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BlogMyers-BriggsMyers-Briggs In-Depth

Myers-Briggs In-Depth: Judging vs Perceiving

by Ron Potter May 11, 2015

MeyersBriggsIn-DepthWork or Play

I have set up the following two signs in a team meeting:

  • I have to get my work done before I can play.
  • I can play anytime

I then ask the team to position themselves along the spectrum between those two signs.  Once positioned it almost always correlates between their Judging vs Perceiving preference on this scale.  The J’s have a much clearer definition (and more differentiating) of what’s work and what’s play.  The P’s have a less clear and differentiating definition of what’s work and what’s play and certainly don’t believe that play has to wait until the work is done.

Business World Imbalance

Although not to the degree that we saw in the Thinking vs Feeling imbalance, my data base includes about two thirds with a preference for the Judging side and about one third on the Perceiving side.  Often this is a trained function.  The Judging function includes words like:

  • Plan the work and work the plan
  • Get things decided, settled, and finished
  • Dislike surprises
  • Decide quickly and expect others to follow through

While our Perceiving preference includes words like:

  • Enjoys flexibility
  • Take time to search for options
  • Like adapting to last minutes changes
  • Expect others to adapt to changes in direction

Much of the business world prides itself with the Judging approach to the world and even those who may fall more naturally on the Perceiving side have been trained and disciplined in the Judging functions.

How do you like your Vacation Structured?

One of the best ways for me to get at the true personal preference on this scale is to ask people what their ideal vacation looks like.  The more natural Judging types (like myself) want the schedule and events settled and planned in advance.  I want my airline tickets in place, hotel reservations confirmed, specific days and times for sightseeing, playing golf, relaxing, having “spontaneous” fun.  Did you notice that?  Scheduled spontaneous fun!?!  Yup, that’s us J’s.

Our Perceiving friends and family members on the other hand would tell us, don’t bother me with any of that detail, let’s just get up see what happens.  Maybe we’ll do nothing, maybe we’ll decide to do something, we’ll figure out what sounds like fun in the moment.  In the personal world you can easily see the different types.  Not so easily in the business world.

Hidden Preference

However, one thing that doesn’t change in the business world is the deeply ingrained beliefs about the purpose of meetings.  Our Judging types like to do their “judging” or deciding in public, in their extraverted world of meetings.  In other words, why do Judging types come to meetings? To DECIDE!  However, our Perceiving types like to do their “perceiving” or learning and exploring in public.  Why do Perceiving types come to meetings?  To LEARN and EXPLORE!

Lesson Learned

So the lesson to be learned her is that if you don’t put the purpose of the meeting clearly at the top of the agenda, the Judging types will enter the meeting assuming the purpose is to decide something.  The Perceiving types will assume we’re here to explore and learn which will lead to a decision at some later date.

Always Identify Purpose

Now, if you actually explain the purpose of the meeting up front, the Judging types don’t mind coming to a meeting where a decision is not expected but every effort is going to be put into learning and exploring.  And the Perceiving types are thrilled to come to a meeting where a decision is expected.  Just don’t leave either group guessing as to the purpose of the meeting.  One side or the other will be incredibly frustrated with the outcome when they don’t have a stated purpose.

 

Myers-Briggs In-Depth is a blog series in which I dive into each MBTI function with more detail, providing some practical applications for creating better dynamics and better decision making. Click here to read the entire series.
Interested in an overview of each of the four Myers-Briggs functions? Click here to read the Using MBTI to Great Advantage series.

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Myers-Briggs In-Depth: Deciding: Thinking vs Feeling – Part II

by Ron Potter April 27, 2015

MeyersBriggsIn-DepthDeep Misconceptions

I mentioned in my last blog on this preference of Thinking and Feeling (our Deciding function) that most (business) people react negatively to this “Feeling” function and will associate with the Thinking side rather than the “touchy feely” side.  This causes an imbalance in Corporate Leadership teams of roughly 85% identify themselves with a Thinking Preference and about 15% with a Feeling Preference.

T and F Buddies

Years ago we had a pair of hunting and fishing buddies on the team, Ted (with a Thinking Preference) and Fred (with a Feeling Preference).  As we introduced this preference and Fred came out on the Feeling end of the spectrum Ted had an incredibly animated reaction.  “What do you mean Fred is on the Feeling side of this scale?  No way!  We’ve been hunting and fishing buddies for years.  We think the same about almost any topic.  We almost finish each other’s sentences.  No way is Fred on the Feeling side of this scale!”  Interestingly, Fred seemed to just remain quiet through the episode with a slight smile on his face.

How do you Buy a Car?

At one point, as Ted continued to grumble at the inaccuracy of the instrument, the question was asked, how do you go about purchasing a car?  Ted launched into a detailed explanation of how he does all of his internet research; knowing every detail about the car he wants, how consumers rate the car, what’s the residual value after a few years of ownership, what price people have been paying in his region and a whole host of other logical data sets for purchasing the car.  He only then approaches the dealer to make the best possible purchase.  When the same question was asked of Fred he said something like “I have a dealer that I have worked with for 15 years and trust him to call me when he thinks I should replace my car and tell me which car would be best for me, offers me a deal and I take it.”  The sound of Ted’s jaw hitting the floor made everyone jump.

Which Deciding Function is Better?

Even as you’re reading this I’m probably getting different answers.  In the personal case of Ted and Fred, the answer is both.  For Ted, his research and logical decision helps him make the “best” decision for him.  For Fred, he was totally comfortable that a valuable relationship had been developed and could be trusted resulting in the best decision for him.

Favorite Equation

In a team situation, as always, the best answer is Balance, Balance, Balance.  One of my favorite equations is:

Effective Decisions = Quality of Decision X Acceptance of Decision (E.D. = QXA)

We can have the highest quality and accurate decision made but if people don’t accept the decision, no positive outcomes are achieved.  We can have the most highly accepted decision that everyone is cheering over and if it’s not accurate or the best decision for the circumstances, it also becomes a failure.  Good or effective decisions require both quality and acceptance.  Thinking types focus on quality while Feeling types focus on acceptance.  We need both.  Balance, Balance, Balance!

Have you learned to balance your own preference type?  Do you have someone around you that helps you with this balancing act?  How about your teams?  Have you learned to balance, balance, balance?  Share some stories with us.

Myers-Briggs In-Depth is a blog series in which I dive into each MBTI function with more detail, providing some practical applications for creating better dynamics and better decision making. Click here to read the entire series.
Interested in an overview of each of the four Myers-Briggs functions? Click here to read the Using MBTI to Great Advantage series.

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Myers-Briggs In-Depth: Deciding: Thinking vs Feeling – Part I

by Ron Potter April 13, 2015

MeyersBriggsIn-DepthDeep Misconceptions

We learned in the Energizing Function that preconceived ideas of what constitutes an Extravert and an Introvert often lead to misunderstandings.  It gets even worse in this function because of the title “Feeling.”

Most (business) people react negatively to this “Feeling” function and will associate with the Thinking side rather than the “touchy feely” side.  While this is a complete misconception, it drives a very strong bias to the Thinking side.  In my data base of corporate leaders that I’ve gathered over the last 25 years, roughly 85% identify themselves with a Thinking Preference and about 15% with a Feeling Preference.  This is far outside the parameters of the other functions.

Why the bias?

The main reason is that the people leading corporations pride themselves with making purely logical decisions.  Or more accurately, leaders fool themselves into believing they make purely logical decisions.  We know through observation and are increasingly aware through brain science that we actually make more of our decisions on the feeling side and then justify them by logic.  I think that’s the point here.

It Felt Like the Right Thing to Do at the Time

Justified.  Besides being the title of one of my favorite TV programs over the last several years, we are often faced with this issue in the corporate world.  As we review results we are often asked how and why a certain decision was made.  If we can recall the “logical” steps that we went through to make the long ago decision, we have a chance of justifying the decision.  If our only response is “It felt like the right decision at the time” it becomes difficult to defend our choices.  More corporate leaders identify themselves with a Thinking Preference (85%) because of the assumed superiority of Thinking, logical based decisions.

How Do You Feel about that?

I’ve used one technique through the years that dispels this imbalance very quickly.  While grappling with a topic during a team discussion I’ll ask “What do you think about this solution?”  This question will generate many logical based answers.  A little while later I’ll ask “How do you feel about this solution?”  For the truly Thinking preferenced people, it seldom generates any new response beyond their initial logic based response.  But for those members who actually reside closer to the middle or even on the Feeling side of this preference, it generates a much more robust, deeply felt answer.  And what’s amazing to me is that these responses almost always initiate a deeper discussion that many times leads to a different answer than was first proposed.  Also, the Thinking crowd actually begins to engage in their Feeling side which begins to create balance.  Remember, Balance, Balance, Balance is the key to great decision making with Myers-Briggs.

Myers-Briggs In-Depth is a blog series in which I dive into each MBTI function with more detail, providing some practical applications for creating better dynamics and better decision making. Click here to read the entire series.
Interested in an overview of each of the four Myers-Briggs functions? Click here to read the Using MBTI to Great Advantage series.

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Myers-Briggs In-Depth: Attending and Perceiving: Sensing vs iNtuition – Part II

by Ron Potter March 30, 2015

Hidden Danger in the Perceiving Function

I mentioned in the previous post on Myers-Briggs that most successful business people have figured out that they need to balance this function.  This balancing act most often takes the form of a trusted partner, colleague or consultant.

Great appreciation on a peer basis

I find that my Sensing leaders love to get together with their more natural iNtuitive colleagues.  The say things to me like:

“I just love the way Margaret breaks me out of my “down in the weeds” focus.  She gets me thinking about big-picture, long-term implications of my decisions and how we need to think about making these decisions.”

Similarly, my more natural iNutiive clients will often praise their more Sensing colleagues.

“Steve really gets me out of the clouds and grounds me in what’s going on right now and pointing out the issues that if we don’t fix soon will prevent us from achieving our long-term vision.”

Danger in employee evaluations

However, that appreciation seems to be limited to the peer-to-peer relationships.  Often that same appreciation is not offered to subordinates.

I will always ask the iNtuitive types on a team which preference (sensing or iNtuition) they would prefer to have working for them.  Their answer is always an overwhelming “Sensing!”  Why? Because they know that while they would prefer to stay at the 40,000 foot level, watching what is going on around them and looking to the future, they need people working for them that are clearly paying attention to the day-to-day ups and downs of the business.

But what’s interesting is that when I ask the Sensing types which preference would they prefer to have working for them, their answer is also an overwhelming “Sensing!”  Why? Because if they’re preference is to pay attention to the details and you’re working for them, you had be at least as good if not better at paying attention to the detail.

Here’s the problem

Even though the iNtuitive types appreciate the skills and attention to detail that the Sensing types provide, they may also be thinking “That person is great but I’m not sure they could take over my job because they don’t think broad enough.”

And while a Sensing type may have a creative, innovative iNtuitive type working for them, iNtuitives are often known for making “error of fact”.  That “failure” really bothers the Sensing type and therefore are more likely to give poor performance reports.

We tend to fall back on our natural preference more when we’re evaluating people who work for us than the honor and appreciation of other types when we’re dealing them on a peer basis.

Honor and appreciate all types in all cases and people will begin viewing you as a very honorable and appreciative leader.


Myers-Briggs In-Depth is a blog series in which I dive into each MBTI function with more detail, providing some practical applications for creating better dynamics and better decision making. Click here to read the entire series.
Interested in an overview of each of the four Myers-Briggs functions? Click here to read the Using MBTI to Great Advantage series.

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Myers-Briggs In-Depth: Attending and Perceiving: Sensing vs iNtuition – Part I

by Ron Potter March 16, 2015

How are Things Going Here?

Several years ago when I was working with an automotive supplier I experienced one of the clearest examples of this function in action when I was sent to work with the Plant Managers of two different manufacturing plants.

 

What do you Pay Attention to?

This function was for years identified as your Attending function. “What do you pay attention to?” In recent years Myers-Briggs have gone back to Carl Jung’s (who’s work the MBTI is based on) original title of Perceiving. “How do you perceive the world around you?”

A Simple Question

When I first met each plant manager I asked each of them a simple question “How are things going here at this plant?”

These two plants were almost identical in several ways:

  • They served the same customer base
  • They generally produced the same products
  • They had about the same number of employees
  • They were just in different geographic locations

The first plant manager gave me a very precise answer:

“Things are going great. By 10:30 this morning we had 1,370 units out the door. Currently we are about 5% ahead of schedule for the day which means we’ll have the time in the morning to sit down and discuss the waste problem that we’re experiencing that’s just killing us financially.”

After spending a couple of days at the first plant I arrived at the second plant and upon meeting the Plant Manager for the first time asked exactly the same question: “How are things going here at this plant?” And I once again received a very clear answer:

“Things are going great. I think the truck industry is headed in this new direction. I’ve ordered some equipment from Germany. We should be able to get it fabricated, shipped and installed in about nine months. With some reasonable time for training I believe we’ll be ready to go and will be totally aligned with this new direction.”

What did you notice about these two responses from successful plant managers at two almost identical successful plants?

After noting that they both started their response that “Things are going great”, notice the differences.

Plant Manager One:

  • 10:30
  • 1,372
  • 5%
  • Today – tomorrow

Plant Manager Two

  • New direction
  • 9 to 12 months
  • Aligned with industry direction

What do you think happened when I asked PM 2 how many units were produced today? He said “Fred, how many units did we get out today?”

Now, here’s the real question for you: Which approach is better?

Both! I believe that if you’ve chosen to be in the business world in particular, you must balance this function or you’ll lose the business!

In this real case example, a year from now PM1 would be producing the highest quality, lowest cost product that nobody wanted to buy. And in a year from now, PM2 would likely be in dire straits because the same scrap and waste impact that was at the top of PM1’s radar was not very high on PM2’s radar.

Make it Deliberate

My experience has been that most successful business people have figured this one out even if they didn’t know about the natural preferences. What enhances this function is not leaving it to rely on natural preferences (you may not have a naturally balanced team) but to turn it into a very formal process. During your team meetings, be deliberate by asking the Sensing questions (what are the facts, what actually has happened, where are we today?) but then be very deliberate about asking the iNtuitive questions (what’s the implication in the data, where are we headed, what changes on the horizon may impact us?)

Caution

While this one seems to naturally balance, there is a hidden danger that I’ve seen time after time. Check out the next blog on the MBTI Perceiving function.


 

Myers-Briggs In-Depth is a blog series in which I dive into each MBTI function with more detail, providing some practical applications for creating better dynamics and better decision making. Click here to read the entire series.
Interested in an overview of each of the four Myers-Briggs functions? Click here to read the Using MBTI to Great Advantage series.

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Myers-Briggs In-Depth: Energizing: Extraversion vs Introversion – Part II

by Ron Potter March 2, 2015

MeyersBriggsIn-DepthIn part I of our discussion of Extraversion and Introversion I discussed the misunderstandings that can occur between the two. Today, I’ll unpack that further.

Meeting Phases – Balancing Extraversion and Introversion

All meetings in one form or another are made up of three stages:

  • Brainstorming Divergent Phase – Gathering of information, ideas, beliefs and assumptions. Wide open throw out any idea or concept, get it on the chart and we’ll see what sticks.
  • Prioritizing Convergent Phase – Here we begin to look for patterns, narrow down the focus, combine items, and see if there are some themes that will focus our further work.
  • Deciding Phase – Bring it to a conclusion. There’s a lot to understand about decision types and processes. When we get to this phase we’ll talk about balancing each of the four functions, not just the Energizing function.

Meetings may be constructed of all three phases in sequence or any given meeting may be dedicated to any one or two phases with the entire process playing out over several meetings. The point is to be very clear about which phase you’re in and balancing functions in each phase.

Photo Credit: Porsche Brosseau, Creative Commons

Brainstorming

The next time you start a brainstorming session (information gather divergent phase), notice the dynamics at work. If you start with a true blank slate (you’ve pulled up the flip chart and are standing there with pen in hand) you’ll notice that the first people to contribute ideas tend to be the Introverted crowd. Isn’t that interesting? If you’ve done your duty and put out an agenda with the topic to be discussed, the Introverts come to the meeting with some pre-thought ideas.

Agenda Timing

Ask an Introverted thinker when they like to receive an agenda.

  • The first answer is “well in advance.”
  • The second answer is “at least a day.”

Ask an Extraverted thinking when they look at an agenda.

  • The answer given most often is “On the way into the meeting.”

Extraverts just want to know what we’re going to talk about. Introverted thinkers want to think about what they’ll say.

Ebbs and Flows

As the brainstorming session gets underway the first few contributions to the list come from the Introverted thinkers but pretty soon enough ideas are getting recorded that trigger the Extraverted thinkers and now they begin to throw ideas out with such a pace that the Introverts have now gone quiet.

But two things must happen to keep things balanced:

  1. The Extraverts will eventually run out of ideas and now is the time to ask (and wait for) more ideas. It’s usually the Introverts that now have a chance to contribute further to the list.
  2. The Extraverts will begin to see patterns in the list and will want to and actually begin to move on to the prioritizing stage of the process.

You must stop this from happening and keep the focus on the generation of ideas for the brainstorming list.

Key to the Balancing Process

Now, here’s the key to the whole process, once all ideas have been gathered, ask the team to stop talking, pick up a pen and write down the three best ideas that they believe just came out of the brainstorming phase of the process.

If you could hear inside their heads you would hear the Introverted thinkers saying something like: “Finally, I’ve got a minute to think through this because I believe there were some brilliant ideas tossed out there. Let’s see, number one is obvious, number two is also very clear, there is actually a three and a four that can’t be missed but I think we can make that one a 2a.”

The Introverts just got more engaged in the process.

Meanwhile, notice the Extraverted thinkers writing down their three best ideas “quietly”. The conversation in their head would probably sound something like this:

“Let’s see, three best ideas? Well, the number one is quite obvious. Number two? Number two? Number two….. Where’s the coffee?” Pretty soon, the Extraverts are over at the coffee pot together.

Why? So they can talk. “Hey, what was your number two? Oh, yea, what a great idea. In fact if we combine that with item D, I think it could be an even better number two.”

The extraverts need to talk to keep their energy up to be able to answer the question, “What were the three best ideas to come out of the brainstorming?”

Ease into the Prioritizing Phase

Now, as you ease back into the meeting

  • get the Introverts head out of their lists and
  • get the Extraverts back from the coffee pot

you begin to ease back into an extraverted environment.

Go around the room and ask each person what their number one idea was. People are starting to talk again but it’s very structured and very controlled which allows the Introverts to further reflect and think about their list.

And the Extraverts are starting to hear other people’s ideas and you may even see them taking notes for when it gets to be their turn. And now, you’re off to the races. The Extraverts have gotten active again and the conversation is nonstop. Good. Both functions have had an opportunity to energize and get their thoughts on the board.

Now, just be careful to create the same “balancing act” between this prioritization portion of the meeting and the deciding portion of the meeting. The Extraverts will begin to talk about making a decision before the Introverts have had an opportunity to sort out the discussion on prioritization. Make sure there is another moment when you stop the conversation, let people gather their thoughts and get them recorded and contemplated before you move on to the decision making Phase.

Share with us some of your experiences from both side of this equation. What do you wish the other preference type would understand about how you get energized?

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"I'm in here. You're out there. Let's keep it that way a while longer"
BlogMyers-BriggsMyers-Briggs In-Depth

Myers-Briggs In-Depth: Energizing: Introversion vs Extraversion – Part I

by Ron Potter February 16, 2015

MeyersBriggsIn-Depth

This function is responsible for more misunderstandings and confusion than any of the others. At least that’s my observation.  This is why I always spend more time on understanding this function when I’m working with teams.

There are some very natural dynamics in place here that often sabotage our ability to balance this function in team meetings. Team meetings are, by definition, extraverted affairs.

“Why did we call you all together for this team meeting? To talk!”

So right off the bat, team meetings are designed for and often run by extraverts. Even if the team meeting leader or facilitator happens to have a preference for introversion, the extraverted crowd often takes over the dynamics of the meeting without even realizing it or intending to do so.

Let me start with the introverts (which we seldom do in team meetings). I often ask one question of my introverts in team meetings “How often have you left a meeting and as soon as you walk out that door right there (pointing to an exit door) do you think to yourself,

  • I wish I had thought of that.
  • Oh, now I know what Sue was getting at.
  • I wish I could have gotten a word in edgewise because I’ve really given some thought to this issue.

In one form or another every introverted thinker says “All the time.” “Every meeting.” “Often.”

Missing Half the Brain Power

Isn’t that interesting that we called a meeting, brought all of the high powered and high priced brains into the room together to solve a problem or come up with an innovative approach and yet because of the dynamics of the meeting process we let half that brain power walk out of the room without ever hearing their ideas or taking advantage of their well thought ideas. What a loss!

Introverted Energy

Why does this happen? Remember that this is our Energizing function. Our extraverts gain energy from the conversation while our introverted partners get energized by reflective thought and a moment of quiet. Because our team meetings are naturally extroverted environments, our extraverts come in with the goal to get the conversation started and keep it going (adding energy all the way) from:

  • the brainstorming (information gathering divergent stage) right though
  • the prioritizing (consolidation of ideas into a few good options convergent stage) right up to and through
  • the decision making phase.

Meanwhile, unless our Introverted thinkers have a moment to reflect and gather their thoughts and re-energize between these three phases, they:

  • lose energy
  • drift away
  • give up on getting their thoughts injected and will even dig in their heels and try to halt or delay the decision making phase if they
  • haven’t had sufficient time to get on top of their thoughts through all of the conversation.

Bringing Balance

So how do we get on top of this function and bring the balance required to get the best out of both types of functions? The easiest and most profound approach is to define and separate the phases of a meeting. All meetings in one form or another have three phases:

  1. Brainstorming, idea gathering, learning and understanding divergent phase
  2. Prioritizing – consolidation of ideas, narrowing down potential options convergent phase
  3. Deciding

Image Source: Quinn Dombrowski, Creative Commons

Let’s Keep Talking

As we stated earlier the extraverted types would prefer that we keep talking right though all three phases non-stop because that feeds their energizing needs. However, by simply separating the phases of the meeting with a brief pause for reflection and thought between each stage we allow our introverted partners to get re-energized through the process.

In coming blogs we’ll discuss many of the techniques that will help balance the functions between extraverted and introverted as well as the other functions on the Myers-Briggs chart.

Extroverted or Introverted?

Do you know if you’re extraverted or introverted? It’s not just about talking or enjoying yourself at parties. It’s about your energy. What gets your juices flowing? How do you grapple with difficult issues or problems or decisions that must be made? Do you need to engage in conversation or after the conversations do you need to withdraw and reflect, think, contemplate what was discussed?

Share with us some of your experiences from both side of this equation. What do you wish the other preference type would understand about how you get energized?


Myers-Briggs In-Depth is a blog series in which I dive into each MBTI function with more detail, providing some practical applications for creating better dynamics and better decision making. Click here to read the entire series.
Interested in an overview of each of the four Myers-Briggs functions? Click here to read the Using MBTI to Great Advantage series.

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Using MBTI to Great Advantage – Work Life

by Ron Potter February 2, 2015

Using MBTI to Great Advantage is a blog series in which I’ll do an overview of each of the four Myers-Briggs (MBTI) functions and then in subsequent blogs will dig into each one in more depth with some practical applications for creating better dynamics and better decisions making. Click here to read the Series Introduction.


 

Work Life Overview: Judging vs PerceivingMBTI series header

Myers-Briggs (MBTI) calls this your “living” function but I never quite knew how to relate to that word so I’ve modified this slightly to “Work Life”. How do you like your work life structured around you? Our Judging types like their life organized and structured. Plan their work and work their plan. Our Perceiving types like things a little more open ended. Be ready for changes and surprises. React to the moment. Figure it out as you go.

Our business schools and businesses have taught us the need for organization and structure so I tend to see an overabundance of Judging types in the business world, until I ask people how they like their vacations structured. The most organized business person in the world might say to me “Totally unstructured! All I want to do is get away from the rat race for a while and be completely in the moment and do whatever I decide to do at the time. Or maybe simply decide to do nothing!” I find that many people are well trained and disciplined at work but as soon as they can get away from it will revert to their more natural Perceiving type on their own time. We’ll talk about the need for Balance, Balance, Balance in future blogs as well as some deeper and often hidden implications of this function playing out in the work place.

Four Functions and Three Rules. So there you have a quick overview of the four functions of Energizing, Perceiving, Deciding and Work Life and I hope you’ve already gotten the message that the best way to manage these functions is through Balance, Balance, Balance. Teams that accomplish this balance in a trusting, respectful manner are always the best teams. They make better decisions more quickly that are more universally accepted than teams that never figure out how to use their diversity. This is one of the best technique and mental model that you can ever implement for overall better teamwork!

Sixteen Types. It’s also important to understand that it’s not just the individual function dichotomies that make a difference, it’s the combination as well. An Introverted preference may function very differently when it’s part of an ISTJ preference set than when it’s part of an INFP preference set. All of this to say, don’t become the arm chair psychologists and assume you can figure out someone’s type and therefor figure them out. You can’t. Your best bet at success is to master the process that brings out the best of all of the fourteen type preferences.

The Four Functions:
1. Energizing
2. Perceiving
3. Deciding
4. Work Life

The Three Rules:
1. Balance
2. Balance
3. Balance

Over the next several blogs we’ll take a more in-depth look at each of the functions and learn some great techniques to create balance, balance, balance.

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Using MBTI to Great Advantage – Deciding

by Ron Potter January 18, 2015

Using MBTI to Great Advantage is a blog series in which I’ll do an overview of each of the four Myers-Briggs (MBTI) functions and then in subsequent blogs will dig into each one in more depth with some practical applications for creating better dynamics and better decisions making. Click here to read the Series Introduction.


Deciding Overview: Thinking vs. Feeling

MBTI series header

Now that you’ve “perceived” (the first decision making function) the world around you (see previous MBTI blog), how do you then finally decide (the 2nd decision making function)?

As we work our way through the Myers-Briggs Type Indicator (MBTI), we once again encounter two words that carry a lot of pre-conceived baggage. Most business leaders assume (incorrectly) that business decisions should be made on a purely logical, fact based, “thinking” basis. There isn’t any room for touchy-feely in business decision making.

Well, the Feeling side of this function isn’t necessarily touchy-feely and in fact some of the most hard-nosed leaders I’ve met actually fall on the Feeling side of this equation. It’s not about emotion it’s about values and the “right” thing to do. Our Thinking types can lay out an argument that is purely logical, based on facts, and structured top to bottom building a clear argument for their case. Our Feeling types may look at all those facts and logic and actually agree with the conclusion but at the same time say “Who cares? Is this the right thing to do for our employees, customers, shareholders?”

Emotional Thought. This balancing act is often referred to as “Emotional Thought.” In his book Learn or Die: Using Science to Build a Leading-Edge Learning Organization, Edward Hess says”

 “Neurobiological research has shown that certain aspects of cognition, such as learning, attention, memory, decision making, and social functioning, are ‘both profoundly affected by emotion and in fact subsumed within the processes of emotion.’” (Bolds are mine)

This one is tough. Balancing this one becomes particularly tricky but has profound impact if we achieve the right balance. Also, all of the latest brain research that has been exploding over the last ten to fifteen years points to the fact that we as human beings actually make our decisions based on the Feelings side of this equation and then justify our decision based on logic (Thinking). We’ll have a lot more to learn about this one in coming blogs.

But, once again, the three rules for being more effective at decision making are:
1. Balance
2. Balance
3. Balance

This one may be the more difficult one to personally balance. What have some of your experiences been either successful or unsuccessful?

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Using MBTI to Great Advantage – Perceiving

by Ron Potter January 5, 2015

Using MBTI to Great Advantage is a blog series in which I’ll do an overview of each of the four Myers-Briggs (MBTI) functions and then in subsequent blogs will dig into each one in more depth with some practical applications for creating better dynamics and better decisions making. Click here to read the Series Introduction.


 

Perceiving (Attending) Overview: Sensing vs iNtuitionMBTI series header

We looked at an overview of our Energizing function in the last Myers-Briggs (MBTI) blog. Now let’s look at the Perceiving function.

For many years the MBTI referred to this function as your attending function, “What do you pay attention to? or What is your preferred source of information?” However, more recently they have gone back to Carl Jung’s (MBTI is based on Jung’s original analytical psychology work studying healthy personality types) original description of perceiving, “Through what lens do you perceive the world around you?”

Also note that was not a typo when I identified the second function as iNtuition. Myers and Briggs had already used the “I” indicator for the introverts so chose to use the “N” indicator for intuition. On this function your natural preference will be either an S or and N.

If you happen to be a more natural “sensing” type, you will tend to “pay attention to” facts, figures, what’s in the present, the immediate problem and what’s “real”. This is how you “perceive” the world around you.

If you happen to be a more natural “iNtuitive” type, you will pay attention to the possibilities, how might this play out in the future, what are the implications of the issue we’re dealing with? And maybe more importantly, does this fit into the world as “I believe it should be?”

 

Decision Making Function. This function is the first “decision making” function. It identifies where and how we gather our information, what information we gather and pay attention to and what information we tend to put more stock in when it comes to making our decisions (which will be the next function we discuss). We all have what is known as confirmation bias (the book Learn or Die: Using Science to Build a Leading-Edge Learning Organization by Edward Hess is a good source of understanding) where we tend to look at and accept only data that agrees with our beliefs of how things work (or should work). Understanding your Perceiving function and balancing it with a great team (this one is difficult to balance within us personally so it takes a trusted team to provide the balance) is incredibility valuable to you personally, the team and the company.

Hidden cause of confusion. Like Extraverted and Introverted preferences (previous blog overview) this function is a hidden cause for much team confusion and misunderstanding. Because we use our preferred function to ask and answer questions, if we’re not clear as a team one person may be asking a Sensing question “What is the impact of only hitting 87% of our goal this month?” while someone provides an iNtuitive response “There is no impact at all because the entire market is going to shift over the next three years.” This is like two ships passing in the night. Teams must be disciplined about aligning Sensing and iNtuitive questions with Sensing and iNtuitive answers.

Therefore, the same three rules apply to working more effectively: Balance, Balance, Balance. What I’ve discovered in business is that good leaders have often figured out their need for balance on this one to run a business effectively because if you let this one get out of balance for too long, you will lose the business. It’s great to create balance in the other three functions. It’s critical that you balance this one if you’re running a business.

So remember the three rules:

  1. Balance
  2. Balance
  3. Balance

You can’t be sure of what you’re learning or need to learn unless you balance this function.

Share with us some of your balancing act stories.

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Using MBTI to Great Advantage – Energizing

by Ron Potter December 22, 2014

Using MBTI to Great Advantage is a blog series in which I’ll do an overview of each of the four Myers-Briggs (MBTI) functions and then in subsequent blogs will dig into each one in more depth with some practical applications for creating better dynamics and better decisions making. Click here to read the Series Introduction.


Energizing Overview: Extroversion vs IntroversionMBTI series header

Unfortunately the two words associated with this function carry a lot of preconceived baggage. We think of the outgoing, gregarious, easy to talk with extroverted type or the shy, quite, retiring introverted type. And while we may see some of those characteristics in this function, that’s not what is getting measured here.

This is your “energizing” function. When you need to get creative, solve a problem, grapple with an issue, deal with alternatives, how do you get energized around the solution?

  • Extraverts need to talk. While talking our energy seems to grow, ideas start falling into place, internal decisions get made and finally, right during the conversation our fingers snap and our brain says “That’s it. I’ve got it.” The extroverted conversation energized us.
  • Introverts on the other hand need to reflect. They may do just as much talking with colleagues and others to gather as much input as possible and will likely do a lot more reading and studying but at some point, they just need to let all of that information come together in their head as their introverted thoughts process all that they’ve learned and put it into a structure that makes sense to them. At that moment they express an inward (and sometime outward) smile and their brain says “That’s it. I’ve got it.”

Greatest confusion and misunderstanding.
Because of how these two functions work so differently, it has been my observation that this function is at the root of most miscommunication and misunderstanding between team members and one of the biggest causes of wasted effort in team meetings. I’ll be giving you a lot of examples and solutions for making this function work well for you and the team in future blogs.

Don’t assume you know.
One last thought on the Energizing function. Because we think we know what (or who) an extravert and introvert is, we arm-chair psychologists make the most mistakes with this function. I have worked with talkative introverts and quiet extraverts. Do Not make assumptions on this function. You’ll often be wrong and create more misunderstanding and confusion. I’ll repeat the following statement many times because it’s so important: Don’t try to figure out if a person has an extroverted or introverted preference, just learn to balance your process so that both types flourish and contribute to the dialogue and decision making.

Remember, the three rules for using this function effectively:
1. Balance
2. Balance
3. Balance

Learn to process team dynamics in a balanced way and learn to balance your own preferences. You’ll be seen as a better leader and your teams will be identified as high-performance teams.

Share with us some of your experiences with this function both from a personal understanding or a team dynamic impact.

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Using MBTI to Great Advantage – Four Functions, Three Rules

by Ron Potter December 8, 2014

The Myers-Briggs Type Indicator (MBTI) structure is made up of four pairs of functions. Together they combine for a possible 16 different preference types. Notice that I use the word “preference.” These functions have nothing to do with skill or ability, they are simply different preferences for dealing with the world around us.

Experience Preference. Let’s experience a preference in real time. Take a writing instrument and a piece of paper and sign your name to it. I know, I know, I never actually do this either when a book or blog site asks me to do it but I guarantee you will understand it better if you experience it instead of just imagining it. So pick up that pen and sign your name. Thanks.

Photo Credit: Lucas, Creative Commons

Photo Credit: Lucas, Creative Commons

Now, put you pen in the opposite hand and sign your name again. When I do this in a team of people the room immediately fills with nervous laughter and chuckles. It can be embarrassing.
When I ask people to describe the experience of that first signature I’ll hear words like:

  • Easy
  • Comfortable
  • Natural
  • Without thinking

When I then ask them to describe the second experience (often after waiting quite a while for them to complete the task) they will use words like:

  • Difficult
  • Awkward
  • It took longer
  • I had to think through almost every letter

This is an example of your personal preference at work. Whether right handed or left, when you’re working from your preference it’s easy, comfortable, and natural and you do it without thinking. Let me suggest right here that if you’re trying to make a decision, maybe you shouldn’t do it “without thinking!” When we force ourselves (individually and collectively) to use our non-preference methods, we’re actually forcing ourselves to think more.

MBTI series headerThe best teams and leaders. Over my consulting career I have observed many teams and leaders improve their effectiveness by learning to balance their MBTI preferences. The most effective teams are the ones that, either naturally or through process balance their preference diversities and use that balance for better decision making and corporate impact. Also, the best leaders I have ever worked with seem to have no strong preferences when it comes to working with their people in spite of the fact that they and I know that they possess very strong personal preferences. Great teams and leaders have learned to balance their natural preferences.

Over the next several blogs we’ll first do an overview of each of the functions and then in subsequent blogs I’ll dig into each one in more depth with some practical applications for creating better dynamics and better decisions making.

So the Four Functions are:
1. Energizing
2. Perceiving
3. Deciding
4. Work Life

And the Three Rules are:
1. Balance
2. Balance
3. Balance

With the proper use of these four functions and three rules you’ll build better teams and become a better leader.

Many of you have shared this learning with me in numerous MBTI sessions. Share with us some of your “ah ha” moments or deeper understanding that have helped you become better leaders and team members.

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