Tag Archives: MBTI

Exploring personality tools to enhance the diversity within our teams


By Elisabeth Goodman, 17th May 2017

My RiverRhee Associate, Liz Mercer and I have been doing a fair amount of reading and reflection to support our new course on Transition to Leadership.

The March-April 2017 issue of Harvard Business Review (HBR) gave us plenty to think about, as it explored some of the personality tools available to us to understand the diversity of the people within our teams.

HBR Mar-Apr 2017

Exploring biological systems to help us understand personality traits

“If you understand how the brain works, you can reach anyone” (pp.60-62) is the record of a conversation between Alison Beard, one of HBR’s senior editors, and Helen Fisher, a biological anthropologist.  The latter has developed a personality questionnaire (on match.com and chemistry.com) based on her understanding of brain chemistry and others’ neurological research.  She also used brain functional MRI to validate the questionnaire.

Helen Fisher reminds us that personality is based on culture (nurture or upbringing) and temperament (nature or the influences of our genes, hormones and neurotransmitters).

She suggests that four biological systems are linked to personality traits:

  1. Dopamine and norepinephrine – which correlate with curiosity, creativity and risk-taking amongst other behaviours
  2. Serotonin – which correlates with greater adherence to social norms, and to tradition
  3. Testosterone – which correlates with tough-mindedness, directness and assertiveness
  4. Oestrogen and oxytocin – which correlate with intuition, imagination, empathy and trust (see previous blog on oxytocin and trust)

Helen Fisher suggests that some of the biological systems have analogies with and support some of the MBTI preferences.  So for instance the Thinking / Feeling preferences might equate to numbers 3 and 4 above.  And Judging / Perceiving might equate to 2 and 1.

She challenges some of the MBTI tenets in ways that MBTI practitioners would not agree with – for instance she suggests that Introverts cannot be “chatty”.  Whereas the MBTI definition actually includes the notion that Introverts can become quite talkative on topics that are important to them.  (See more about MBTI in one of my earlier blogs.)

Otherwise, Helen Fisher’s conclusions echo those for other personality tools:

  • You can benefit from collaborating with others whose strengths are complementary to your own
  • You can interact more effectively by adapting your style to match others’
  • If you have to act, on a long term basis, in a way that is different to your authentic style, it will be a strain
  • You can use your understanding of others’ strengths to build diversity into your team

The range of personality tools available to us

In “A brief history of personality tests” (p.63) Eben Harrell, another HBR senior editor, takes us quickly through MBTI, the five-factor model (or “big five”) and Strengthsfinder 2.0 (from Gallup).

[The article does not mention the wide range of other tools available to us such as Belbin Team Roles, Colours / Insights, NLP Representational Styles, Emergenetics and more…]

The five-factor model is apparently one that is “widely accepted by academics as the gold standard”.  It is based on a statistical study of words used to describe psychological characteristics across cultures and languages, with the following resultant list:

  • openness to experience
  • conscientiousness
  • extroversion
  • agreeableness
  • neuroticism

It may well be that I am mis-interpreting these words, but they seem to suggest that it would be a good thing if you demonstrated the first four behaviours.  Whilst it would ‘not be a good thing’ if you demonstrated the opposite of any of the first four, and also demonstrated the fifth!

However, if we choose to value the opposites that these terms suggest, as strengths, as other personality tools do, then they can also provide us with the basis for creating a richly diverse team.

Reading this issue of HBR was also very timely as it coincided with my reading of Claudio Feser’s new book on Inspirational Leadership, which also includes a section on the five-factor model.   The book explores, amongst other things, how an inspirational leader can adapt their influencing style to reflect the different personality types in this model or tool.

[There are a couple more articles in this issue of HBR that explore other personality tools, and how leaders are using them to enhance their understanding and how they can work more effectively with others.]

Closing thoughts

How we inspire others as leaders depends to a large extent on our ability to balance our emotional intelligence (EQ) with our intellectual intelligence (IQ).

Personality tools contribute to our EQ by helping us to better understand our own style of leadership and how we interact with others – our preferences and defaults.

That understanding will enable managers and leaders to clarify what strengths in others will most complement their own so that they can actively nurture diversity within their teams.

How will you enhance your understanding of personality types, or how have you done this already?  How will you / or have you applied this to enrich the diversity of your team?

ABOUT THE AUTHOR

Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting., a consultancy that specialises in “creating exceptional managers and teams”, with a focus on the Life Sciences. (We use training, facilitation, coaching, mentoring and consulting in our work with our clients.)Elisabeth founded RiverRhee Consulting in 2009, and prior to that had 25+ years’ experience in the Pharmaceutical Industry in line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis.  

RiverRhee is a support supplier for One Nucleus and a CPD provider for CILIP (Chartered Institute for Library and Information Professionals).

Elisabeth is accredited in Change Management, in Lean Sigma, in Belbin Team Roles, MBTI (Myers Briggs Type Indicator) and is an NLP (NeuroLinguistic Programming) Practitioner.  

She is a member of CILIP and of APM (Association for Project Management) where she is a founding member of the Enabling Change SIG.

Understanding when we are at our best


By Elisabeth Goodman, 26th June 2016

Why seek to understand when we are at our best?

Two of the most popular topics in the 3-day Introduction to Management course that I run with RiverRhee Consulting are motivation, and Belbin team roles.  The way we explore them is by examining what motivates the delegates on the course, and what their most natural and preferred ways of behaving are.

Delegates at the June 2016 RiverRhee Introduction to Management course

Delegates at the June 2016 RiverRhee Introduction to Management course

It’s through this understanding that we appreciate how different we each are from one another, and what this therefore means about the people that we work with, and those that report to us.

For instance some of us will enjoy our work most if we have lots of opportunities to learn and develop, or if we can help others in their work, or if we feel that what we are doing will make a difference to people’s lives.  Or we may feel happiest in our work if we have the ability to shape strategy, make decisions, or work independently of others.

Given the diversity of our motivators, and preferred ways of working, we need different conditions, types and levels of support to help ourselves and others perform at their best.

Click here for information on RiverRhee’s training courses for managers

And yet, we don’t always know what motivates each of our colleagues or direct reports, what their natural or preferred ways of working are, or how we can help them to be at their best.

So how to find out what will help us and others be at their best?

Direct questions such as “what motivates you?” don’t necessarily work. Other open questions might though, such as:

  • What do I / you enjoy most about my / your work?
  • What do I / you like least about my / your work?
  • What would cause me / you to be more / less satisfied about work?

Observation might help too. When we are at our best we are “in the flow”, time just seems to fly by. The chances are that we are totally focused and content, and our body language should demonstrate that. There will also be types of work or tasks that we and others volunteer for or take on gladly, and others that we or they are less enthusiastic about.

Psychometric questionnaires will of course help to identify Belbin team roles and other personality types such as MBTI (Myers Briggs Type Indicator).

I’ve been playing with another aid to understanding in recent workshops and training courses, which is based on my NLP training. I ask people to remember a situation at work when they have been at their best, or the conditions that have enabled them to do so.

I ask them to picture the situation, or the conditions, or to recreate the sounds that they heard, what they felt, or how they would describe it.

They then, if they can or want to, choose a postcard that illustrates the situation, would help them to talk about or describe it, or just feels right.

A selection of postcards courtesy of the Fitzwilliam Museum, Cambridge

A selection of postcards courtesy of the Fitzwilliam Museum, Cambridge

This personal reflection, and subsequent conversation with colleagues, can be a powerful way of helping people to appreciate the different opportunities and conditions that will enable themselves and their colleagues be at their best.

When are you at your best? How will you promote and support the right conditions for the people that you work with?

Do you know?  How will you find out?

ABOUT THE AUTHOR

Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting, a consultancy that specialises in “creating exceptional managers and teams”, with a focus on the Life Sciences. (We use training, facilitation, coaching, mentoring and consulting in our work with our clients.)

Elisabeth founded RiverRhee Consulting in 2009, and prior to that had 25+ years’ experience in the Pharmaceutical Industry in line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis.  

RiverRhee is a support supplier for One Nucleus, a quality assured training provider with Cogent Skills and a CPD provider for CILIP (Chartered Institute for Library and Information Professionals).

Elisabeth is accredited in Change Management, in Lean Sigma, in Belbin Team Roles, MBTI (Myers Briggs Type Indicator) and is an NLP (NeuroLinguistic Programming) Practitioner.  

She is a member of CILIP and of APM (Association for Project Management) where she leads the Internal Collaboration theme of the Enabling Change SIG committee.

Is it psychobabble? How better understanding can lead to better collaboration


By Elisabeth Goodman, 4th October 2015

Meet Diane and Tom

Diane and Tom are two colleagues who have been working together for some years now.  Their latest project is to make a new kind of widget.

Diane enjoys a good debate. She loves having new challenges to explore, opportunities to think ‘outside the box’, to break the rules.  She’s always very clear on what has to be done, will talk to others to find out what they know, and will happily delegate work to colleagues based on their skills and expertise.

MBTI extrovert

Diane enjoys a good debate

Tom is more reflective.  He likes to learn from experience, and it’s important to him that everyone’s views are taken account of.  He believes rules are important but may not always say so. He’s good at working out how something can be achieved, at weighing up pros and cons, and at ensuring that the ‘Ts’ get ‘crossed’ and the ‘I’s get ‘dotted’.

MBTI introvert

Tom is more reflective

You may recognise someone that you know, or that is similar in some respects, in one or other of these descriptions.  What is important for the purpose of this blog, is that Diane and Tom understand each other.  They understand the different strengths that they bring, as well as their blind spots, and how they can use this knowledge to complement each other and achieve great results, in this case in designing and making a new widget.

Is it psychobabble?

I write blogs because I love to explore new ideas and to turn them into something that others might find useful.

The disadvantage of putting my ideas into blogs is that I don’t know who has read them, and if they have found them of any use, unless they choose to tell me so.

Occasionally I do receive comments, sometimes they indicate that I have hit the mark.  Sometimes the comments suggest that I have not!  I received one of the latter category recently when a reader suggested that my blog was ‘psychobabble’ and did not offer him anything new.  I appreciate that he took the time to read and comment on the blog, and hope he will give me some further insights on what I could have said that would have been more helpful.

I also share my ideas in my training courses and workshops.  Delegates have usually opted to come along because they are also looking for new ideas.  Sometimes though they are skeptical, or have had negative experiences of psychometric tools.

So in this blog I am avoiding any explicit reference to psychology or to psychometric tools.  I’m simply using my two characters, Diane and Tom, to illustrate how people’s understanding of their differences can help them to collaborate more effectively.  They won’t always be as different as Tom and Diane, but illustration is perhaps most effective when the extremes are greatest.

Shall we talk or shall we think about it?

Diane definitely prefers to talk things through, with Tom, with other people who may have some useful ideas and information, and with the colleagues that she wants to help her get things done.

Tom likes to have time to reflect, to research, to plan and to evaluate.  Feedback is important to him too.  So Tom and Diane have learnt that they will be most successful if they talk to each other relatively briefly as they begin their work on the new widget, and then again once they have each done their research in their own way.

Should we focus on the what or on the how?

Tom is most motivated by working out how something is going to be done, the practicalities, comparing it to how things have been done in the past, and what he has learnt from that. He might also volunteer himself for several of the tasks.

MBTI sensing

Tom is motivated by practicalities

Diane is more focused on the goal, although she does enjoy exploring possible solutions to some of the bigger problems, and also thinking about who else could help them get things done.

So Diane will dwell on the ‘what’ they need to achieve for the new widget, and act as a sounding board, as Tom works out the ‘how’.  She might challenge Tom to think about new ways of doing things for this particular widget and to not take too much upon himself.

What happens if things go wrong?

Diane, like Tom, likes to learn from experience.  For her it’s all about understanding the root cause of any problem they encounter whilst designing and making the widget, and finding the best way to fix it so that it does not happen again.

Diane likes to understand the root cause of problems

Diane likes to understand the root cause of problems

She appreciates though that for Tom, it’s also about talking to the people involved, understanding their perspectives on the problem, and making sure that she or Tom have taken the time to explain why things are going to be done differently.

So what’s the deadline and when do we start?

Tom will be keen to start working on the design for the widget straight away. He knows how long this kind of project can take, and the importance of getting the various steps completed on time, especially if they want to deliver a good quality end product.

Tom knows the importance of getting key steps completed on time

Tom knows the importance of getting key steps completed on time

Diane knows that unpredictable things generally happen at some point in the project, new useful information or requirements may come in, and so she is used to helping Tom to adapt his plans as they go along.  Although she would be inclined to keep things more open and flexible for as long as possible, she has come to appreciate the fact that Tom at least has a plan for them to work from!

Tom on the other hand appreciates Diane’s calmness in the face of change..

The widget got made!

Their project was successful, and Diane and Tom are continuing to enjoy their collaborations.

Hopefully I’ve also managed to share some insights with you with a minimum of ‘psychobabble’!  (Though those of you familiar with psychometric tools may have spotted which ones I was working from..)

Do let me know if you’ve read all the way through, if you’ve gained anything from doing so.  And if not, please let me know what I could do differently.

NOTES…

Thank you to Nathaniel Spain for the illustrations.

Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting, a consultancy that helps business teams and their managers to enhance their effectiveness for greater productivity and improved team morale. (We use coaching, training, facilitation, mentoring and consulting in our work with our clients.)

Elisabeth founded RiverRhee Consulting just under 6 years ago, and prior to that had 25+ years’ experience in the Pharmaceutical Industry in line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis. 

Elisabeth is accredited in Change Management, in Lean Sigma, in Belbin Team Roles, MBTI (Myers Briggs Type Indicator) and is an NLP (NeuroLinguistic Programming) Practitioner.  

She is a member of CILIP (Chartered Institute for Library and Information Professionals) and of APM (Association for Project Management).

Difficult people are not necessarily being difficult!


By Elisabeth Goodman, 31st March, 2015

How to work with difficult people is a subject that many managers struggle with

How to work with “difficult” people is one of the topics Janet Burton and I explore in RiverRhee Consulting’s 3-day Introduction to Management course , and in our tailored in-house supervisor and line manager courses. I also previously referred to this subject in one of our newsletters on the subject of creating exceptional managers.

Elisabeth Goodman presenting the Introduction to Management course

How to work with “difficult” people is one of the most popular aspects of our courses, being one that many new and even more established managers can find quite challenging. I wonder whether it’s because the whole area of managing interpersonal relationships, dealing with conflict, emotional awareness and intelligence is something that is largely neglected in our educational system. We are so focused on academic achievement, that this essential aspect of work and indeed home life can be under-developed, unless other people in our lives have helped us to learn about it, or we have taken the initiative to explore it ourselves.

Difficult people may just be being different – we should take time to understand them

As I wrote in the newsletter, difficult people are not necessarily being difficult, but just different! Our different personalities, perspectives on, and beliefs in life will lead us to approach our work differently, communicate differently and generally act differently. At any moment in time, there will also be other circumstances happening in our lives that might be influencing how we think, feel and behave.

When faced with what seems to be a difficult situation or person, we would do well to step back and reflect on why they seem to be difficult, and to also step forward into the other person’s shoes. It may indeed be some aspect of our own behaviour that is creating or at least contributing to the situation.

We all make assumptions and try to mind read. One of the most obvious solutions, but also the one a lot of people will avoid, is to actually have an open conversation with the person concerned, to understand their perspective as well as communicate our own. Several of the managers we’ve worked with have dared to have those conversations as a result of what they’ve learnt on our courses and have been greatly relieved by the outcome.

Other strategies and tools to help us understand “difficult” people

There are various other strategies at our disposal, such as active listening, coaching and assertiveness that can help us to better understand what is leading to people being “difficult” as well as helping us to influence any associated behaviours and situations in a positive and constructive way.

We use various psychometric tools in our training ranging from Honey and Mumford’s Learning Styles, to NLP representational (or communication) styles, Belbin’s Team Roles and MBTI (Myers Briggs Type Indicator). These can be very illuminating in terms of understanding our different perspectives and approaches to life and work.

I’m in the process of reading “Working Together”[1], a book about transactional analysis (TA) in the workplace. TA, and the “OK corral”[2] originated with Eric Berne in the 1970s. It’s about understanding our beliefs about ourselves and how we believe others view us – often something we have inherited from childhood – and how that influences our behaviour and interaction with others. It can lead to individuals being generally passive or aggressive rather than assertive in their behaviour, or to responding passively or aggressively in certain situations.

The OK Corral - based on the work of Eric Berne

The OK Corral – based on the work of Eric Berne

In an organisational setting, the nature of the “OK” dynamic between individuals can influence the dynamics within teams and make a difference between a dysfunctional team and one that thrives on open discussion and attains high performance. The open and positive behaviour of senior and middle managers can make a difference between engaged and ‘empowered’ individuals in what Wickens (1995)[3] calls an “ascendant” organisation, and one where people are alienated, acting in an anarchic way, or where there is total apathy.

In conclusion – it’s worth spending the time to understand people, to create a more positive working relationship

As one of my own exceptional managers once told me, the work of a manager can be as much as 80% about people, and only 20% about tasks. If people are being “difficult” we should take the time to understand why they appear to be so. The root cause may be something that we can do something about or otherwise influence.

As Mountain and Davidson point out: people working together don’t have to like each other to still be able to work effectively together. In my own experience, better understanding can lead to something that is more akin to liking (if that was not there already), and certainly to a more positive working relationship.

[1] Mountain, A. and Davidson, C. (2015) Working Together. Organizational Transactional Analysis and Business Performance. Farnham, England, Gower

[2] Eric Berne’s 4-box matrix matches the various combinations of “I am OK”, “I am not OK” and “You are OK”, “You are not OK”. The “healthy position” being “I am OK, You are OK”.

[3] Wickens, P. (1995). The Ascendant Organization. Basingstoke, England, MacMillan Business

ABOUT THE AUTHOR

Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting, a consultancy that helps business teams and their managers to enhance their effectiveness for greater productivity and improved team morale. (We use coaching, training, mentoring and consulting in our work with our clients.)

Elisabeth founded RiverRhee Consulting just over 5 years ago, and prior to that had 25+ years’ experience in the Pharmaceutical Industry in line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis. 

Elisabeth is accredited in Change Management, in Lean Sigma, in Belbin Team Roles, MBTI (Myers Briggs Type Indicator) and is an NLP (NeuroLinguistic Programming) Practitioner.  She is a member of CILIP (Chartered Institute for Library and Information Professionals) and of APM (Association for Project Management) where she leads the Capabilities & Methods pillar for the Enabling Change SIG.

Reflections of a team facilitator


By Elisabeth Goodman

HAVING FUN WITH PINTEREST

Summer is a wonderful time to reflect and play with new ideas.  I’ve been having a lovely time exploring Pinterest for new insights to inspire the teams I work with in workshops.

Reflections

Pinterest has only been going since 2010 and although it already has more than 70 million users it is still not widely used by people in my community, so I was surprised at how much I have started to find in the way of pictures, annotated diagrams, mindmaps, and increasingly popular infographics to inspire and illustrate some of the ideas that I use for facilitation.

If you would like to follow me on my journey of exploration, please see my “Inspiring Learning” board.

But is Pinterest’s use of visuals for everyone?  One of the posts I found is a mindmap stating that we all think in pictures.  And yet the NLP (NeuroLinguisticProgramming) representational styles are all about our different ways of representing and communicating information, suggesting that some of us prefer auditory, and others kinaesthetic (touch or feel) or auditory digital (‘self-talk’) representations.

Pinterest does include YouTube videos and audio files such as on this “youtube tips and tricks” board, but will that be enough to appeal to those whose preferred representational style is other than visual?  Pinterest statistics suggest that female users outnumber men by 4 to 1.  Perhaps we could get a demographic study by NLP representational styles?

Facilitating teams to help them achieve high performance

My colleagues and I have been facilitating a lot of team workshops – in fact that is at the heart of RiverRhee Consulting’s work for enhancing team effectiveness.  The goals and approaches that we use have been evolving as our clients ask different things of us, and as we’ve been developing our own expertise in the options available for helping teams to achieve high performance.

Team members benefit from additional insights on their own and others’ personalities.

Whether the team is relatively new, or has been around for a while, there is no doubt that gaining additional insights on people’s strengths and preferred ways of behaving will enhance relationships and build a stronger team.

A 1-hour icebreaker around the NLP representational styles, or a more in-depth 2-hour exercise based on MBTI (Myers Briggs Type Indicator) can be powerful ways to kick off ½-day, 1 day or longer workshops.  The overall event might be focused on team building, managing change or overall team effectiveness.

People enjoy finding out new things about themselves and those they work with, and take away insights that they continue to reflect upon and add depth to as they apply them not only at work, but also in their everyday life.

The importance of articulating the strategic context: vision, purpose and goals

Certainty and control: these are the two key enabling factors that team members identify when asked what would help them move more positively through their personal journey of change.  Understanding the ‘why’ and the ‘what’ – the strategic context of their work – gives them certainty about what will happen and clarity about what they can control or at least be involved with going forward.

Encouraging senior and line and managers to articulate their strategic goals in terms of key messages grounds them in the practical reality of what they want to achieve.

Sharing these key messages face-to-face with team members also makes the managers more approachable and opens up opportunities for dialogue.

I’m excited by how working with managers on their strategy is becoming an increasing component of my role as a coach and team facilitator, both independently and with the government sponsored GrowthAccelerator initiative for SMEs.

Facilitating discussions for improving team working

Managers often wish that members would take more of an active role in improving how the team works.  The answer is to give them the opportunity to have their say, and to then shape the way forward.  A pre-workshop diagnostic on the different aspects of team working, as described in “Team development, pre-requisites for success and temperature checks” can be very powerful for surfacing what’s going well, and what could be improved, especially with an outside facilitator collating the results anonymously into key themes.

It then takes only a little encouragement in a constructive workshop environment for team members to identify the priorities to focus on, along with suggested next steps and the roles they can play to address them.

Finding ways to make more of your team’s time and resources

Leaders and managers often approach us because they are looking for new ideas to address the nitty-gritty of how the team goes about its day-to-day work.

Their impetus may be a realisation that they need to do things differently in order to take on all the new things that their strategic goals entail.

There’s been a recent flurry of discussion in the APM LinkedIn group about the value or otherwise of Six Sigma and its focus on processes.  We use principles and tools taken from Lean as well as Six Sigma in our work with teams.  The opportunities these give for an open, constructive and fact-based discussion on how the team goes about its business has proved invaluable.  Contrary to what some protagonists claim, there is lots of scope for creativity, not only in the form of incremental improvements, but also for breakthrough innovation.  And yes, these workshops do make use of visual tools too!

More reflections to come

I’ll be continuing my explorations of Pinterest to expand my facilitator’s tool-kit.  I’m also looking forward to becoming qualified in MBTI Step II during the summer, so that I can further enhance team members’ insights into their own and others’ strengths.  Meanwhile, if you missed RiverRhee Consulting’s summer newsletter, and would like more food for thought, why not take a look at “Summer and the 3 Cs” now.

Notes

Elisabeth Goodman is the owner and Principal Consultant of RiverRhee Consulting and a trainer, facilitator, one-to-one coach, speaker and writer, with a passion for and a proven track record in improving team performance and leading business change projects on a local or global basis. 

Elisabeth is an expert in knowledge management, and is accredited in change management, Lean Six Sigma and MBTI (Myers Briggs Type Indicator).  She has a BSc in Biochemistry, an MSc in Information Science, is a full member of the Chartered Institute of Information and Library Professionals (CILIP) and of the Association for Project Management (APM) and is also a Growth Coach with the GrowthAccelerator.

Elisabeth has 25+ years’ Pharma R&D experience as a line manager and internal trainer / consultant, most recently at GSK and its legacy companies, and is now enjoying working with a number of SMEs and larger organisations around the Cambridge cluster as well as further afield in the UK and in Europe.

The mindset for Open Innovation – at “Open Innovation in Action” SBC OI summit


By Elisabeth Goodman and Lucy Loh

We had the opportunity to lead a break-out session at the recent Stevenage Bioscience Catalyst (SBC) Open Innovation summit.  It was a day filled with interesting presentations, panel discussions, networking and break-out sessions.

Open Innovation is all about people

Our session was one of the last in the day, so that delegates had had several opportunities to hear and reflect about the question of mindsets and the importance of soft people skills by the time they came to our break-out.

Stefan Lindegaard (@lindegaard) drew our attention to this in a big way in his presentation, when he stressed some of the key characteristics for success as being a networker, communicator, intrapreneur, and an influencer.  Also on his list was the ability to adapt, to tolerate uncertainty and to be an optimist.

The intrapreneur was particularly important in making things happen within the company by paying attention to people and creating the right conditions for innovation.

The pre-lunch panel session exploring the highs and lows of Open Innovation also homed in on the key characteristics for OI.

(By the way, some of the words have lost their associations in the word cloud – such as ‘not control freaks’ and being willing to ask difficult questions’ and ‘admit ignorance, whilst the reference to the bar – is about the place for carrying out negotiations!)

The mindset for open innovation is also about personality types

One of the participants in our break-out pointed out that it was also a question of people’s character when we asked them what the right mindset might be.  That was a great segway for our presentation, which explored two models.

In our first model Elisabeth reflected on how some of the personality type preferences described in the Myers Briggs Type Indicator are particularly relevant to different stages of (Open) Innovation, but that an organisation needed a blend of all personality types to be successful.

We need to find some unique individuals for successful Open Innovation

In our second model Lucy shared the results of her research into mindsets for innovation, and concluded that to be successful, organisations needed to seek out some unique characteristics.

The break-out closed with some final thoughts from the participants, who thought passion to keep going through the ups and downs, and the ability to listen to and understand others’ language and frames of reference were key to successful collaboration in Open Innovation.

Our full presentation is available on Open Innovation in Action – SBC OI summit website.

Notes

Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting (http://www.riverrhee.com), a consultancy that helps business teams to enhance their effectiveness for greater productivity and improved team morale. Elisabeth has 25+ years’ experience in the Pharmaceutical Industry where she has held line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis.  Elisabeth is accredited in Change Management, in MBTI (Myers Briggs Type Indicator) and in Lean Sigma and is a member of CILIP (Chartered Institute for Library and Information Professionals), and APM (Association for Project Management).

Lucy Loh is the Owner and Principal Consultant at Lucy Loh Consulting (http://uk.linkedin.com/in/lucyloh), a consultancy that helps businesses and organisations develop their business plans, and manage change in their organisations and teams to be able to deliver those plans.  She is also a RiverRhee Consulting Associate.  Lucy has 25 years’ experience in BioPharma, where she has held management roles in strategy development and all aspects of performance management, as well as extensive internal consulting.  Lucy has expertise and experience in organisation development, benefits management and in designing and leading business change. She is a certified Master Practitioner of NeuroLinguistic Programming (NLP), which enhances her work in change management and individual coaching.  She is also an accredited trainer with the Institute of Leadership and Management for Strategic Leadership.

Personality Type and Project Management – with reference to MBTI


Having recently completed OPP’s Myers Briggs Type Indicator (MBTI) Step 1 qualification, I was fascinated by Dr David Hillson’s letter1 in this months’ APM Project Magazine Inbox, and Patrick Bird’s article in the previous issue on ‘Type Setting’2, which prompted the letter.

Both the originating article and the responding letter refer to the ability to identify different character types, and the importance of understanding how these may then affect how people behave in projects.

Patrick Bird describes four character types:

  • Analytical types – who value facts, accuracy, time, competency and logic and are often risk averse.  They like some independence of action but will build relationships over time and, providing trust has been earned will be cooperative, dedicated and loyal.
  • Amiable types – whose priority is building relationships, and using personal opinions, understanding and mutual respect to reach decisions.  They will resist management by force and authority
  • Expressive types – motivated by recognition, approval and prestige, are excited by big ideas, and often don’t commit to specific plans. They tend to be risk takers and take more stock of the opinions of prominent or successful people than logic or fact.
  • Driver types – results oriented with a focus on efficiency or productivity rather than the development of relationships.  They are willing to accept risks but want to get to way the pros and cons and move quickly to decisions and results.

There are some parallels between these character types that Patrick Bird describes, and some of the personality types described by the Myers Briggs Type Indicator3.  The MBTI is based on the work of the Swiss Psychologist, Carl Jung, and is the result of 20+ years of research by Katherine Briggs and her daughter Isobel Myers, 40,000+ articles, and further work by OPP and others.

Unlike Patrick Bird, MBTI describes 16 personality types, and also stresses that these reflect how people prefer to behave, not necessarily how people actually behave.  Over time, and with the influence of their environment, people will learn to develop their behaviour so that they may act differently to their preferred profile.  Although, as Patrick Bird rightly points out in his reply4 to Dr David Hillson, they may fall back to their preferred types under stress.  However, under extreme stress, people may also display some quite opposite behaviour to their usual preferences!

The MBTI’s broader interpretation of type may address some of Dr David Hillson’s concerns: people will display some of the characteristics of all 4 character types described by Patrick Bird – given that there are potentially 12 more types than these.  Likewise, it is wrong to put people into boxes in this way.  Just because people may have a natural preference to behave in certain ways, it does not mean they will always behave in those ways.  People will learn to behave differently and, with self-awareness (also sometimes referred to as emotional intelligence), will choose how they behave too.

Finally, as Patrick Bird also points out in his reply to Dr David Hillson, the important thing in project management, and indeed in any aspect of our working or private lives, is to recognize that what we do is not only about the tasks, but about understanding the people involved and the relationships between them.  The MBTI’s 16 personality types, and Patrick Bird’s 4 character types, can provide us with tools for increased personal awareness and positive understanding of the differences between people.  The importance, as with any tool, is to use them with awareness, flexibility and care!

Notes

  1. Dr David Hillson, “Type setting or type casting”, Project, March 2011, Inbox
  2. Patrick Bird, “Type setting”, Project, February 2011, pp.34-35
  3. Patrick Bird’s four ‘character types’ approximately relate to the following MBTI types respectively: ESTP, ISFP, ENFP, INTJ.  More experienced MBTI practitioners please feel free to add your own interpretations!
  4. Patrick Bird, “In reply”, Project, March 2011, Inbox
  5. OPP has published an entire booklet on project management: “Introduction to Type and Project Management”, by Jennifer Tucker, reference 6177, which I will be taking a look at, and possibly writing another blog on this topic.
  6. Elisabeth Goodman is Owner and Principal Consultant at RiverRhee Consulting: enhancing team effectiveness using process improvement, knowledge management and change management.  Follow the links to find out more about RiverRhee Consulting (http://www.riverrhee.com), and about Elisabeth Goodman