The MBTI instrument who uses it Used by

The MBTI instrument: who uses it? Used by thousands of organisations in Europe including: • Management colleges and business schools such as Ashridge, INSEAD, Henley Business School and Cranfield • Management consultancies such as PWC, Deloitte and PA Consulting Group • Multinational companies including Microsoft, Shell, Coca Cola and Procter & Gamble • Public services such as the NHS, Police, RAF and central and local government • Universities, charities, churches and counsellors.

Purpose The MBTI instrument will help you to: • Learn about yourself, understanding where you fit in a framework that describes personality differences in positive and constructive ways. • Appreciate important differences between people, and understand how different types can work together in a complementary way.

Making it relevant to you • Take a moment to reflect on what YOU want to get out of this session. • The next slide will remind you of some of the general areas in which you can apply type. Which ones apply to you?

General application areas Developing yourself Problem-solving o Understanding stress reactions o Career development o • Working with others Working relationships o Communication style o Resolving conflict o • Working in teams and organisations Leadership style o Managing change o Valuing diversity o Considering team and organisational culture o

History • The Indicator is based on the personality theories of the eminent Swiss psychologist Carl Jung. • The model was developed by two non-psychologists, Briggs and Myers, who wanted to give as many people as possible access to these powerful ideas. • It is one of the few models of personality that describes differences positively. • There are no better or worse types to be; each type has its strengths and possible pitfalls.

Research • Over 20 years of research went into the MBTI questionnaire before it was published. • There are over 4, 000 research papers on the MBTI instrument, which provide strong support for its reliability and validity. • The MBTI questionnaire continues to be refined and updated. Culturally sensitive forms have been published, including the UK MBTI Step I. It is available in 14 European languages. • Authors from a wide range of backgrounds have written about the Indicator, and hundreds of practical, easy-toread resources are available.

What is a preference? Signature • Write your signature… • . . . now do it again with the OTHER hand!

What was the difference? • • Typical responses: Preferred hand Non-preferred hand Feels natural, flowing • Feels unnatural, and comfortable difficult and awkward Didn’t think about it, • Required just did it concentration to do it Quick, effortless and • Slow, jerky, takes easy more effort Looks distinctive, • Not ‘me’, but gets recognisably my work easier with practice

Things to remember • Preference tells us what you find most energising and comfortable. • Type cannot determine ability or skill. • There is no such thing as the ‘right’ or ‘wrong’ type. • Everyone is able to use all eight of the preferences. • You are best placed to decide your own type. • Completion of the MBTI questionnaire is voluntary.

Ethics • The MBTI questionnaire should only be used for development. • The MBTI questionnaire cannot be used for selection, because it tells you nothing about a person’s skills and abilities. • People should only be asked to share their MBTI type if they feel comfortable doing so – each individual owns their data and can choose to share it or not as they wish.

The four dimensions of type EXTRAVERSION INTROVERSION Where do you get your energy from? SENSING INTUITION What kind of information do you prefer to use? THINKING FEELING What process do you use to make decisions? JUDGING PERCEIVING How do you deal with the world around you?

MBTI® Group Feedback The four dimensions of type EXTRAVERSION INTROVERSION Where do you get your energy from?

Characteristics Tend to act before thinking Prefer to get into action Talk things through More expressive when interacting Gain energy from interaction Have a breadth of interests Tend to think before acting Prefer to spend time on reflection Think things through More contained when interacting Gain energy from concentration Have a depth of interests Remember, E–I is not about sociability or social confidence

Analogy E I

E–I: Approach to meetings

The four dimensions of type SENSING INTUITION What kind of information do you prefer to use?

Characteristics Want to know the facts Look at the specifics Adopt a realistic approach Focus on the here and now Ensure things work in practice Collect observations Seek out new ideas Look at the bigger picture Adopt an imaginative approach Anticipate the future Ensure things work in theory Use conceptual frameworks Remember, Sensing isn’t ‘sensitive’ and i. Ntuition isn’t ‘gut feel’

Analogy Ensures individual data is accurate Ensures patterns are understood May overlook the patterns May overlook the accuracy of the detail S N

S–N: Preferred instructions

The four dimensions of type THINKING FEELING What process do you use to make decisions?

Characteristics Apply logical reasoning • Use cause and effect analysis • Seek objective truth • Decide using impersonal criteria • Focus on tasks • Provide a critique • Apply individual values Understand others’ viewpoints Seek harmony Decide by personal circumstances Focus on relationship Offer praise Remember, ‘Thinkers’ can feel and ‘Feelers’ can think

Illustration Makes decisions by stepping out of the problem to be objective T Makes decisions by stepping into the problem to be compassionate F

T–F: Helping style

The four dimensions of type JUDGING PERCEIVING How do you deal with the world around you?

Characteristics Like to come to closure Make plans Act in a controlled way Prefer to act within a structure Prefer to schedule activities Keep a range of choices available Remain flexible Respond to emerging information Prefer to go with the flow Prefer to be spontaneous Remember, Judging isn’t ‘judgmental’ and Perceiving isn’t ‘perceptive’

Illustration J P

J–P: Approach to a task

Pulling together your best-fit type • This is the MBTI whole type YOU think fits you best. • If you are unsure on any preference pair, consider whethere are demands on you to operate differently from your natural preference. • Have a look at the short descriptions of the possible alternatives for you. Which one resonates best for you? • Remember, you know yourself best! • Don’t worry if you are still unsure – you have time to reflect before you decide.

Improving yourself: action planning • Once you are sure about your best-fit type, have a look at a more detailed description of your type. • How can you make best use of your strengths? • How might others see you? • Are there any areas you would like to develop?

Using your MBTI preference • Now you have a new framework to think about personalities. • You might now think about how you can work more effectively with others. • Remember, no types are better or worse than any others. • Knowing about MBTI preferences can help you to work better with others, reduce conflict, improve communication and influencing strategies and make better decisions. How will you use it?

Keen to know more? • The MBTI instrument is the world’s most popular psychometric tool, and there are many resources available to you if you want to learn more. • Ask your practitioner for more details.

The four dimensions of type EXTRAVERSION INTROVERSION Where do you get your energy from? SENSING INTUITION What kind of information do you prefer to use? THINKING FEELING What process do you use to make decisions? JUDGING PERCEIVING How do you deal with the world around you?

Lets Look at our Organisations…….

*Starred items have direct links to Goals Quality care for everyone, every time *Work with others to keep improving our services *Excellent patient care *A positive experience for patients, service users and staff *Skilled and capable staff *Cost effective, sustainable services Priorities Working “Beyond Boundaries” to be the preferred choice for sustainable integrated care § Improve mortality rate § Prevent avoidable harm § *Improve care of: - older people - people with dementia - children and young people QI § *Create and maintain partnerships with other organisations so that we can deliver excellent care § *Develop an integrated IT infrastructure § *Develop 24/7 and 7 day services Implementation and monitoring the effectiveness of the sepsis care bundle QI *Improve communication with patients and carers § *Improve what people think of their care § *Improve how staff feel about work § *Provide Excellent End of Life Care QI *Improve the culture of the organisation to improve patient experience Our Values § All staff continue to develop § All staff understand how their contribution helps to achieve our Vision § *Develop our workforce to embrace integration and co-production *Improve the QI Discharging Planning Process Our vision and goals guide us; our values underpin everything we do § * Design services to deliver best practice within our resources § * Ensure value for money for each service § * Develop efficient and effective processes with minimal waste QI Reduce Incidence of Patient Harm

Values & Behaviours

Our Core Values: Our core values set out how we intend to work as an organisation and describe everything that will be at the heart of everything we do. They can be read as further benchmarks of how successful we are as an organisation in much the same way as our key messages of success, outcomes and activities. Whilst they are described at an organisational level, we also expect the same of every individual, organisation or partner working for us. Engaging with partners to maximise integrated workin g Being efficient and effective in everything we do and spending money wisely Working as a team for the Isle of Wight Be sensitive to local needs and concerns in everything we do Putting customers and our community at the heart of everything we do Treating people fairly Helping communities to help themselves Transparent decision making, based on the effective use of data & evidence Being bold, ambitious and innovative Getting on with delivery Protect & nurture the environment and heritage B - 9

Success will deliver the following important outcomes: SHORT TERM/ MEDIUM TERM LONG TERM A financially balanced and sustainable council People take responsibility for their own health and All young wellbeing people will have the best start in life so that they can fill their potential Vulnerable people are supported and protected Businesses have confidence to invest People have a place to call home and can live with independence Outstanding digital and transport connectivity A welleducated and skilled community The IW is a leading UK visitor destination The community feels safe and the Island is resilient The environment and unique island characteristic s are celebrated Community needs are met by the best public services possible B - 8

IOW COUNCIL Our Vision “Is for the Isle of Wight to be an inspiring place in which to grow up, work, live and visit”. This Corporate Plan embodies the manifesto commitments of this council’s Conservative Administration, made during the local government elections in May 2017 and in the decisions taken since. As the Leader of the council I will now aim to ensure, through this plan that, these commitments will be at the heart of our decision making and will determine how the council is run. We will seek to: • Create opportunities for all • Deliver economic growth and prosperity • Preserve our environment • Protect our community • Plan for our future needs • Provide sound financial management

Communication

Great Management and Leadership requires…

Fundamental skills and behaviour traits of leaders & managers • What skills are required of a Leader What behaviours are required of a Leader • What skills are required of a Manager What behaviours are required of a Manager • Overlap and cross over?

High Performing Leaders and Managers What is the difference between leaders and managers and high performing leaders and managers ? Group work

Listening… a real skill

Communication and self awareness

What is emotional intelligence? • Emotional intelligence (EI) is the capability of individuals to recognize their own, and other people's emotions, to discern between different feelings and label them appropriately, to use emotional information to guide thinking and behaviour, and to manage and/or adjust emotions to adapt environments or achieve one's goals. • "emotional intelligence is the key to both personal and professional success“ • Daniel Goleman 1995

Emotional Intelligence • • • We have “multiple intelligences”. : spatial musical bodily/kinaesthetic intrapersonal (self-knowledge) interpersonal (dealing with other people)

Maslow’s Hierarchy of Need

Using emotional intelligence to create a high performing team

How we treat others and how they treat us Nurturing Controlling Adapted Free

• Emotional Intelligence (EI) is what makes the difference between top performing leaders and the rest

• EI and IQ make separate and discrete contributions to performance • What is the difference? • Why are they both important? • Who do you know who shows both of these in the way they behave?

Your Task • What will you do to improve the use of emotional intelligence in your department?