IGP Sample Trainers Notes - Managing Personalities

Their wants, needs and desires Understanding Plants & People A1

C o p y r i g h t - I c a n D e v e l o p m e n t L t d

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Manager Development Programme

The Gardening Manual for Trainers People & Plant Personality

Their wants, needs and desires Understanding Plants & People

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U n d e r l i c e n s e

C o p y r i g h t - I c a n D e v e l o p m e n t L t d – I c a n G r o w P e o p l e

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Gardener Guidelines Timings are provided as a guide only – actual times will depend on group size, knowledge and personal knowledge and facilitation

style Symbols are provided to indicate where to show slides, flip something up or offer a handout etc Example answers are included but we suggest you add any of your own ideas, or any specific business requirements / insights

before running the session Optional Groundwork is provided… these provide questions and short exercises that can be completed in small groups Optional Exercises (OE ref) are provided to fill learning gaps / time and extend the overall session Handouts are provided in work folder A1


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Lessons to be learned By the end of this session, delegates will be able to:

Understand the basic principles of personality theory that underpin interpersonal skills

Explore the ways in which we interact with other people based on our personality types

Identify how we can flex our approach to understand and accommodate other people Have an appreciation of ‘what makes us tick’

Gain an insight into how we interact with others, appreciate that all humans are different

Start to make allowances and changes that will enable us to establish better interpersonal relationships with others


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Symbols used

To indicate an exercise where the participants are split into small groups

To indicate the need for a flipchart or flipchart paper and pens

To indicate the need to give a handout or reference the worksheets

To indicate the use of a slide


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Basic session requirements To run this session successfully you will need the following basic requirements: A large room (enough space for the participants to work comfortably at their tables, and about the same amount of space again) Flipcharts and pens Paper, pens or pencils for participants A copy of the Personality Worksheets for each delegate

A copy of optional exercises and handouts for each delegate

Prepared “Personality Flip Chart”

4 Personality Areas highlighted on the floor or walls

Anything else I should know? This is a basic and introductory session on Personality Type and Trait for Team Leaders, Supervisors and First Line Managers. This session can either stand alone or fit into a wider IGP programme that aims to develop the insight and interpersonal skills of participants. It explores aspects of personality that can form an integral part of a wide variety of training interventions outside of the IGP Programme. Trainers who wish to use the Personality Questionnaire built into the session or as a standalone learning intervention can purchase additional questionnaires and self help booklets from Ican Development. Telephone: 0700 345 1 789 Email: [email protected]


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Approximate timetable:

Performance Management - Optional Exercises & Handouts AOE = Exercise AH = Handout

Identity & Duration

Topic / Method

A1OE 01 - 20 minutes Personality Snap

A1OE 02 - 30 minutes Twisted Behaviour

IGPQ1 / Temps 1 Personality Questionnaire

IGPQ2 / Temps 2 Profile / Type Summaries

IGPQ3 / Temps 3 Scoring Sheets

Personality Types and Traits Main

Approximate time in minutes

Session / Discussion Topic Ref Page

20 Personality Snap – optional Ex

10 Introduction and Scene Setting

90 What is personality?

20 Assessment Questionnaires

30 Understanding Type and Impact

15 Self Scoring

30 Explore my profile

20 Changing myself first

30 Twisted Behaviour

5 The Essential Summary

10 Back @ The Shed Action Plan


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Timings Support Materials

Before the activity, lay a grid comprising four squares on the floor of the training room using masking tape. The squares should be large enough to allow all the participants to stand in a single square. Label each square of the grid with one of Hippocrates’ four temperaments: Popular Sanguine, Perfect Melancholic, Powerful Choleric or Peaceful Phlegmatic. Prepare a sheet of flipchart paper with a collage of entertainment ‘personalities’ from popular magazines to use in the Introduction. They should be a selection of people who are mainly famous for being famous rather than for their specialist skill or position, such as actors, sports stars, TV presenters, pop music artists, and so on.

Welcome to the session or link previous topic to Personality Type and Traits Show Slide A1-1 (Title/Impact Slide) Optional Exercise A1OE 01 - 20 minutes - Personality Type Card Exercise – “Personality Snap”

Only works if most of the people know each other quite well Depending on numbers of people hand out a mixture of coloured cards to each person. Each person then has to keep only the cards that they feel describe them accurately. They then have to pass all the remaining cards to other people in the room. The rules on this are quite strict.

1. They have to offer the card to the person 2. The other person then reads the card 3. The person offering the card then has to explain their rationale based on real examples and experiences and not just “because

it’s like you”. 4. The person being offered then has the right to keep the card or hand it back 5. The game continues until people are left with only cards that they feel most accurately describe them. 6. If any cards could not be assigned to a person then these must be offered back to the facilitator

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A1OE 01


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The statements on the cards relate to differing personality types and traits and this is a good exercise to start with to see how easy or not it is to describe / label others Debrief

Look at peoples’ card sets – who has what colours and in what amount

Who accepted all cards offered and why?

Who found it difficult to accept cards and why?

What does the set you now have describe… what kind of person are you?

Do some people mainly have one or two colours? Why is that? What are the themes on the cards relating to colour?

Who has a good spread of colour? What does that say about them? Conclude by suggesting that the next step would be to look at what they have started in more detail. They can keep the cards until later in the session.

Show Slide A1-2 – Flowers with different needs and personalities Intro Ask

What is the difference between a grounds person at a Football Club and a Gardener in a large public garden, regarding how they approach horticulture or getting the best out of their plants?

Take feedback… Differences are grass and varied plants… one treats all the same because they grow all the same and one treats very differently because they all grow very differently. And people are generally the same. We may all be humans or flowers but we all very different and in order to get the best out of us; people need to know how to treat us. They need to understand us. We all have varied personalities and this is what makes us different. (This is why we do not have just one set of coloured cards (if you did the cards ex) This is something that has fascinated Academics and Philosophers for thousands of years… the big question “What makes us tick?”

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What is personality? Pose the question: What is personality? Write it on a sheet of flipchart paper for added emphasis. 3 Today a personality is someone who is a distinctive individual, often a television celebrity: someone who is famous for being famous, regardless of any skills or abilities they may possess or duties they perform. Show the participants the sheet of flipchart paper with the collage of ‘personalities’ that you prepared earlier (see preparation), and ask them to come up with some names of other people in the public eye who fit into this category. Write their suggestions on a sheet of flipchart paper.

Ask How would you describe these peoples’ personalities?

What makes you describe them in this way? What are you basing your judgements on? How accurate are you? Lead to the fact that as human beings we describe people and their personality by what they say and do and how that fits with a predetermined view of a type of behaviour that goes back thousands of years. We have always been fascinated by how people behave and how they think and rationalise things, especially if the way they do things or think about things seems “different” to ourselves. Some people can deal with these differences very well and some not so well leading to “personality clashes” or removal and isolation from a person who we just do not hit it off with. Tell the participants that the purpose of this activity is not to turn them into anyone on the list! You want to explore what the psychologists mean by personality, as this will be the starting point to help them develop insight into how we interact and behave in our every-day activities. The issue of personality types, including temperament, is as old as psychology itself. In fact, it is a good deal older. Hippocrates (and the ancient Greeks) gave it considerable thought around 400 BC. Hippocrates came up with Temperament, leading to four ‘types’, of behaviours based on what kind of fluids (which he called ‘humours’) they had too much or too little of in their bodily make up. This theory became popular during the Middle Ages, however has been disproved now – Thank God. However, the 4 basic types of behaviours have stuck with us through to today and are still very valid in describing the basic types of personality.

Worksheet A1-2


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Ask – (Optional Groundwork) Handout Plasticine or Play Doh Quick energiser – ask the group to individually make a self portrait model of them or if the group know each other well then they can make a model of each other. Review the artwork and then continue with the method behind the madness Have 4 different colours of plasticine “squares” on the table somewhere so that all can see. If possible have the colours Green, Red, Blue and Yellow.

Explain The 4 humours are based on the ancient Greek methodology of behaviour types. The principle is that when we are born we are each made from a raw material which “sets” by the time we are in our early years of life (by age of 8’ish). As we grow older, our material does not change but are personality does alter… (Start to play with the square piece of plasticine and mould it into a different shape and do the same with the others as you speak on)… our personality is shaped by many things in our lives and our individual shape is very unique to us in the way we behave but can be traced back to our original shape and the material we were made from. As we get older we observe other behaviours and personalities and adopt styles from them that we assume to being effective or will get us the results we want. (Start to take small pieces from other colours of plasticine and place it on one piece.) Our personality is formed and developed and although we can’t change our personality we can modify our surface and mould our behaviours the way we want to. Some people are very flexible and can do this very easily and some people are not. Some people really try hard and want to change but can’t and some people really could change but don’t want to. One thing we can’t get away from is our basic temperament style or our raw material.

Ask Has anyone heard of “Temperament”? (relate to dogs and animals etc as it is easy to do i.e. the temperament of a Rottweiler

versus a Labrador

Both dogs can have a similar personality but their behaviour can change and be closer to their raw temperament when?... (When they are threatened, frightened and insecure etc). The Rottweiler will become aggressive and the Labrador less so (inclined). People are very similar… we will “Revert To TYPE” as they say when we are threatened, frightened or insecure… or we are not thinking about how we are behaving.


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And that is the key thing to remember… we are made from TYPES and TRAITS. Our types are the 4 Temperaments and our Traits are the surface behaviours that everybody can describe more easily. Our traits often compliment our type and therefore they do appear to be two sides of the same coin for a lot of people. Back in the garden… a gardener may have similar types of plant but their traits can be very different in what they need, how they grow, how they reproduce, who they interact with (insects and bugs etc). The same goes for people, we may have similar types but we will think differently and behave as individuals based our traits and also by our understanding of whom we are and the impact we have on others. Some people work really hard on the trait behaviours that will make them more effective, successful and increase the chances of great working relationships / rapport based on modifying what they know to be the weaknesses of their personality type. They recognise the effective traits in others and work hard to get the plastacine to stick firmly on their personal type. Going back to our 4 types of plasticine then… here are our 4 Personality Gardeners!

Show Slide A1-3 – Our Personality Gardeners?

Red is the colour that we use to describe Paul Powerful… our fast paced, forceful, challenging and leading gardener

Blue is the colour that we use to describe Pete Perfect… our focused, analytical, introverted and detailed gardener

Yellow is the colour we use to describe Pamela Popular… happy go lucky, extrovert, friendly and energetic gardener

Green is the colour we use to describe Penelope Peaceful… our thoughtful, sociable, calm, quiet and patient gardener If you completed the colour card exercise… see how peoples’ cards match the gardeners above and the simple explanations.

Trainers Note – additional info The colour and gardener references are used when administering the Ican Grow Personality Questionnaire (IGPQ) and the 4 Temperaments. Colour helps visualise aspects of the 4 types. For example; Paul is a bit of a fiery character and therefore red. Pete is a bit aloof and distant and not the most sociable and therefore blue. Pamela is vibrant and warm with loads of energy like the sun and therefore yellow. And finally, Penelope is calming, laid back and people focused and receives the “relaxing” colour green. The colours will become more dominant as the IGPQ is developed over time. The gardeners help to personalise the 4 types and can be used throughout the whole IGP Programme when discussing how people behave, deal with situations and get their results. They will also feature heavily in the IGP Garden Centre Case Study.

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The 4 Temperaments, although colour coded by type takes it roots back to the “4 P’s” or “4 Humours” which go back to the verbal descriptors of Hippocrates’ and his “balances in bodily fluid” philosophy, which although has been disproved regarding the principle medically, the behaviours however he was referring to still ring true today. Background for info and does not need to be covered with the delegates but can be interesting for the delegates.

Hippocrates’ four temperaments The Popular Sanguine type (Pamela Popular in IGPQ) is cheerful and optimistic, pleasant to be with, comfortable with their work. According to the Greeks, the sanguine type has a particularly abundant supply of blood (hence the name sanguine, from ‘sanguis’, Latin for blood) and so also is characterised by a healthful look, including rosy cheeks. The Powerful choleric type (Pete Powerful in IGPQ) is characterised by a quick, hot temper, often an aggressive nature. The name refers to bile (a chemical that is excreted by the gall bladder to aid digestion). Physical features of the choleric person include a yellowish complexion and tense muscles. Next, we have the Peaceful Phlegmatic (Penelope Peaceful in IGPQ) temperament. These people are defined by their slowness, laziness, and dullness. The name obviously comes from the word phlegm, which is the mucus we bring up from our lungs when we have a cold or lung infection. Physically, these people were thought to be rather cold, and shaking hands with one is like shaking hands with a fish. Finally, there’s the Perfect Melancholic type (Pete Perfect in IGPQ). These people tend to be sad, even depressed, and take a pessimistic view of the world. The name has, of course, been adopted as a synonym for sadness, but comes from the Greek words for black bile. Now, since there is no such thing, we don’t quite know what the ancient Greeks were referring to, but the melancholy person was thought to have too much of it! Type theories are primarily concerned with what is common among individuals. Trait theories focus on what differentiates them. Individuals can have different traits and different strengths of the same trait. This does appear to respect an individual’s uniqueness and complexity more than the type approaches, which are often criticised as working on too high a level of abstraction and generalisation, thus creating artificial boundaries around the richness and complexity of individuals. However, as a starting point for being a more effective gardener it is important to understand how the 4 gardeners think, what makes them tick, why they do what they do and how are their working relationships heavily influenced by the type of person they are.


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Based on a variety of current approaches, we can draw the conclusions shown on this slide.

Show Slide A1-3a – Our Personality Gardeners (with text)

Clarify using slide What is personality? Read through the slide with the participants, then draw their attention to the last bullet point:

Personality is the defining characteristics of a person’s actions, thoughts and feelings

It is a consistent pattern of behaviour in different situations

Some aspects of personality change according to situational cues

Personality is an inner set of beliefs which influence the way a person interacts with others socially

Personality comes from within

Some aspects of personality are learned, some are hereditary

Everyone has a different personality – the features are as subtle as those on your face

Personality affects our attitudes and behaviour which, in turn, influence how others view us Ask the participants to call out some of the adjectives that we use every day to describe personality, attitude and behaviour whilst in work. Write their suggestions on a sheet of flipchart paper. For example: aggressive, confident, emotional, charming, dynamic, temperamental, competitive, modest, and optimistic. Allow 2 or 3 minutes to generate their responses. Stop when you fill a sheet of flipchart paper. If needed cover any questions and shares peoples’ views on whether we are different in work than out of it. Is our behaviour influenced by other factors in work? For example does our bosses’ management style or the culture of the organisation impact on how we think and therefore behave… in both positive and negative ways? Say that it is estimated that there are over 17,000 adjectives in the English language that describe personality and behaviour but it only takes a few words to give us some idea of our basic temperament style of personality trait and this can really help us to be more effective but also get the best out of others.

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Exercise – Ican Grow Personality Questionnaire / The 4 Temperaments Questionnaire Handout IPGQ 1 or Temp 1 – Assessment Questionnaires The administration and interpretation of personality questionnaires is subject to having a licence from the publishing organisation, and the facilitator receiving training approved by the Licensing organisation. If you have been trained and have a licence, you can administer and facilitate personality questionnaire of your choice at this point. Now, tell the participants that you want them to take part in a “quiz” that will help them relate the factors involved in personality to themselves at work. This will help them to understand themselves more, understand others more and with this information be able to use strategies to build relationships and achieve results.

Questionnaire completion The quiz is arranged as a checklist of four words in a single row with adjectives describing different behaviours relevant to each category. Tell the participants that their task is to decide which word on each and every row most accurately describes their behaviour at work in normal circumstances. Some points that may need briefing before you administer the questionnaire are;

There are no right or wrong answers

There is no right or wrong or good / bad to come out of this

Mark words on initial instinct and gut feel – try not to over analyse yourself

Be honest, the only person you will be kidding is yourself

Think of it from a work perspective

If you are not sure about which word to choose then think about a word that someone else would choose for you

Don’t look for the “perfect” you – try and build an accurate picture to aid your self-development

If you get stuck on a word ask for help

Try not to leave any words or rows out Tell them they have 15 minutes to do the quiz.

IGPQ1/ Temp 1


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Check around the room to make sure everyone is happy and clear on what to do.

Handout IPGQ 2 – Style Overviews (4 Temperaments or The 4 Gardeners) depending on which you are using The questionnaire will be scored shortly and they will soon have some insight into what they are and how they think, but first it is really important to understand the 4 styles in general and the strengths and weaknesses that come with each style. If you set out the squares on the floor of the training room then you could ask delegates to go and stand in the square (or area) of the room that they feel most accurately describes their personality type. This is not scientific, just a bit of fun. They could start in the one that they feel “fits” so far based on the short gardener descriptions so far. As a reminder;

Red is the colour that we use to describe Paul Powerful… our fast paced, forceful, challenging and leading gardener

Blue is the colour that we use to describe Pete Perfect… our focused, analytical, introverted and detailed gardener

Yellow is the colour we use to describe Pamela Popular… happy go lucky, extrovert, friendly and energetic gardener

Green is the colour we use to describe Penelope Peaceful… our thoughtful, sociable, calm, quiet and patient gardener

Show Slide A1-4 – Paul, Penelope, Pete and Pam with detailed styles

Discuss each type in turn and encourage debate, discussion and allow people to move from square to square based on the

discussions and insights that are gleaned. This can be fun if the group know each other quite well and use the opportunity to give each other some credible and “constructive” feedback on each other’s behaviours based on what they have experienced, seen and heard back in the workplace. As you discuss each type, relate the personality you are discussing in a few ways to encourage discussion and ensure delegates can see the links to real relationships back in the workplace. At this stage it can be achieved through the IGP Metaphor using the characters we have created and gardening situations. Suggested situations / topics are; (optional – could be run as a team exercise) The BIG Discussions…

1. Our gardeners have been tasked with planning, designing and delivering a Garden Fete in 6 weeks time. How will their

Worksheet A1-4

IGPQ2/ Temp 2

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personality types and traits play out throughout the whole project from ideas, plans, through to pack up and tidy away? 2. Our gardeners have received a once in a lifetime opportunity to build a garden at the Chelsea Flower Show, but they have only

3 days to do it. How can they use their strengths and weaknesses to deliver a great garden and get the Gold Award? The small Discussions (character scenario based)

1. Penelope has to give Paul some “negative” feedback regarding the mess he’s left in the potting shed. How will the styles possibly impact on the discussion they are about to have?

2. Pamela has to communicate a plan of the newly proposed “Organic Garden” to Pete. What should she consider before approaches Pete based on Pete’s style and her own self-awareness of style.

Once you are pretty happy that they seem to have “got it” it is time to score, but; Before you Score consider using the “Putting People In Boxes” House analogy.

1. Talk about the risk of putting people in boxes 2. No one will be just one type when we score, we will all be a mixture. Refer to Plastacine with other colour blobs attached 3. Draw out and explain the House analogy 4. Emphasise;

a. Freedom to move from room to room b. Explore your least preferred room# c. Appreciate that other people like other rooms – it doesn’t make them “odd” d. We can modify our understanding to be more flexible with our room choices in certain situations e. As a manager we should seek to get people who are stuck in their room to come out a bit too f. Plus loads more views…!!

Handout IPGQ 3 / 4 Temps – Scoring Sheets Score the IGPQ3 or 4 Temps Help people where required. Once they have been scored… plot the scores on a flipchart so people can view other peoples’ scores. Summarise as you go through and ask for any thoughts and opinions.

Worksheet A1-5

IGPQ3/ Temp 3


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Debrief – Explore your profile Ask the participants to find a partner from within the group with whom they are prepared to share their profile. When they have paired up, ask them to discuss their profile with their partner and to give some examples of types of behaviour that illustrate their ratings. If their partner knows them well enough, they can either confirm the rating or offer alternatives if there are any contradictions between what the person says and how they have seen them perform at work (and/or on this training event). Tell them they have 10 minutes to discuss their profiles and then they should change roles. Move around the group to keep them on track. You may have to allow a little longer, as some pairs really get into this exercise in self-analysis. Stop and give any help in interpretation that may be requested. After 20 minutes, reconvene and lead a plenary review.

What insights came out of the exercise?

Did the participants learn anything new about themselves or did they mainly receive confirmation of what they knew already? 3 Point out that an appreciation of style preferences can be very useful when handling interpersonal encounters. In any difficult situation, we are faced with three choices: 1. Change the situation. 2. Change the other person. 3. Change our approach. Use, as an example, a line manager who is about to give a performance appraisal to a member of staff who is uncooperative and has a tendency to fly off the handle and get aggressive when confronted ( a bit like Paul!). The line manager will be a little anxious about handling the interview (a bit like Pete).

Ask the participants

Worksheets A1-6

Worksheets A1-7


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What could be done to change the situation? Usually there is nothing to be done, as most organisations have standard operating procedures for conducting appraisals to ensure consistency across the organisation.

What can be done to change the other person? Again, it is difficult to change another person. Change takes time, and the other person must be open to and welcome the change.

Can you change yourself? The Jesuits used to say ‘Give me the boy until he’s seven and the man is ours for life’ (attributed to Ignatius Loyola 1491–1556). It can be very difficult to change ourselves at our fundamental levels, but there are examples that show we can change our reactions and behaviour in circumstances that aren’t extreme. In most interpersonal situations it is only the part you have complete control of that you can change. To use interpersonal skills successfully at work you need a flexibility of style to enable you to change your communication pattern, increase your chance of influencing the other person and decrease any conflicts that may arise through your essential style. It may feel initially uncomfortable, but the more we persevere and practise, the better we will become. Say that this isn’t either heresy or rocket science.

Ask the participants for some examples when they have consciously ‘flexed’ their preferred style to deal with another person. They will

usually be able to recall examples when they have had to deal with their manager, a colleague, subordinate, customer, sales representatives, doctor, solicitor, and so on. Emphasise that they did not change their underlying personality, but focused on changing their behaviour. It’s as simple as effective as that!

(Optional Groundwork) A1OE 02 – Changing Behaviour to suit the person and the situation – “Twisted Behaviour” Use the twister exercise to get the group to explore different behaviours for different people and situations

1. Spin the “Self” Personality Type 2. Spin the Task 3. Spin the “Other” Personality Type 4. Discuss approaches and place on post-its or write on tape 5. Join the two circles with suggestions from the Group 6. Allow people to participate in the “game” actually on the game board as you progress…


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Flexing your preferred style Ask the groups to work with their previous partners for this exercise. Tell them you want them to discuss an action plan for how they could flex their own behaviour when they have to deal with someone who displays the opposite style and characteristics to themselves. This exercise works really well if the participants can use a real-life encounter they are anticipating. This could be someone with whom they have a history of ‘personality clashes’ in the past.

Explain the instructions or flip up if required the instructions for the exercise. They have to produce an action plan. Emphasise that to

maintain confidentiality they should not disclose the identity of their chosen person. Check that everyone understands the instructions before they begin. Make sure the participants are seated in an area where they will not be easily overheard or interrupted by other participants. Point out that this is a training exercise and, as such, they should choose their sample encounter with care. They don’t want to overload their partner with an extremely emotional encounter where they will be incapable of giving assistance. Move around the participants, giving help and assistance where required.

Instructions Make an estimate of the profile of the person with whom you will be interacting at work. Give a brief description of the anticipated encounter, and then discuss with your partner for 10 minutes to explore the situation and plan a possible strategy. After 10 minutes, discuss your partner’s situation for a further 10 minutes to produce an action plan. To maintain confidentiality, do not disclose the identity of your chosen person. In worksheets;

Give a brief description of the anticipated encounter. What are the facts? What is the history of previous encounters with this individual?

Discuss with your partner and make notes of a possible strategy to flex your personal style to facilitate a more productive encounter

After this final exercise, lead a plenary review of the action plans, which will be the result of what the participants have learned in this

Worksheets A1-8


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session / activity.

Ask for volunteers to give you examples of the scenarios discussed and actions proposed.

Comment on their plans and offer any suggestions you think might enhance their proposals. When everyone who wants to has volunteered, give a key point summary of what has been covered in this activity, and the pitfalls of taking the wrong messages away from the session as shown below: Try not to…

Stereotype based on assumptions that people of a certain type always operate in their preferred style.

Emphasise the pitfalls of a type to the neglect of their strengths.

Use personality preferences as an excuse to manipulate others.

Interpret personality as an indicator of ability or lack of it.

Expect people to change as a result of maturity or instruction. As people gain knowledge, skills and confidence they don’t change dramatically but become well-rounded examples of their personality.

Show Slide A1-5 – The Essential Summary

Summarise and Clarify

Personality profiling assists you to understand yourself and your preferred way of operating/interacting.

You can develop self-confidence from this insight. It helps people working together to recognise the value of different approaches and perspectives. It can enhance team working.

Profiling helps individuals who are facing difficulties or problems to draw upon their natural strengths.

Complete “Back at the shed” and encourage sharing of ideas and actions

A1-5 Worksheets A1-8

Business

IGP Sample Trainers Notes - Managing Personalities