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Myers-Briggs Type Indicator Step II CDR International, All rights reserved. (203) Starting the Process 2 Best Type Fit Purpose: To enable team members to determine the best fit preferences
Myers-Briggs Type Indicator Step II CDR International, All rights reserved. (203) Starting the Process 2 Best Type Fit Purpose: To enable team members to determine the best fit preferences and type Time: Minutes Materials: Team Member s Guide, team members MBIT results, and RM 13, Best Fit Worksheet 3 Best Type Fit 1. Distribute handouts of the RM 13. Ask team members to turn to page 3 in the Team Member s Guide. Direct them to read the two columns of the descriptive statements under Energy and check the statements in either column that best describes them. 2. Ask team members to count the numbers of the checks in the E and I columns. If there are more under E than I, they should write E in the space labeled Team Member s Guide: E/I on the Best Fit Worksheet (RM 13). If there are more checks under I, they write I. If there are the same number of checks in each column, they write E/I. 4 Best Type Fit 3. Ask team members to repeat these steps for the statements listed under Information Gathering, Decision Making, and Lifestyle, each time writing the appropriate letter on the Worksheet. 4. When all four columns have been completed, have team members fill in their type data from the MBTI in the spaces opposite MBTI Results on the worksheet. 5 Best Type Fit 5. Direct team members to use all of the results they have listed in each column to determine their best fit type and write the letters for the preferences in the spaces on the last line. When they are unclear, they should list both preferences (e.g., E/I) and be especially aware of each preferences as they proceed in the team building session. In working through the subsequent activities, they may be able to clarify which preferences are most reflective of them. 6 What ISs value about themselves. ISs: Do what needs doing in a quiet, practical way Make sense of lots of facts and details Use proven procedures in problem solving Have a well-thought-out process that utilizes careful advance preparation Provide stability, consistency, predictability, and efficiency Consider the reality of the situation 7 How ISs annoy others especially ENs. ISs: Inundate others with detail Impede progress and slow others down Don t show what they re thinking, don t speak up, and withdraw in order to reflect Ask too many specific questions Act as spoilsports and wet blankets to other s ideas 8 How ENs irritate ISs. ENs: Don t attend to details and often leave them for others Talk too much and may be noisy and aggressive Discuss theory and abstraction without consideration for practicalities Leap before looking (thinking) Don t focus on the present reality 9 What ISs value about ENs. ISs: Exude energy, enthusiasm, and willingness to jump right into the project Focus on the big picture and the future Display creativity and imagination Use interesting metaphors, analogies, and stories Present unusual remedies and solutions that can be put into practical use 10 What ENs value about themselves. ENs: Stimulate, motivate, and activate other Are open to change, adventure, and risk Create, innovate, and challenge Are engaging, charismatic, inspiring, and persuasive Push the limits, work to make a difference, and set a new direction 11 How ENs annoy others especially ISs. ENs: Overpower, overshadow, and steamroll Dominate in social situations Advocate too much too soon Lack respect for history, tradition, time, and the practical and procedural Answer their own questions, don t listen, and talk too much 12 How ISs irritate ENs. ISs: Go too slowly, obstruct progress, and resist change Cite too many rules and regulations Offer little verbal feedback Lack imagination and don t like to take risks Are traditional, security-conscious, and stubborn 13 What ENs value about ISs. ENs: Implement change/visions Divide change into manageable portions Are practical and aware of the present situation Read the fine print, fill in the gaps, and cover the others Are reliable, accurate, considerate, and loyal 14 What ESs value about themselves. ESs: Get things done, make things happen, and don t waste time Are practical and budget-conscious Lead through action Combine organizational skills with a positive attitude Interact well with others 15 How ESs annoy others especially INs. ESs: Jump in too quickly and make snap decisions Don t listen and talk too much Are short-sighted and don t plan for the future Are overly concerned with detail Dampen ideas by referencing reality 16 How INs irritate ESs. INs: Leave tasks for others to finish Are impractical, abstract, unfocused, and vague Are hard to read and have hidden agendas Think but don t express their thoughts or act on them Make too many factual mistakes 17 What ESs value about INs. INs: Supply ideas and visions Are good listeners Inspire others Understand conceptual relationships Are creative and innovative 18 What INs value about themselves. INs: See trends and connections Are independent, self-reliant, and self-contained Challenge current thinking Invent useful frameworks, systems, and models Think before acting 19 How INs annoy others especially ESs. INs: Are too theoretical and abstract Make the simple complex Think too much and don t implement their ideas Ask deceptively simple questions Provide too many options 20 How ESs irritate INs. ESs: Talk too much, intrude on others, and don t listen Jump in too quickly with short-term solutions Don t see the big picture and have too focused a view Are bottom-line oriented and too practical Lack imagination 21 What INs value about ESs. ESs: Get things done Catch details others miss Are entertaining, social, and active conversationalists Energize others Communicate other s intentions and champion their ideas 22 SJ Temperament Leader Greek Hindu Problems with Culture Need Motto Traditionalist, stabilizer, consolidator; work from a sense of responsibility, loyalty, and industry Epimethean (serious) Duty as central desire Disarray Guard, provide Belonging Early to bed, early to rise 23 NF Temperament Leader Greek Hindu Problems with Culture Need Catalyst, spokesperson, energizer; works by interacting with people about values and inspirations Apollonian (sensitive) Meaning as central desire Guilt Humanist, meaningful Authenticity Motto To thine own self be true 24 SP Temperament Leader Greek Hindu Problems with Culture Need Motto Troubleshooter, negotiator, fire fighter; works via action with cleverness and timeliness Dionysian (impulsive) Pleasure as central desire Clumsiness Act, improvise Freedom Eat, drink, and be merry 25 NT Temperament Leader Greek Hindu Problems with Culture Need Motto Visionary, architect of systems, builder; works on ideas with ingenuity and logic Promethean (cool) Success as central desire Mediocrity Visionary, pioneer Competence Be excellent in all things 26 Dynamics Lens 27 Team Type Lens 28 Quadrants Lens 29 Functions Lens 30 Temperaments Lens 31 Team Type Lens ISTJ ISFJ INFJ INTJ E I ISTP ISFP INFP INTP S N ESTP ESFP ENFP ENTP T F ESTJ ESFJ ENFJ ENTJ J P Team Quadrant Team Leader s Quadrant 32 Quadrants Lens IS IN ES EN IS ES IN EN Team Quadrant Team Leader s Quadrant 33 Functions Lens ST SF NF NT ST SF NF NT Team s Function Team Leader s Function 34 Temperaments Lens SJ NF NT SP SJ SJ SP NF NT Team s Function Team Leader s Function 35 Dynamics Lens S F N T Team s Function Team Leader s Function 36 Team Frustrations and Type Dialogue ISTJ ISFJ INFJ INTJ Stop working so hard! Stop worrying about everyone! Stop staring off into space! Stop being so stubborn! Projects get done when we pay attention to facts and to what needs to happen now. Play comes later. Each team member matters. Attention to each person s needs and wants helps us function well. Thinking about the future and its implications for our team is vital to team productivity. A team s vision that s well thought out is worth fighting for! 37 Team Frustrations and Type Dialogue ISTP ISFP INFP INTP Stop nitpicking! Stop wearing your heart on your sleeve! Stop feeling hurt! Stop being theoretical! Precision and accuracy of information allows our teams to produce good work. Caring for our teammates displays our humanity and can translate into increased team involvement. Exploring our deeply held beliefs and values keeps this team on the right path. Teams need to develop models and carefully analyze concepts before they can begin effective work. 38 Team Frustrations and Type Dialogue ESTP ESFP ENFP ENTP Stop being so blunt! Stop playing! Stop changing your mind and the team s direction! Stop generating new actions! Sometimes this team needs a jolt. Life should be lived; work should be enjoyed. Happy people are productive people. This team needs to explore all the options as it gets down to work. Entrepreneuri al teams keep business coming in. 39 Team Frustrations and Type Dialogue ESTJ ESFJ ENFJ ENTJ Stop driving things so hard! Stop socializing! Stop talking! Stop trying to manage us! Some tough work needs to be done right now. Friends and relationships keep people committed and loyal to the team. Knowing each team member well is one of the things that holds this team together. Someone needs to take charge. 40 What STs Seek/Avoid Team Tasks STs Seek Monitoring progress with statistics, graphs, and charts Managing costs and schedules Showing measurable results Using proven methods to increase productivity Solving problems immediately Team Task STs Avoid Participating in selfawareness activities Brainstorming with no practical outcome Hypothesizing about the future Using untried and unperfected methods Not concentrating on work 41 What SFs Seek/Avoid Team Tasks SFs Seek Using tried and true methods Applying experience to practical jobs Sharing equitably Developing charts that document each person s shills or needs Reviewing plans and materials others have formulated to see what works best Team Task SFs Avoid Using new and untested procedures Debating the merits of various theories Analyzing and predicting the outcomes of strategic models Criticizing in an open forum, especially in relation to team members they know Treating people as interchangeable parts of a machine 42 What NFs Seek/Avoid Team Tasks NFs Seek Increasing fun, harmony, and innovation Doing work that allows for awareness and growth Communicating in creative ways Trying exercises that provide insight into things that matter to people Working with diversity to improve output Team Task NFs Avoid Working with costs, schedules, and figures Performing control functions like accounting Setting up hierarchies and authority chains Playing politics Dealing with documentation and paper work 43 What NTs Seek/Avoid Team Tasks NTs Seek Positioning the team for the future Linking systems, strategies, and models Finding opportunities for organizational growth and development Conducting long-term impact studies of complex problems Debating challenging questions Team Task NTs Avoid Doing someone else s work Engaging in popularity contests Working with administrative details Performing repetitious tasks Participating in selfawareness activities 44 How to Persuade STs Show me that it works Indicate how it saves time and money Demonstrate a good cost-to-benefit ratio Show how the results can be measured Allow me to try it before I buy it Offer specific applications and benefits Answer all my questions 45 How to Persuade SFs Indicate its practical results for people Show it will clearly benefit me and those I care about Use personal testimonies from those who have benefited from it Show that it provides immediate results Set it in a personal context Show respect to me and others in your presentation Explicitly state the benefits; don t just imply them 46 How to Persuade NFs Show how it will enhance relationships State how it helps people grow and develop Focus on my own and others giftedness Show how it gives new insights and perspectives Indicate that people will like it, and, by implication, will like me Point out how it will help me find meaning Say it s enjoyable and fun 47 How to Persuade NTs Discuss its research base Demonstrate how it fits a strategy Show how it will increase competency Indicate its broad and far-reaching possibilities Show that it has intriguing and fascinating possibilities Be a credible source of information 48 Ways to introduce change to an IS Relate it to what I know Make practical sense to me Change at a steady pace, step by step Be careful and mindful of details Give me time to think about it Change the way things are done around here: only from necessity 49 Ways to introduce change to an IN Relate it to new theories and concepts Let me work on change that has impact, especially conceptually and with ideas Don t burden me with routines; le me change at my own pace, swiftly or slowly, as I think I need to Let me set my own quality control and standards Let me work with my own ideas Change the ideas and concepts 50 Ways to introduce change to an ES Relate it to the work I do Show me the practical results change will bring Offer a steady progression, step by step Be realistic with the schedule and don t expect too much too soon Let me hash it over with others Show me that my work will be more effective if I make the change 51 Ways to introduce change to an EN Relate it to changing things in my world Challenge my imagination Minimize the routine; maximize the variety Let me work on the broad focus and overview of the change Let me brainstorm with others and try out my ideas to see if they work and how people react to them Let me try to change the world 52 SJ Temperament: Work Role and Leadership Style Type Work Role Leadership Style ISTJ Inspector Authoritarian and direct; hierarchy is respected ISFJ Protector Caring; rule-oriented, and quiet ESTJ Supervisor Results-oriented, cooperative, authoritarian, and quite decisive ESFJ Provider Softly authoritarian and decisive; hierarchy is respected 53 SP Temperament: Work Role and Leadership Style Type Work Role Leadership Style ISTP Operator Egalitarian, pragmatic, and expedient ISFP Composer Understanding, human, and easy going ESTP Promoter Pragmatic, expedient, and with flair ESFP Performer Easy going yet pragmatic and expedient 54 NF Temperament: Work Role and Leadership Style Type Work Role Leadership Style INFJ Foreseer Personal, predictable, and quiet INFP Advocator Caring, democratic, participative, and unassuming ENFP Catalyst Outgoing, democratic, participative, and energetic ENFJ Mentor Democratic, participative, and people-oriented 55 NT Temperament: Work Role and Leadership Style Type Work Role Leadership Style INTJ Strategist Planning-oriented, visionary, and single-minded INTP Definer Principle-oriented, visionary, and autonomous ENTP Inventor Communications-oriented, visionary, and autonomous ENF\TJ Field Marshall Action-oriented and visionary, takes charge 56 When Leading the SJ Temperament Establish Be Use precise expectations and procedures definite lines of authority firm deadlines a reliable, predictable, and consistent environment clear communication channels decisive well organized hard working direct and fair encouragement when needed humor where appropriate appreciation when deserved your own hard work to convince me 57 When Leading the SP Temperament Establish Be Use risk-rewarding objectives variety of tasks and responsibilities freedom and independence a flexible, self-paced, fun environment face-to-face dialogues responsive open-ended and flexible stimulating direct and honest meetings, rules, and memos infrequently your ability to fly by the seat of your pants rewards for initiative and daring action that s clearly times 58 When Leading the NF Temperament Establish Be Use a trusting, friendly, harmonious environment opportunities for personal growth a vision I can believe in creative freedom rapport inclusive inspiring and positive open to input people-centered acknowledgment of my uniqueness a personal approach praise and encouragement for my efforts care with human interactions 59 When Leading the NT Temperament Establish Be Use global outcomes challenging, stretching goals that are nearly impossible to meet autonomous environment evaluation criteria that are both task-based and personal models and systems competent challenging and strategic convincing open to change minimal guidelines me as the leader my analytical skills ingenuity and logic 60 Leadership Competencies for SJ Team Members SJs want a responsible leader who demonstrates these competencies and skills: Truthfulness and concern with facts Reliability Clarity Organization Fairness Punctuality Realism Respect for tradition and the status quo Consideration of others Thoroughness 61 Leadership Competencies for SP Team Members SPs want a responsive leader who demonstrates these competencies and skills: Realism Stimulation Efficiency Directness Initiative Punctuality Realism Respect for tradition and the status quo Consideration of others Thoroughness 62 Leadership Competencies for NF Team Members NFs want a charismatic leader who demonstrates these competencies and skills: Idealism Insight Peoplecenteredness Personality Inclusivity Inspiration Involvement Communication Motivation Harmony 63 Leadership Competencies for NT Team Members NTs want a competent leader who demonstrates these competencies and skills: Vision Analysis Autonomy Independence Theory Broad view Intellect Strategy Logic Challenge 64 65
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