Myers-Briggs Type Indicator (MBTI) Training: Improving Our Organizations

Myers-Briggs Type Indicator (MBTI) Training

A Tool for Greater Team Effectiveness, Improved Internal Communication, and Productive Meetings

The MBTI personality preference tool can bring your staff greater self-awareness, improved internal communication, team-building and work productivity by encouraging appreciation for personality type differences, strategies to enhance team work and applications for the workplace.

Evelyn deFrees is a certified MBTI practitioner, administers the assessment and gives interpretive report feedback sessions to individuals and groups. She received MBTI certification training during a week-long Center for Applications of Psychological Type (CAPT) course in November 2013.

Evelyn explains, “I worked at a busy non-profit organization that experienced various internal communication challenges. MBTI training for staff lead to improved internal communication, more effective meetings, and more inclusive decision-making. It changed the culture around the office at that time. Knowing the power of MBTI training to help team members recognize and appreciate differences, I am now pleased to be able to offer this valuable training to individuals and groups here in Maine.”

Contact Evelyn deFrees to bring this tool to your workplace (evelyndefrees@gmail.com).

Background

The Myers-Briggs Type Indicator (MBTI) assessment is the best-known and most trusted personality assessment tool available today—as many as 1.5 million assessments are administered annually to individuals including use by most Fortune 500 companies and innumerable organizations worldwide.

The MBTI is a psychological preference tool which measures the normal differences in healthy people regarding how they take in information and how they make decisions. Katherine Myers and Isabel Briggs—a mother and daughter team –developed the MBTI instrument based on the psychological research of Swiss psychologist Carl Jung in order to give individuals access to the self-understanding that comes from recognizing our own preferred ways of functioning. Jung concluded that differences in behavior result from people’s innate tendencies to use their minds in different ways. The essence of the theory is that much seemingly random variation in human behavior is actually quite orderly and consistent, and results from basic differences in the way individuals prefer to use their perception (taking in information) and judgment (making decisions).

Using the MBTI to learn about our individual type preferences can lead to recognition of and respect for the differences among people and an appreciation for the value of the differences. Understanding of these innate personality preferences as a result of staff training and team workshops can lead to improved internal communications, team-building, problem-solving, decision-making, leadership development and conflict resolution at an organization.

In developing the MBTI, Myers and Briggs sought to sort personality preferences using four dichotomies which Carl Jung had presented in his studies. The MBTI assessment (a 93-item forced choice questionnaire) reports preferences on the four dichotomies, or pairs of preferences:

  • Where people prefer to focus their attention and get energy from—shows preference for Extraversion or Introversion;
  • The way people prefer to take in information—shows preference for Sensing or Intuition;
  • The way people prefer to make decisions—shows preference for Thinking or Feeling;
  • The way people orient themselves to the external world, with a judging or a perceiving process—shows preference for Judging or Perceiving.

There is no right or wrong about the preferences.  Each preference identifies normal, valuable human behaviors. Each of us has all eight of the dichotomies, but prefers using one part of the dichotomy or another. Psychological type is an underlying personality pattern that emerges as a result of the dynamic interaction of our four preferences, environmental influences and our own choices. As staff learns about their own and each other’s type preferences and ways to accommodate differences, there can be positive results for organizational communication and decision-making that increases effectiveness overall.

For more information

CAPT—Center for Applications of Psychological Type, Inc—since 1975, providing MBTI training, publishing and distributing MBTI materials, conducting MBTI research and data collection:
http://www.capt.org/mbti-assessment/mbti-overview.htm

CPP, Inc.—since 1975, the exclusive publisher of the MBTI assessment:
https://www.cpp.com/products/mbti/mbti_info.aspx

Evelyn H. deFrees
E. deFrees Consulting
evelyndefrees@gmail.com | 207-462-0815

Why Hire an Interim Director?

Could an Interim Director Help Your Organization?

Is your executive director resigning or retiring?  Is your search process taking a while to get off the ground?  Would this upcoming transition be a good time to look at foundational issues and questions before hiring the next permanent leader? Have you just been through an unsuccessful search for a new leader?

These are just some of the reasons your organization could consider hiring an interim executive director for some period of time (on average, four to eight months).  With a part-time interim leader on staff, your organization can take time to do important planning and searching while ensuring that day-to-day operations will carry on efficiently.

An interim leader can help your organization in various ways depending on what is needed:

  • Providing a steady management hand and listening ear to an organization of any size going through transitions
  • Ensuring critical project work and organizational administrative duties are completed as promised and expected
  • Digging into organizational systems and administrative tasks to prepare for a new leader
  • Reassuring staff, board members, stakeholders, and funders of continuing organizational productivity and capacity
  • Ensuring direct and transparent communication among organizational groups including staff, board, funders, partners, and other stakeholders
  • Helping the board address important systems and capacity issues
  • Creating time and space for a thoughtful planning and search process
  • Establishing an assessment process to review organizational vision, operations and plans in order to ensure job description for new permanent leader is in line with organizational needs
  • Developing a broad view of the organization from both the inside and the outside to inform decisions about leadership needs and organizational growth
  • Sharing information with organizational leadership about opportunities and challenges meriting attention in the planning process
  • Allowing consideration of fresh perspectives and new ideas on organization pathways and needs
  • Working with the search committee to ensure timely forward process
  • Developing internal process and materials to help smooth the transition to a new leader
  • Ensuring that the organization emerges from the period of transition, strengthened by the process of assessment, planning, decision-making and successful in its ongoing project work.

Evelyn deFrees has been an interim director for three different organizations. To learn more or explore how interim leadership could help and enhance your organization,  contact her at evelyndefrees@gmail.com.

Evelyn H. deFrees
E. deFrees Consulting
evelyndefrees@gmail.com | 207-462-0815

Meeting Facilitation

Meeting Facilitation

How It Helps Groups

What is facilitation?  It is a way of providing leadership without taking the substantive reins of a meeting or decision process.  A facilitator’s job is to enable others to assume responsibility and take the lead.  The facilitator role includes:
  • Helping a group define its overall goal and specific objectives
  • Helping members of the group asses their needs and create plans to meet them
  • Providing processes that help members use their time efficiently to make high-quality decisions
  • Guiding group discussion to keep it on track
  • Making accurate notes that reflect the ideas of members
  • Helping the group understand its own processes in order to work more efficiently
  • Making sure that assumptions are brought to the surface and tested
  • Using consensus as the primary method for making group decisions, taking all members’ opinions into account
  • Providing feedback to group members so that they can assess their progress and make adjustments
  • Managing conflict using a collaborative approach
  • Helping the group communicate effectively
  • Creating an environment in which members have a positive, growing experience while working to attain group goals
  • Fostering leadership in others by sharing the responsibility for leading the group
  • Teaching and empowering others to facilitate
The facilitator uses core practices to ensure an effective process by staying neutral on content, listening actively, asking questions, paraphrasing clearly, synthesizing ideas,  staying on track, giving and receiving feedback, testing assumptions, collecting ideas, and  summarizing clearly. Text adapted from Ingrid  Bens’ Facilitation At a Glance, 2nd edition (2008). A GOAL-QPC publication.

Evelyn H. deFrees
E. deFrees Consulting
evelyndefrees@gmail.com | 207-462-0815

Don’t Miss a Chance to Vote

Voting is Important

Don't Miss Your Chance This Year!

Many important decisions depend on the voters who turn out on Election Day or vote by absentee/early-voting ballot, and depend on who is elected to office at the state and national level. Many organizations are launching plans to hold educational forums, distribute issue information, and register community members to vote.  Candidates for all levels of office are going door-to-door on town roads and city streets and leaving brochures on doorknobs.  Signs for one candidate or another are beginning to pop up on lawns and rights-of-way.  Volunteers for various issues and candidates are making phone calls, sending email messages, using social media and sending out printed brochures. There is a great deal of information available on-line and in local media to tell us where candidates stand on important issues that affect all of us and our families. Now is the time to get involved. Those elected to public office this fall will make decisions on important issues that matter to all of us: economic sustainability, health care changes, children’s well-being, civil rights, elder issues, education reform, environmental protection, election process, campaign finance, and much more. We  can all remind family members and friends to vote on Election Day or to get early-voting/absentee ballots at the local town office or city hall and vote from home.  And we can reach out to help those who need rides to the polls or help with absentee ballots. If you want an absentee ballot or need to vote early:
  • call or visit your town office or city hall and fill out the information and vote right there; or
  • go to  http://www.maine.gov/cgi-bin/online/AbsenteeBallot/index.pl to get an absentee ballot to mail in to or drop off at your town office or city hall.
If you need to register to vote: You can register to vote at your town office or city hall, through any Motor Vehicle office, and at voter registration drives that may be going on in your neighborhood. You must have identification and proof of where you live. There is no cut-off date for registering to vote–you may do it in person at your town office or city hall. You can register in person in Maine until, and including, Election Day. If you want to register to vote by mail you must do so by a set deadline. Check with the Maine Secretary of State: http://www.maine.gov/sos/cec/elec/voter-info/votreg.html .
  • For general information about voting in Maine, visit: http://www.maine.gov/sos/cec/elec/voter_info/index.html
  • For information about candidates and referendum election questions on the ballot this June or November, visit: http://www.maine.gov/sos/cec/elec/upcoming/index.html
JUST VOTE! (Credit for specific voting information to Maine Association of Interdependent Neighborhoods newsletter.)

Evelyn H. deFrees
E. deFrees Consulting
evelyndefrees@gmail.com | 207-462-0815