It takes all types
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It Takes All Types. Personality & 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.

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It takes all types

It Takes All Types

Personality & Temperament in Board Effectiveness


Different drummers

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

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

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

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

Typical Applications

  • Understanding Others

  • Communication Skills

  • Managing People

  • Introducing Change

  • Team Building

  • Personal Development


The mbti does not measure

The MBTI®does not Measure

  • Suitability for a Job

  • Intelligence

  • Level of Skill or Competence

  • Career Potential

  • Emotions

  • Maturity


The mbti preference pairs

The MBTI® Preference Pairs


What the preference pairs stand for

What the Preference Pairs Stand For

Extrovert or Introvert

Sensing or iNtuitive

Thinking or Feeling

Judging or Perceiving

What do these mean in simple terms?


Which is you most of the time

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 time1

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 time2

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 time3

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

DDA Preference Scores

Percentages are National Statistics


E vs i type characteristics

E vs I Type Characteristics


Cue words for the e i preference pair

Cue Words for the E-I Preference Pair


S vs n type characteristics

S vs N Type Characteristics


Cue words for the s n preference pair

Cue Words for the S-N Preference Pair


T vs f type characteristics

T vs F Type Characteristics


Cue words for the t f preference pair

Cue Words for the T-F Preference Pair


J vs p type characteristics

J vs P Type Characteristics


Cue words for the j p preference pair

Cue Words for the J-PPreference Pair


The four temperaments

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

The 4 Temperaments/Styles

SJ: Guardians

Stabilizer

Traditionalist

Focuser

Quest=Belonging

NF: Idealists

Catalyst

Enabler

Assister

Quest=Identity

NT: Rationals

Visionary

Inventor

Architect

Quest=Competency

SP: Artisans

Troubleshooter

Negotiator

Crisis Manager

Quest: Action


Dda temperaments styles

DDA Temperaments/Styles

NT: Rationals

5

12%

NF: Idealists

5

12%

SP: Artisans

2

38%

SJ: Guardians

7

38%


Nt temperament

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

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

Famous NTs

  • Albert Einstein    

  • Marie Curie

  • Dwight D. Eisenhower 

  • Ayn Rand

  • Bill Gates

  • Margaret Thatcher

  • Walt Disney

  • Mark Twain


Sp temperament

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

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

Famous SPs

  • Bob Dylan

  • Wolfgang Amadeus Mozart

  • Franklin D. Roosevelt

  • Donald Trump

  • Madonna

  • Johnny Carson

  • Charles Lindbergh


Nf temperament

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

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

Famous NFs

  • Margaret Mead

  • Eleanor Roosevelt

  • Bill Moyers

  • Joan Baez

  • Jane Fonda

  • Gandhi

  • Albert Schweitzer

  • Isabel Myers


Sj temperament

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

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

Famous SJs

  • Sam Walton

  • Martha Stewart

  • Colin Powell

  • George HW Bush

  • Mother Teresa

  • Harry Truman

  • Warren Buffet


Temperament in leadership and teamwork

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

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

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 nf leader team member

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

The SP Leader & Team Member

Focus on the “right now” needs of the organizations

Life’s free spirits and party people

Late bloomers

Keep people laughing

Fight fires (or start them to fight) good in a crisis

Do their own thing

Irritated by restrictions and the “same old same old”

Driven crazy by routine

Irritate others by carelessness, haste and lack of preparation


An ideal decision making model

An Ideal Decision-Making Model

S (Facts)

N (Possibilities)

T (Pros & Cons)

Z Model

F (Values/Commitments)


Resources

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 drummers1

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

Personal Contributions Exercise

Overview

This exercise helps individuals identify their main contributions to the team

Estimated Time

45-60 minutes

Goals

Identify probable strengths of individuals

Identify any “hindrances to creativity”


Personal contributions exercise con t

Personal Contributions Exercise (con’t)

Process

Divide paper into quadrants

Head 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 ideas

Take 10 -15min


Personal contributions exercise con t1

Personal Contributions Exercise (con’t)

Process Con’t

Give feedback to group

How can DDA capitalize on individual strengths?


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