing; geography Heredity Opportunities weve been given Innate traits and characteristics

Describes a persons natural preferences; their comfort level

We all use all the preferences at various times more comfortable with some NOT predictive of what you do or will dowe all have choices Does not measure appropriateness of application or actions

Has nothing to do with innate talent, intelligence, skill level

Although your interests will often be closely associated with your MBTI type

We express our type UNIQUELY, even among the same type

We display our preferences in many ways all the time without even realizing it

Your type is your toolbox

Why understand the MBTI?

Because understanding YOURSELF is empowering

We hear and accept LOTS of labels in our lives: Hard working, slacker, popular, talkative, quick-thinking, thoughtful, etc. Chance to UN-label ourselves, and find the real value in who we are Learn to choose environments that enhance your own desires Context for making choices in all areas: career, home, social life

Understanding OTHERS helps lead to a successful life

We need all types in order to get the best, most well-rounded viewpoints Feels good to have people think like you, but not always the most productive answers Tolerance of diversity; able to better embrace what others offer of value Equal equation: We all have something to give; we all have something to learn (gain)

Teamwork (workgroups, jobs, sports)

Allows YOU to be more productive in a team or group setting Helps you to get the best from OTHERS

MBTI Structure

Each scale has 2 aspects (preferences); for a total of 16 possible personality types Well be comparing each of the 4 scales on the basis of their extremes; however:
Most people are not extreme The stronger the score, the more distinct and noticeable it often is to others

The closer the score, the greater ones comfort in both areas
Remember, this describes a persons zone of greatest comfort, it does not predict behavior

The Four MBTI Scales

Extroversion (E) / Introversion (I) How you give and receive energy
Lets talk. Give me a minute to think.

Focus their energy and process information by interaction with their external environment

Focus their energy and process information through reflection and introspection
This is NOT the same as shyness

Extroverts:

Introverts:

Talk louder; stand closer Often enjoy noisier environment May experience energy drain working in solitary for extended periods

Prefer more personal space Appreciate a quieter environment May energize more by working in solitary for extended periods Interaction with groups is ultimately draining, even if valued; need time to recoup

Interaction with people and things is energizing, even when they are tired

Extroverts:

Introverts:

Understand their world best by acting on it or talking about it with others

Tend to think out loud during activities or while working through a decision Learn and work best when able to share, discuss, and process information audibly with others

Understand their world by watching and reading, in addition to acting on or talking about it
Tend to take time to think before they speak or act; they may be uncomfortable when asked to perform or respond on demand Learn and work best by having time to understand and process information on their own

Extroverts:

Introverts:

Casual conversations may dominate Larger group of friends; doesnt require each to be meaningful

Want conversations to be deeper Smaller group of friends; feels more meaningful

Extroverts:
70% of U.S. population

Introverts:
30% of U.S. population

Managers Salespeople Trainers and presenters Areas where interacting externally with people and things is of value

Researchers Engineers Writers Psychologists Areas where ability to reflect before acting is of value

The Shadow Side Extroverts: Introverts:

Can seem to have made a decision that is, in fact, just verbal processing and not really final

Can sound more final than they may feel if not given time to fully consider the issue Can appear to be aloof, unfriendly, or non-communicative Can fail to offer valuable input if not given the opportunity

Can come on too strong or can pry without meaning to Can easily take up more than their share of talk time or physical space

Extroverts:
What you can do

Introverts:
What you can do

Allow interaction Provide opportunity to interact and process verbally Utilize teams, when possible Help them learn to give others a voice, too

Make sure they are given time to prepare their thoughts Dont over-talk them Be open to their comments after the fact, too, when theyve thought about it more Eliminate excess noise, when possible

Sensing (S) and Intuitive (N) How you gather information & data
Just the facts, please.

What if

Focus readily on facts and details

May have less regard for or simply overlook underlying patterns or philosophical pursuits because they seem less real; less tolerant of theory More interested in the facts as they are known right now; sensory data is foremost; provable

Focus on meanings, relationship

Tend to pay more attention to implications, possibilities, and relationships between ideas than to facts and details alone; more embracing of theory More interested in understanding the big picture or what could be; the idea is foremost

Sensors:

iNtuitives:

Enjoy working with information and tasks that are organized and presented in an orderly sequential format Tolerant of routine Start from the beginning and move forward.

Prefer solving conceptual problems and developing new skills Less tolerant of routines or sequential tasks (easily bored by them)

Often start at the end and work backwards

Sensors:

iNtuitives:

Do-ers

Thinkers

Work at a steady pace

Like having their senses engaged as they work

Jump around between ideas and tasks as they work and learn
Likely to have bursts of energy rather than stamina

Sensors:
70% of U.S. population

iNtuitives:
30% of U.S. population

Accountants Salespeople Scientists Data handlers Teachers Technicians Tacticians of all sorts

Philosophers Leaders of all sorts Artists Directors College professors Musicians Visionaries in general

The Shadow Side Sensors:

iNtuitives:

Can become impatient or frustrated with complex or futureoriented tasks or ideas that may take a long time to complete

Can become impatient or frustrated with details or overlysimplistic explanations Can become unrealistic when addressing only the possibilities

Can become bogged down in too much detail

Sensors:
What you can do

iNtuitives:
What you can do

Show facts and details Be practical Make sure any plan includes logical sequence, not just ideas

Present concept first Be patient with imaginative processing Allow details to be formulated later

Thinking (T) and Feeling (F)

How you make decisions and process information

We ALL think; we ALL feel

This is a sequenced process

Only scale with a gender preference

Thinkers:
What is right?

Feelers:
What is fair?

Focus on logic and analysis

FAIR means across the board Majority Rules = same rules

Focus on the effects on people

FAIR means rules are broken if appropriate Doing whats right for the people

Thinkers:

Feelers:

Deal best with objective data and cause-and-effect Break down ideas into their parts

View the atmosphere at work as being as important as the work itself Motivated by other people; are supportive and encouraging

Thinkers:

Feelers:

Less comfortable with emotions Best when introduced as facts and details Objective attitudes and decisions First consider the pros and cons of ideas, information, and opinions

More comfortable with emotion Bring humanistic attitude

Make subjective decisions

Understand and appreciate others values

Thinkers:

Feelers:

Prefer calm, objective interactions; desire to remain logical Value competence and justice Are directdont mince words and dont like to be patronized

Approachable; prefer warm, friendly interactions; desire to please. Value relationships and harmony Are tactfulwill often take a circuitous route to address an issue to save feelings

Thinkers:
67% of MALE population; 33% of FEMALE population

Feelers:
67% of FEMALE population; 33% of MALE population

Business leaders Attorneys Engineers Physicians Administrators Entrepreneurs Financial and banking

Business managers Service professions Nurses Administrative Salespeople Charitable organizations

The Shadow Side Thinking:

Feeling:

Can seemor even becold, harsh, judgmental, or simply too blunt May inadvertently hurt others feelings Less comfortable with feelings in general, but especially emotional scenes

Can find objective reasoning harsh and may undercut decisions Feelings get hurt more easily May feel criticized by those who function in a logical, analytical mode

Thinkers:
What you can do

Feelers:
What you can do

Be brief and concise Present feelings in a logical context Allow intellectual criticism

Communicate humanistic value up front Be patient with talk of personal impact Use care in your choice of words (tact)

Judging (J) and Perceiving (P)

How you orient and adapt to the external world (structure)
NOT same as judgmental NOT same as perceptive

Just do it. Done is beautiful

Wait and see. Ill get to it.

Make decisions as soon as possible to gain closure Show initiative in planning and organizing their world

Defer judgments in order to gather more information Act spontaneously and leave things to the last minute; or may choose not to plan or organize tasks or time at all Play now, work later

Work now, play later

Judgers: Perceivers:

Value routines, order and structure Plan ahead; accept change more slowly

Value flow and flexibility Flexible and adaptable; embrace change more comfortably Process-oriented; like things open, spontaneous Require inspiration The journey is the reward

Goal-oriented; like things settled, decided

More self-disciplined

The destination is the reward

Judgers: Perceivers:
70% of U.S. population 30% of U.S. population

Managers Administrative Financial Organizers

Artists, designers Writers Firefighters or emergency personnel PR professionals

The Shadow Side Judging:

Perceiving:

Can leap to conclusions or decisions too quickly because of their discomfort with openendedness Can be resistant to changes or new ideas after initial plan is instated Can be too narrowly focused

Highly prone to procrastination or not finishing at all

Can stay so open to new ideas that project completion is threatened or entirely derailed Can be easily sidetracked

Judgers: Perceivers:
What you can do

What you can do

Allow a means for closure Itemize achievements and milestones Allow prep time Respect deadlines

Remain open to new possibilities Encourage creativity and flexibility Allow productive changes in direction

What do we do with this info?

Use it to create more comfortable and successful settings (study time, work groups,
relationships)

Find appropriate ways to serve humanity by using your preferences

(use the tools in your toolbox)

Watch for ways your preferences can lead you into areas of success

Group Composite
INFJ INFP ISTJ ISFJ

About 1% of population
ENFJ

About 1% of population
ENFP

About 6% of population
ESTJ

About 6% of population
ESFJ

About 5% of population
INTJ

About 5% of population
INTP

About 13% of population

ISTP

About 13% of population

ISFP

About 1% of population
ENTJ

About 1% of population
ENTP

About 6% of population
ESTP

About 6% of population
ESFP

About 5% of population

About 5% of population

About 13% of population

About 13% of population

Important Take-Aways

Leadership is first and foremost a state of mind. Consciously embracing different preferences and distilling its value will enhance your leadership capabilities E and I: One of the strongest things you can do as a leader is recognize the strength of both perspectives S and N: Possibly the area of greatest potential discord among individuals and teams, because it deals with the most fundamental way we look at our world T and F: These are sequences. Learn to incorporate both into actions and decisions, and help others do so J and P: Appropriate application will bring out the best

References to more information

Electronic copies of this presentation are available More information available online at:
http://changingminds.org/explanations/preferences/preferences.ht m (Includes some fun stuff) http://typelogic.com/ (Detailed information for each type)

Do be careful of the information, though:

Its not a horoscope It doesnt predict your choices Each person expresses it uniquely