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It Takes All Types

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

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  1. It Takes All Types Personality & Temperament in Board Effectiveness

  2. 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

  3. 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

  4. 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)

  5. 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

  6. Typical Applications • Understanding Others • Communication Skills • Managing People • Introducing Change • Team Building • Personal Development

  7. The MBTI®does not Measure • Suitability for a Job • Intelligence • Level of Skill or Competence • Career Potential • Emotions • Maturity

  8. The MBTI® Preference Pairs

  9. 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?

  10. 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

  11. 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.

  12. 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

  13. 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

  14. DDA Preference Scores Percentages are National Statistics

  15. E vs I Type Characteristics

  16. Cue Words for the E-I Preference Pair

  17. S vs N Type Characteristics

  18. Cue Words for the S-N Preference Pair

  19. T vs F Type Characteristics

  20. Cue Words for the T-F Preference Pair

  21. J vs P Type Characteristics

  22. Cue Words for the J-PPreference Pair

  23. 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

  24. 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

  25. DDA Temperaments/Styles NT: Rationals 5 12% NF: Idealists 5 12% SP: Artisans 2 38% SJ: Guardians 7 38%

  26. 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

  27. 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

  28. Famous NTs • Albert Einstein     • Marie Curie • Dwight D. Eisenhower  • Ayn Rand • Bill Gates • Margaret Thatcher • Walt Disney • Mark Twain

  29. 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

  30. 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

  31. Famous SPs • Bob Dylan • Wolfgang Amadeus Mozart • Franklin D. Roosevelt • Donald Trump • Madonna • Johnny Carson • Charles Lindbergh

  32. 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

  33. 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

  34. Famous NFs • Margaret Mead • Eleanor Roosevelt • Bill Moyers • Joan Baez • Jane Fonda • Gandhi • Albert Schweitzer • Isabel Myers

  35. 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

  36. 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

  37. Famous SJs • Sam Walton • Martha Stewart • Colin Powell • George HW Bush • Mother Teresa • Harry Truman • Warren Buffet

  38. 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

  39. 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

  40. 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

  41. 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

  42. 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

  43. An Ideal Decision-Making Model S (Facts) N (Possibilities) T (Pros & Cons) Z Model F (Values/Commitments)

  44. 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

  45. 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.

  46. 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”

  47. 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

  48. Personal Contributions Exercise (con’t) Process Con’t Give feedback to group How can DDA capitalize on individual strengths?

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