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Balance

BlogMyers-BriggsUsing MBTI to Great Advantage

Using MBTI to Great Advantage – Deciding

by Ron Potter

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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BlogMyers-BriggsUsing MBTI to Great Advantage

Using MBTI to Great Advantage – Perceiving

by Ron Potter

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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BlogMyers-BriggsUsing MBTI to Great Advantage

Using MBTI to Great Advantage – Energizing

by Ron Potter

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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BlogMyers-BriggsUsing MBTI to Great Advantage

Using MBTI to Great Advantage – Four Functions, Three Rules

by Ron Potter

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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BlogLeadership

Time Management

by Ron Potter
Image Source: Nick, Creative Commons

Image Source: Nick, Creative Commons

I was scheduled to teleconference with one of my clients last week. We had one hour for our conference call but were not able to connect until 15 minutes before our time was up. What do you think the topic was that he wanted to talk about when we finally did connect? Time management!

This client is actually at the top of his game and in many respects at the peak of his career. He’s doing wonderful things at the top of a company that is improving quarterly and is a highly respected leader and team member. But he was feeling overwhelmed and over run. What could he do to improve and get back on top of things?

When we did talk a week later, these are a few of the topics that were discussed:
• Meetings
• Quadrant II – Urgent vs Important (discussed in an earlier blog)
• Planning and early execution
• Empowerment/Delegation
• Systems and Support

Let’s discuss meetings.

How much of your time for the week or month is pre-booked in meetings before you even start? Even if you’re working 50 or 60 hour weeks, if 90% of your time is booked in meetings before you even start your week, than you really only have 5 or 6 hours for the week to get your non-meeting work done.

I hesitate to call non-meeting work your “real work” because much of your real work is conducted in well run meetings. But, if you have more than 60% of your available time pre-booked in meetings before you even start the week, you should probably question if you need to be in the meeting or not.

Efficiency and Effectiveness of meetings

Even if the meetings are important, how much effort is put into analyzing the efficiency and effectiveness of the time spent in the meeting? This topic can have multiple sub-headings but a couple right off the top should be:
• Who’s running/facilitating the meeting?
• What’s the purpose of the meeting? Information? Prioritization? Decision making?
• If a decision is to be made, what type of decision? Consensus? Consultative? Unilateral?
• If it should be a unilateral decision, why are we having this meeting?
• If it’s to be consensus, who are the right players and are we willing to take the necessary time?
• If it’s to be consultative, who owns the decision?

You might enjoy a book titled: Death by Meeting: A Leadership Fable…About Solving the Most Painful Problem in Business

The links in the post above are “affiliate links.” This means if you click on the link and purchase the item, I will receive an affiliate commission. Regardless, I only recommend products or services I use personally and believe will add value to my readers. I am disclosing this in accordance with the FTC’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”

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BlogLeadership

Getting Back on Track

by Ron Potter
Image Source: Ricardo Bernardo, Creative Commons

Image Source: Ricardo Bernardo, Creative Commons

I know, I know, I haven’t posted a blog in forever. While that issue has been nagging at me for weeks it took the gentle reminder of a close friend that I had neglected this duty (thanks Armin).

Several things strike me about this situation:
1) I actually needed the reminder from a friend to respond to the nagging
2) For me, blogging is a difficult task that requires discipline to accomplish
3) I’m reminded almost every day from clients that time management is an issue
4) Even if doing something is enjoyable, you may not be good at it

Many years ago I was attending a professional golf tournament. At the time Tom Watson was at the peak of his career (which is interesting to say when he recently came within a stroke of winning the British Open (THE Open) even though he’s in his sixties). But, at that moment in time there was probably no one in the world who knew more about the game of golf and in particular his ability to play the game. However, as I watched Tom play that day, he began to have problems with his drive on the last several holes. He developed a draw which turned into a nasty hook. After his round I watched as he gathered his coach and headed for the practice range. Although I was out of hearing range, you could tell by the body language what was going on between Tom and his coach. Tom was animated and angry while his coach was trying to both listen and calm Tom down at the same time. Finally the coach asked Tom to hit a few balls while he watched. Tom’s first attempt delivered a severe hook that nearly missed the driving range on the left. Tom immediately reacted with animation and anger. Once again the coach tried to calm him down and asked him to make minor change in his stance. Tom acquiesced and addressed another ball. This time while the ball still faded to the left, it did not follow the path of the severe hook. Tom nodded and hit a few more balls which all followed the same path. The coach then suggested another slight change to Tom’s grip. The next shot was magnificent. The ball boomed off the club face, started out low and true and slowly climbed into the sky almost reaching the limits of sight. Tom simply turned and smiled at his coach. For the next half hour Tom launched ball after ball true and straight down the driving range.
Even the best in the world sometimes need that outside observer to slightly adjust their already plentiful skills to keep them tuned up and on the right path.

Do you have that trusted confident that will give you the feedback to keep your shots flying true and straight? We all need them.

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