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It Takes All TypesPersonality & Temperament in Board
Effectiveness
DIFFERENT DRUMMERS
If a man does not keep pace with his companions, perhaps it is because
he hears a different drummer. Let him step to the music which he
hears, however measured or far away.
—Henry David Thoreau
Today’s Objectives
Increase our self awareness and understanding of what makes us tick
Increase our appreciation of the different contributions of others
Learn how to capitalize on everyone’s different strengths
Apply what we learn to make DDA more effective
A Tool for Appreciating Differences
Myers-Briggs Type Indicator (MBTI)® The most tested validated and consistent
tool for categorizing and analyzing differences
The online test you took was not the Myers-Briggs Type indicator but rather a tool to help you approximate your preferences
“Preferences” is the key word and it does not mean an absence of the opposite (Like your hands you have and use both of them but have a preference for one or the other)
Myers-Briggs Background
Most widely used personality inventory Created by Isabel Briggs Myers and her
mother Katherine Myers Based on the ideas and theories of
psychologist Carl Jung—gestalt theory Put Jung’s concepts into language that a
‘layman’ could understand
Typical Applications
Understanding Others Communication Skills Managing People Introducing Change Team Building Personal Development
The MBTI® does not Measure
Suitability for a Job Intelligence Level of Skill or Competence Career Potential Emotions Maturity
The MBTI® Preference Pairs
Energy Source
Information Source
Information
Processing &
Decision Making
World Orientatio
nclosure or
fluidity
E S T J
I N F P
What the Preference Pairs Stand For
Extrovert or IntrovertSensing or iNtuitiveThinking or Feeling
Judging or Perceiving
What do these mean in simple terms?
Which is You?(Most of the Time)
I feel deprived when cutoff from interaction with the outside world
or
I regularly require an amount of "private time" to recharge batteries
Which is You?(Most of the Time)
I trust information and data I get through my five senses. I am practical.
or
I often rely on instincts, gut feelings, and intuition. I am innovative.
Which is You?(Most of the Time)
My decisions are based on logical, objective and impersonal evaluation of the facts
or
My decisions usually take into account my value systems and/or the personal impact the decision will have on others
Which is You?(Most of the Time)
I like to make decisions based on available information rapidly as possible so I can move on to something else. I prefer closure.
or
I like to keep my options open as long as possible to obtain as much data as I can. I prefer flexibility
DDA Preference Scores
I3
51%
N9
27%
F12
60%
P4
46%
E15
49%
S10
73%
T6
40%
J13
54%
Percentages are National Statistics
E vs I Type Characteristics
Extroversion Introversion
Gregarious - drawn to large number and variety of relationships.
Intimate - most comfortable in small groups and with one-on-one relationships.
Enthusiastic - being energetically with the "action" and at the center of things.
Quiet - present themselves modestly, drawn to the calm away from the center of action.
Expressive - easy to know, approachable, warm, readily show feelings.
Contained - well controlled, calm exterior, often difficult for others to read
Auditory - learn through listening, active dialogue, and involvement with others.
Visual - learn through observation, reflection, reading, and more solitary means.
Initiator - social facilitator, assertively outgoing, build bridges among people.
Receptor - content to let others initiate social amenities - even to the point of being overlooked
Cue Words for the E-I Preference Pair
E I
Sociability Territoriality
Interaction Concentration
Breadth Depth
Multiplicity relationships
Limited Relationships
Speak then think Think then speak
Energy directed outward toward people and things
Energy is directed inward toward concepts and ideas
S vs N Type Characteristics
Sensing Intuition
Concrete - depend on verifiable, factual information and direct perceptions. literal, mistrust fuzzy information
Abstract - comfortable with and inferring meaning from ambiguous and non-literal information. Perceptive.
Realistic - value being practical, cost-effective, and exercising common sense.
Imaginative - enjoy being ingenious, clever and novel . . . for its own sake.
Pragmatic - highly values the usefulness or applications of an idea - more interesting than idea itself.
Intellectual - learning, acquiring knowledge, mental challenges are valued as an end in itself.
Experiential - heavily grounded by first hand, past experience. Reluctant to generalize beyond direct experience.
Theoretical - conceptual, automatically search for patterns in observed facts, comfortable with theories and inventing new ones. Resourceful.
Traditional - trust what is familiar, support established groups and methods, honor precedents.
Original - values initiative and enterprising, inventive, and novel solutions. Often mistrusts conventional wisdom.
Cue Words for the S-N Preference Pair
S N
Experience Instincts
Perspiration Inspiration
Past Future
Actual Possible
Practicality Ingenuity
Sensible Imaginative
T vs F Type Characteristics
Thinking FeelingCritical - comfortable making distinctions, categorizing, making win/lose choices, being in adversarial situations.
Accepting - tolerant towards human failings, see positive side of others, instinctually seeks win/win resolutions of problems.
Tough Minded - results oriented, ends justify the means, stick on task. Firm
Tender Hearted - use gentle persuasion to influence, reluctant to force compliance.
Questioning - intellectually independent, resistant to influence, self confident.
Accommodating - seeks consensus, deferential, conflict avoiding, seeks harmony.
Logical - values and trusts detached, objective, and logical analysis.
Affective - trusts emotions and feelings, values human considerations, in touch with feelings.
Reasonable - is clear-thinking, objective, reasoned, and logical in everyday decision-making.
Compassionate - makes decisions on overall impressions, patterns, and feelings (including emotional likes and dislikes).
Cue Words for the T-F Preference Pair
T F
Objective Subjective
Principles Values
Policy Social Values
Firmness Persuasion
Truth Tact
Impersonal Personal
Justice Humane
Laws Extenuating Circumstances
J vs P Type Characteristics
Judging Perceiving Early Starter - focused. Structure activities to work on one thing at a time, allowing adequate time for proper completion.
Pressure Prompted - prefers variety and multi-tasking. Most effectively energized when working close to deadlines.
Systematic - prefers orderly, structured and programmed responses. Likes formal contingency planning.
Casual - comfortable making adjustments as situation requires. Prefers informal guidelines vs. structured rules. Adaptable.
Scheduled - creates and easily follows standardized and familiar routines.
Spontaneous - dislikes repeatedly following the same routines. Seeks variety and change.
Planful - likes to schedule future commitments far in advance, uses dates and deadlines to organize their energies.
Open-ended - strongly values preserving flexibility and freedom, dislikes being tied down by long range plans. Makes flexible plans.
Methodical - implements projects in a planned, organized, and step-by-step manner. Self programming.
Emergent - ad hoc planner. Moves quickly into action without detailed plans, plans on the go. Risk taking.
Cue Words for the J-PPreference Pair
J PSettled Pending
Fixed Flexible
Definite Tentative
Decisive Adaptable
Planned Open Ended
Exacting Tolerant
Urgency There’s plenty of time
Get the show on the road Lets wait and see
The Four Temperaments
Understanding each of the sixteen types personality preferences is a daunting task
David Keirsey has reduced the 16 to four based on ‘temperamental base’ of each type
By knowing a person’s temperament we can anticipate rather accurately what he will do most situations
One’s temperament is that which places a signature or thumbprint on each of ones actions making them recognizably one’s own
The 4 Temperaments/Styles
SJ: GuardiansStabilizer
TraditionalistFocuser
Quest=Belonging
NF: IdealistsCatalyst EnablerAssister
Quest=Identity
NT: RationalsVisionaryInventorArchitect
Quest=Competency
SP: ArtisansTroubleshooter
NegotiatorCrisis ManagerQuest: Action
DDA Temperaments/Styles
NT: Rationals5
12%
NF: Idealists5
12%
SP: Artisans2
38%
SJ: Guardians7
38%
NT Temperament
Abstract in communicating Utilitarian in implementing goals Highly skilled in strategic analysis Good at marshaling, planning,
organizing Competent in action Strong willed Knowledge Seeking Personality Trust in Reason
NT Temperament (con’t)
Hungers for achievement Pragmatic about the present Skeptical about the future Educationally prefers the sciences Avocationally technology Vocationally systems work Only about 12% of the population
Famous NTs
Albert Einstein Marie Curie Dwight D. Eisenhower Ayn Rand Bill Gates Margaret Thatcher Walt Disney Mark Twain
SP Temperament
Concrete in communicating Utilitarian in implementing goals Highly skilled in tactics/performance
optimization Good at promoting, operating and
improvising Graceful in action Daring and adaptable “Sensation Seeking Personality” Trusts in spontaneity
SP Temperament (con’t)
Hungers for impact on others Hedonistic about the present Optimistic about the future Educationally prefers Arts and Crafts Avocationally for techniques Vocationally operations work Is where the action is At least 38% of the population
Famous SPs
Bob Dylan Wolfgang Amadeus Mozart Franklin D. Roosevelt Donald Trump Madonna Johnny Carson Charles Lindbergh
NF Temperament
Abstract in communication Cooperative in implementing goals Highly skilled in diplomacy Good at teaching, counseling, mentoring,
tutoring and advocacy Instinct for personal relations Learn ethics with zeal Often speak interpretively and metaphorically Empathetic in action Benevolent and authentic
NF Temperament (con’t)
Hungers for deeper meaning in relationships Trust their intuition implicitly Aspire for profundity “Identity Seeking Personality” Credulous about the future Mystical about the past Preferred time and place is the future Educationally prefers the humanities Avocationally ethics Vocationally for personnel work Idealists are less that 12% of the population
Famous NFs
Margaret Mead Eleanor Roosevelt Bill Moyers Joan Baez Jane Fonda Gandhi Albert Schweitzer Isabel Myers
SJ Temperament
Concrete in communicating Cooperative in implementing goals Highly skilled in logistics Good at supervising, inspecting,
administering and protecting Reliable in action Does good deeds and is responsible “Security Seeking Personality” Trusts in Legitimacy
SJ Temperament (con’t)
Hunger for membership/belonging Stoic about the present Pessimistic about the future Fatalistic about the past Preferred time and place is the past Educationally prefers commerce Avocationally regulations Vocationally material work Most predominant type in the
population
Famous SJs
Sam Walton Martha Stewart Colin Powell George HW Bush Mother Teresa Harry Truman Warren Buffet
Temperament in Leadership and Teamwork
The primary job of a leader is appreciation Leaders must learn how to notice
achievement and then thank the follower for his gift
But to thank a person for something he does not consider an accomplishment is useless at best and insulting at worst
Each temperament has its own type of recognition that is relevant and appreciated
The NT Leader & Team Member
Focus on the purpose, mission and systems of the organization
Become the leaders Analyze the alternatives Offer solutions and identify opportunities Irritated by redundancy, stupid errors
and illogical actions Irritate others by skepticism and
splitting hairs
The SJ Leader & Team Member
Focus on the structure of the organization
Take responsibility and get things done Care and do the work Follow rules and guard procedure Are through, steady and reliable Driven crazy by disorganization and
disarray Irritate others by impatience and
deciding issues too quickly
The NFLeader & Team Member
Focus on future of the organization Believe the strength of the organization
comes from people’s potential Are enthusiastic communicators Integrate ideas from many sources Make decisions by participation Irritated by impersonal treatment and
lack of positive feedback Irritate others by taking emotional stands
The SP Leader & Team Member
Focus on the “right now” needs of the organizations Life’s free spirits and party peopleLate bloomersKeep people laughingFight fires (or start them to fight) good in a crisisDo their own thingIrritated by restrictions and the “same old same old”Driven crazy by routineIrritate others by carelessness, haste and lack of
preparation
An Ideal Decision-Making Model
S (Facts) N (Possibilities)
T (Pros & Cons)
Z Model
F (Values/Commitments)
Resources
Please Understand Me—David Keirsey Understanding People-Mark Waterhouse
CEcD Garnet Consulting Services They’re only Jellybeans—Chiquita
McAllister NC A&T University www.PersonalityPage.com www.Keirsey.com
DIFFERENT DRUMMERS
If I do not want what you want, please try not to tell me that my want is wrong.
Or if I believe other than you, at least pause before you correct my view.
Or if my emotion is less than yours, or more, given the same circumstances, try not to ask me to feel more strongly or weakly.
Or yet if I act, or fail to act, in the manner of your design for action, let me be.
I do not, for the moment at least, ask you to understand me. That will come only when you are willing to give up changing me into a copy of you.
Personal Contributions Exercise
OverviewThis exercise helps individuals identify
their main contributions to the teamEstimated Time 45-60 minutes
GoalsIdentify probable strengths of individuals
Identify any “hindrances to creativity”
Personal Contributions Exercise (con’t)
ProcessDivide paper into quadrantsHead up the four quadrants :
My primary contribution or team role How I feel about this role Other roles I would enjoy
Hindrances to my creative contributions
Use MBTI results to prompt ideasTake 10 -15min
Personal Contributions Exercise (con’t)
Process Con’tGive feedback to group
How can DDA capitalize on individual strengths?