I. LEADERSHIP AND LEARNING Leadership ● Overview of the MBTI ● Managing Conflict Leadership...

I. LEADERSHIP AND LEARNING

Leadership ● Overview of the MBTI ● Managing Conflict

Leadership InitiativeCounty of Riverside

My Personal Prayer

“So far today, God, I’ve done things all right.I haven’t gossiped, haven’t lost my temper,Haven’t been greedy, grumpy, nasty, selfish or overindulgent.

But in a few minutes I’m going to get out of bedAnd I’m probably going to need a lot more help!”

Topics we will coverWhat do great leaders do?Why people leave organizationsUnderstanding yourself and others – MBTiConflict:

Your conflict styleNegotiating – positions vs. interestsWhen conflict is about the relationship

(positive political skills- oxymoron?)Avoiding conflict when you make decisions

“All those in favor say ‘ What a great boss!’ “

Welcome new members!

• John Aki –Chief Assistant District Attorney• Michelle Paradise—Chief Deputy District Attorney• Angela Gordon—Regional Manager Self-Sufficiency• Sarah O’Bike—Assistant Nurse Manager• Ryan Carter—Principal Accountant • Rose Salgado—Admin Service Manager• Kristi Lovelady– Admin Service Manager

Think of a “great” leader:

•What did (do) they do?

•What impact did (does) this have on you?

Your photo here

WHY PEOPLE LEAVE

5 factors

• Confidence – lose confidence and hope in the link between vision and their work.

• Emotional – not recognized, rewarded or developed.• Trust – broken promises and commitments.• Fit – values and principles are different from the org’s.• Listening – employees feel unheard.

In their carpool ride home,

What do you think your staff are saying about what it is like to work for you?

It is ALL about relationship….

Understanding yourself and others thru the MBTI

Conflict your: style ● positions ● in relationship ●

Free Powerpoint Templates

MYERS-BRIGGS® TEMPERAMENT INDICATOR (MBTI®)

Shondi Lee, M.Ed. – MBTI® Master PractitionerEducational Support Program ManagerLeadership and Organizational Development Division

1. Test and Know Yourself Better• Assess, assess, assess - MBTI, StrengthsFinder, 360 reviews, EQ, and similar tools

help facilitate self-reflection, which leads to better self-awareness.

2. Watch Yourself and Learn• Conduct feedback analysis – focus not just on the what, but also equally on the

why. (E.g. when making a decision, write down what you expect will happen and why you are making this decision. In about 9 months to a year, compare your actual results with what you expected.)

3. Be Aware of Others, Too• Build teams that are a diversity of excellence – know your strengths and

weaknesses as well as others in order to be a better recruiter of talent.

How Leaders Become Self-Aware

• Understand meaning of 8 MBTI® preferences• Identify type behavior cues• Identify individual personality type preferences• Gain awareness of how understanding type can enhance your

interpersonal relations, communication, and leadership style• Develop a common language for appreciating personal

differences• Gain awareness of your type behaviors under stress or when

you’re “in the grip”

Learning Objectives

Carl Jung developed a framework to describe basic individual preferences. • Two basic assumptions of his framework:

– Behavior is predictable– Behavior preferences are innate

Isabel Myers and Katherine Briggs expanded on Jung’s work by developing an instrument to help people identify preferences. • MBTI® is:

– A tried and tested framework to help us understand human behavior– An indicator - Not a test!– Forced choice questions– Looks only at normal behavior– Based on a sample of nearly 5 million respondents and over 50 years of

research.

MBTI® History

Type is about Preference

• Appropriate leadership style depends on the situation as well as the personalities of those with whom you are communicating.

• Matching the style with the person and the current situation is a very important part of the communication process.

• Knowing and understanding the different types of personalities can form the basis of your own personal leadership style right from the start.

Type and Leadership Style

MBTI® - Preference Pairs

Interaction & Energy Preference

Hardwired – 0-4 years old

http://www.wimp.com/powerquiet/

MBTI® - Preference Pairs

Information Gathering Preference

Develops – 4-10 years old

https://www.youtube.com/watch?v=tQOrVt6BPSQ

MBTI® - Preference Pairs

Decision Making Preference

Develops – 10-17 years old

https://www.youtube.com/watch?v=QnQD-3pBhF8

MBTI® - Preference Pairs

Approach to Life/Work Style Preference

Last to develop – 18+ years old

Facets of the Preferences

MB

TI

!

ISTJSynthia Gunzel, Ryan Carter, Pat O’Boyle, Angela Gordon, John Aki, Kathy Byrd, Sarah O’Bike, Don Johnson, Tina

Grande

ISFJ INFJ INTJDavid KilgorePeter Nolan

Kristi Lovelady

ISTPJonathan Jensen

Chyee WangRose Salgado

ISFP INFP INTPLari Camarra

ESTP ESFPKaren Gipson

ENFP ENTPJeffrey Espinoza

Greg ProutySteven Weiss

ESTJTammi Graham, Michelle

Paradise, Jim McNeill, Veronica Veal, Damian

Laning, Christopher Wright, Joann Roberts

ESFJ ENFJMark Whitesell

ENTJ

Leadership Initiative – Class 17

ISTJInspector

“Doing what should be done”

11.6% of population

MOST RESPONSIBLE

ISFJProtector

“A high sense of duty”

13.8% of population

MOST LOYAL

INFJCounselor

“An inspiration to others”

1.5% of population

MOST CONTEMPLATING

INTJMastermind

“Everything has room for improvement”

2.1% of population

MOST INDEPENDENT

ISTPCrafter

“Ready to try anything once”

5.4% of population

MOST PRAGMATIC

ISFPComposer

“Sees much but shares little”

8.8% of population

MOST ARTISTIC

INFPHealer

“Performing noble service to aid society”

4.4% of population

MOST IDEALISTIC

INTPArchitect

“A love of problem solving”

3.3% of population

MOST CONCEPTUAL

ESTPPromoter

“The ultimate realist”

4.3% of population

MOST SPONTANEOUS

ESFPPerformer

“You only go around once in life”

8.5% of population

MOST GENEROUS

ENFPChampion

“Giving life an extra squeeze”

8.1% of population

MOST OPTIMISTIC

ENTPInventor

“Once exciting challenge after another”

3.2% of population

MOST INVENTIVE

ESTJSupervisor

“Life’s administrator”

8.7% of population

MOST HARD CHARGING

ESFJProvider

“Host and hostesses of the world”

12.3% of population

MOST HARMONIZING

ENFJTeacher

“Smooth talking persuader”

2.5% of population

MOST PERSUASIVE

ENTJField Marshal

“Life’s natural leaders”

1.8% of population

MOST COMMANDING

STThe practical, matter-of-fact types.

Need to get it right.

SFThe sympathetic and friendly types.

Need to provide service to others.

NFThe enthusiastic and insightful types.

Need to empower.

NTThe logical and ingenious types.

Need to understand.

Heart of Type = Motivation

Perception & Judgment

Cognitive Functions• Each personality type has a dominant

function (our strongest and most natural function), and an auxiliary function (our second strongest function that supports our dominant function).

• The 3rd (tertiary) and 4th (inferior/least preferred) functions are developed later in life, and represent areas where we are challenged.

Cognitive FunctionsMost to Least Preferred

Extraverted Sensing: Acts on concrete data from here and now. Trusts the present, then lets it go.

Introverted Sensing: Compares present facts and experiences to past experience. Trusts the past. Stores sensory data for future use.

Extraverted Intuition: Sees possibilities in the external world. Trusts flashes from the unconscious, which can then be shared with others.

Introverted Intuition: Looks at consistency of ideas and thoughts with an internal framework. Trusts flashes from the unconscious, which may be hard for others to understand.

Extraverted Thinking: Seeks logic and consistency in the outside world. Concern for external laws and rules.

Introverted Thinking: Seeks internal consistency and logic of ideas. Trusts his or her internal framework, which may be difficult to explain to others.

Extraverted Feeling: Seeks harmony with and between people in the outside world. Interpersonal and cultural values are important.

Introverted Feeling: Seeks harmony of action and thoughts with personal values. May not always articulate those values.

Cognitive FunctionsDominant Description

• We all have two selves. Our conscious self (dominant and auxiliary functions) is our “best self.”

• Our other self is sometimes called the unconscious self (tertiary and inferior/least preferred functions). Being less consciously accessible, it is more childlike and undeveloped than our conscious self.

Cognitive Functions

The Inferior/Least Preferred FunctionIn the Grip

• The inferior function may manifest under stress, when resources of the dominant and auxiliary are exhausted - leads to feeling “in the grip” of your inferior function.

• The inferior may manifest in negative, immature ways.

• “I don't know what got into me.” It often feels like being out of control (outside the conscious ego).

For example, Intuition as an inferior Intuition may manifest not as creative possibilities, but rather as worry over every possibility that can go wrong. Sensing may manifest not as attention to details, but rather as an obsession with them.

• What was the trigger(s)?

• How did your inferior function manifest?

• Were you aware that you were “in the grip” or did others have to bring it to your attention?

• What was the impact on those around you?

Your “In the Grip” Moment

Managing Conflict

Why are we talking about this?

Why do people avoid conflict?

What is the cost of avoiding conflict?

Four basic human fears

1. Failure2. Being Wrong3. Rejection4. Being emotionally uncomfortable

Costs of conflict:• Financial

• Interpersonal

• Organizational

• Political

• Others?

Gallup poll indicate during times of change, conflict in the workplace increases

• Employees spend an average of 2.8 hours a week in negative conflict = 1 day a month

• 1 day/mo = 9 hours x 16,000 ees x 12 months x $25 hour = $43,200,000 in unproductive conflict

Complete assessment thru p. 9

Your Conflict Style: Thomas Kilmannas

sert

iven

ess

cooperativenessLo

Lo

Hi

Hi

Compete

Avoid

Collaborate

Accommodate

Compromise

Journal work

• How does my conflict style get me what I want?

• How does it get in my way? (What are the costs?)

• When I begin to feel emotionally uncomfortable, what are my strategies that will help me deal with conflict more productively?

Interest-based problem solving

Position: I must have this!

Interest: The reason I want this.Position vs. Interest Exercise

When conflict is about the Positive Political SkillsRelationship Peter Block: The Empowered Manager

Hi

LoLo Hi

Trus

t

Agreement

fencesitters

Opponents

Adversaries

Allies

Bedfellows

Political scripts: what do you currently get out of these now?

Rescue Rebel

Look Good Be Pleasing

Withdraw Be Aggressive

Be Formal Be Super Rational

Most common:

1. Engage with someone who knows you well:

How do they see you

• Dealing with powerful people when you’re under stress.

• Reacting when you know someone is disappointed in you.

Exercise in your journals:2. Pick 2 or 3 political scripts:

Identify what triggers each of these scripts.

Write down how you use these scripts. What do you do? How do you respond?

For Whom?

Break the hold

Requires:

1. Facing the harsh realities.2. Seeing your contribution to the problem.3. Being authentic in the face of possible disapproval:

what do you need to say and to whom do you need to say it?

Next session: February 19, 2016

•Emotional Intelligence