How to purchase the tool The downloadable PDF is merely an overview of the tool we sell through this site. In order to ensure you select the right tool, we ask that you contact us first. Once we have determined you’re buying the right tool, we will send you the link to where you can pay for the tool online. […]
Myers-Briggs Tools
How to purchase the tool The downloadable PDF is merely an overview of the tool we sell through this site. In order to ensure you select the right tool, we ask that you contact us first. Once we have determined you’re buying the right tool, we will send you the link to where you can pay for the tool online. […]
Not available in French. How to purchase the tool The downloadable PDF is merely an overview of the tool we sell through this site. In order to ensure you select the right tool, we ask that you contact us first. Once we have determined you’re buying the right tool, we will send you the link to where you can pay […]
Not available in French. How to purchase the tool The downloadable PDF is merely an overview of the tool we sell through this site. In order to ensure you select the right tool, we ask that you contact us first. Once we have determined you’re buying the right tool, we will send you the link to where you can pay […]
Tips to help you determine your assessment needs, narrow down the possibilities, and create a list that will cover assessment costs, certification requirements and technical considerations. Download the whitepaper here.
Using four building blocks (vision, interpersonal style, communication and problem solving/decision making) of leadership as the foundation for leadership assessment, coaching and development… Download the whitepaper here.
Challenging the Status Quo: How to Cultivate a Creative Climate
Creativity is essential to a prosperous and adaptive organization. Through the flexibility and novelty that creativity allows, corporations can mitigate internal conflict, keep job variety alive and well, and in general, gain competitive advantage by meeting emergent and often fleeting market demands. Download the whitepaper here.
Understanding and Explaining Out of Preference Results on the MBTI® Step II™
Assessments, Coaching & Mentoring
Learn why some people may have three or more facets in a dichotomy that are in the mid-zone or are clearly in the opposite direction, and how to explain these results to your clients. Download the whitepaper here.
Using the MBTI® Assessment as a Strategic Business Resource
Breaking down communication barriers Written by Darcey-Lynn Marc If you have never considered the MBTI® tool as an addition to your strategic planning process, you are likely missing an opportunity to boost the depth and breadth of your discussions. One of the cornerstones of effective strategic planning is communication. The ability and willingness to gather information, share insights, challenge ideas […]
Pushback, Agreement & Motivation
Coaching & Mentoring, Leadership
Three Tips for Running a MBTI ® Team Building Workshop Written by Patrick L. Kerwin It seems simple enough, doesn’t it? Put together an MBTI ® team building workshop that is fun, engaging, and makes a difference in how the team operates. But oh, the things that can go wrong! From conducting many successful – and a few disastrous – […]
Type Tips by Jean M. Kummerow Here’s an example of some natural tensions between the quadrants of the type table and what might be done to validate the perspective of each: IN The “let’s think big/dream about it” people. however, “if the INs are always dreaming up other possibilities, making dreams a reality may not ever happen.” Other types may […]
Working with People with Different MBTI® Type Preferences
Written by Shawn Bakker In some work situations you might find that your type preferences place you in the minority. It can be challenging when the way that you gather or analyze information, communicate your ideas, or organize your work is different from your colleagues. The tips below should help ease the way a little. They involve knowing yourself and […]
Using the MBTI® STEP II to Help Teams Make Decisions
Written by Shawn Bakker A popular way to use the MBTI ® preferences to help people make decisions is to focus on the four functions – Sensing, Intuition, Thinking and Feeling. This ensures that the information gathered includes the current facts (S) and future possibilities (N) and that the decision takes into account the logical consequences (T) and the impact […]
MBTI® Type Lenses for Teamwork
When working with teams, it is not always possible to examine team issues from the perspective of individuals’ whole types. To help simplify and speed up team building activities, every individual’s four-letter type can be divided into various two-letter combinations that can be used as lenses to view his/her interactions with team members. Three of the basic lenses are: functions, […]
Helping Teams Solve Problems using the MBTI® assessment
Written by Shawn Bakker The MBTI ® assessment can help teams solve problems more effectively because it gives each team member a clearer understanding of two key things. First, looking at the Sensing and Intuition preferences will show team members how they take in and present information. Second, focusing on the Thinking and Feeling preferences will clarify how they make […]
Using the MBTI® Tool to Develop Engaging Training Sessions
Written by Shawn Bakker Individuals’ learning styles are shaped by what and how they prefer to learn. To keep your sessions interesting and useful to people they need to fit with attendees different learning styles. Personality type influences how an individual learns, and accommodating learning style differences will make the sessions you lead more effective. Below is a brief description […]
Using the Myers-Briggs® Assessment in Executive Coaching
Riding the Elevator Written by Zane Cameron Imagine you are riding an elevator. For you, the top floor is the logic and reasoning floor, a natural place to start when making decisions when you have a Thinking preference. The ground floor is the heart and values level (Feeling preference), the next level down for you when making a decision. For […]
Myers-Briggs Type and Leadership Communication
Written by Shawn Bakker Roger Pearman has done a lot of work examining the link between Type and Leadership. This month we will look at some of his findings on how Personality Type can influence leadership communication. There are four communication styles influenced by type preferences. These are Extraverted Thinking types, Extraverted Feeling types, Extraverted Sensing types, and Extraverted Intuitive […]
Using the MBTI® Instrument to Improve Communications about Change
Five Top Tips Your Organization Needs You! In an economic downturn, the relationships that lie at the heart of organisational life are under threat. Employees are handling increased instability in their industry and in their own jobs; resources are often stretched to the limit, and busy managers struggle to find the time to motivate and inspire. More than ever, it […]
Using The Myers-Briggs® Assessment To Deal With Organizational Change
Written by Shawn Bakker Nancy Barger and Linda Kirby have integrated type theory with William Bridges’ stages of transitions. They asked 2,000 workshop participants to respond to the following question, “What does each preference need during a time of change?” The responses provide some understanding of how people facing the same transition may have different needs. Extraversion Time to talk […]
Written by Shawn Bakker Part 1 Conflict at work occurs for a host of reasons that cannot be explained or approached by examining type differences. However, since type does relate to differences in communication style, information gathering, and decision making, type differences can lead to conflict between colleagues. This month we will identify the common type conflicts between Extraversion-Introversion, and […]
Personality Type & Conflict Management
Written by Shawn Bakker Through their thirty-plus years of working with the MBTI instrument, Damian Killen and Danica Murphy have developed a model for applying type to how people respond to conflict situations. Their theory is that the interplay of the last two letters of an individual’s type code has the most significant bearing on that person’s conflict behavior. Killen […]
Five Tips for using the MBTI® Instrument in Conflict
From conflict to confluence Written by Patrick L. Kerwin “Is there one dichotomy that creates more conflict than any other?” That is the million dollar question that is often asked in MBTI ® workshops – and wouldn’t it be great if it were that easy?! But alas, it’s not. Each dichotomy can contribute to conflict for entirely different reasons. Even […]
Contributions All Types Can Make to Change
Written by Donna Dunning Change is all around us and to thrive in times of constant workplace change can be a challenge. Here is an easy-to-use model to help you navigate changes. Not everyone experiences change in the same way. To simplify our understanding of individual differences, we can consider four change perspectives: preserving (SJ), performing (SP), predicting (NT) and […]
Using the MBTI® Tool to Better Communicate with Leaders
Putting Personality Type Preferences to Work Written by Shawn Bakker If you had to identify the ideal leader, who would you choose? In our survey on leadership in the Canadian workplace, “Feuding and Failure vs. Performance and Innovation,” we asked respondents who they thought would make the ideal leader for their organization. The four options were based on temperament, a […]
By Shawn Bakker Coaching often focuses on helping people recognize their natural preferences, while also learning to operate outside them when necessary. This month we are discussing tips that can be used to help people being coached to foster overall growth or to target needed adaptations to a work environment. We will look at how people can practice Thinking, Feeling, […]
With the help of the MBTI ® Tool Written by Linda K. Kirby & Nancy J. Barger The basic type guidance for influencing leaders is to “speak to” their primary motivation. Every type of leader cares about colleagues and employees; every type of leader is committed to achieving results; but type helps us identify priorities and the levers that are […]
