terraces of phoenix leaders - mbti & teambuilding€¦ · teams & types knowing your mbti...

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Sage Leaders Inc.© 2000-2011

Building the Foundation for a Building the Foundation for a High Performing Leadership TeamHigh Performing Leadership Team

At the Terraces of PhoenixAt the Terraces of Phoenix

Sage Leaders Inc.© 2000-2011 Page 2

Team EffectivenessWhat Makes a Team GreatWhat Makes a Team Great??Characteristics of Effective TeamsCharacteristics of Effective TeamsTeam StagesTeam Stages

Teams & TypesKnowing your MBTI Style PreferenceKnowing your MBTI Style PreferenceType Talk for TeamsType Talk for Teams

Blending Communication Styles & TeamsMBTI, Communication and Team EffectivenessMBTI, Communication and Team EffectivenessCreating Team AgreementsCreating Team Agreements

Agenda

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�All conversations are confidential

to this room

� Equal contribution to conversations

� Questions are encouraged

� No one MBTI style is “better”, only different

� Behavioral style does not explain everything

� Sharing of information is voluntary - participation is assumed

� You do not have to agree to everything we talk about today,

do remain open to exploration of thoughts and ideas

� Laughing at ourselves is encouraged - but no labeling or

teasing

Operating Guidelines for The Day


About Sylva Leduc & Sage Leaders

Sylva LeducSylva Leduc, MEd, MPECExecutive Coach

Leadership Strategist

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Team Mindset Giving others the benefit of the doubt

Multiple Roles Clarity when to wear department head hat and when to

wear “the best for the organization” hat

Feedback Willing to give feedback (positive, timely & relevant)

Decision Making

Process

• Discussing/debating passionately

• Shifting to consensus decision making process

• Acknowledging decisions not always unanimous

• Expecting respect/support once decisions are made

Accountability Holding one another accountable

Measurements Implementing the concepts of measurement and

accountability on a daily basis

Modeling Behaviors Creating a lasting positive impact with your team(s)

Desired Outcomes from Teambuilding


The Magic or The Magic or Misery of TeamsMisery of Teams

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Characteristics of Effective Teams

Describe the best team you’ve ever been on: one that created “magic” or was a Dream Team


Characteristics Of Effective Teams

� The Values and Goals of the Group Are Interpreted as the Needs and Values of the Members

� The Group Believes it Can Accomplish the Impossible

� Understanding the Nature and Value of Constructive Conformity and When and How to Use it

� Mutual Influence Between Members and the Leader

� Mutual Agreement and Identification with Respect to Primary Task

� Open Communications

� Mutual Trust & Mutual Support

� Appreciation & Management of Individual Differences

� Selective Use of the Team

� Appropriate Member Skills

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Effective & Ineffective Teams

Effective TeamsEffective Teams Ineffective TeamsIneffective Teams� Goals Are Clarified and Changed to Give the Best

Possible Match Between Individual Goals and the

Team’s Goals; Goals Are Cooperatively Structured

� Communication Is Two-Way; the Open and Accurate

Expression of Both Ideas and Feelings Is

Emphasized

� Participation and Leadership Are Distributed Among

All Team Members; Goal Accomplishment, Internal

Maintenance and Developmental Change Are

Underscored

� Ability and Information Determine Influence and

Power; Contracts Are Built to Make Sure the

Individual Goals and Needs Are Fulfilled; Power Is

Equalized and Shared

� Decision Making Procedures Are Matched With the

Situation; Different Methods Are Used at Different

Times; Consensus Is Sought for Important

Decisions; Involvement and Group Discussion Are

Encouraged

� Controversy and Conflict Are Seen as Positive Keys

to Members’ Involvement

� Members Accept Imposed Goals; Goals Are

Competitively Structured

� Communication Is One-Way; Only Ideas Are

Expressed; Feelings Are Suppressed or Ignored

� Leadership Is Delegated and Based Upon

Authority; Membership Participation Is Unequal

With High-Authority Members Dominating; Only

Goal Accomplishment Is Emphasized

� Position Determines Influence and Power; Power

Is Concentrated in the Authority Positions;

Obedience to Authority Is the Rule

� Decision Are Always Made by the Highest

Authority With Little Team Discussion; Members’

Involvement Is Minimal

� Controversy and Conflict Are Ignored, Denied,

Avoided or Suppressed


Forming is the first stage during which the team agrees on the goal or vision, and delegates tasks.

The second stage is called Storming and it’s where conflict typically arises.

Norming is the third stage and it’s where conflict is resolved.

Performing is the fourth stage, where the team works harmoniously towards a common goal.

Four Stages Of Team Development

FORMING

STORMING

NORMING

PERFORMING

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STAGESTAGE

FormingForming

StormingStorming(Critical for success)(Critical for success)

NormingNorming

PerformingPerforming

MAIN TASKMAIN TASK

•• Get Get acquainted with team acquainted with team members members and the and the

task task

•• Sort out differences & identify strengths; Sort out differences & identify strengths;

•• Questioning of 'power relationships'Questioning of 'power relationships'

•• Develop clear agreementsDevelop clear agreements

•• Clarify project & tasksClarify project & tasks

•• Determine performance standardsDetermine performance standards

•• Work cohesively together based on skillsWork cohesively together based on skills

•• Establish roles, relationshipsEstablish roles, relationships

•• Determine decision making proceduresDetermine decision making procedures

•• Utilize strengths & interests Utilize strengths & interests

•• Focus on the task and work productively Focus on the task and work productively

togethertogether

•• Ongoing internal assessmentOngoing internal assessment

CHARACTERISTICCHARACTERISTICSS

•• Tentative Tentative

•• Overly polite Overly polite

•• Concerns over ambiguity Concerns over ambiguity

•• Silences in meetings Silences in meetings

•• Conflict Conflict

•• Resistance Resistance

•• Criticism Criticism

•• Interrupting speakers Interrupting speakers

•• Not attending meetings Not attending meetings

•• Seek consensus Seek consensus

•• Agree on ground rules Agree on ground rules

•• Supportive environment Supportive environment

•• Cooperation Cooperation

•• Decision making Decision making

•• Problem solving Problem solving

•• Less emotional Less emotional

•• Achievement Achievement

Activities & Characteristics of Each Stage


Team Performance Curve

Team

buildin

gTeam

work

Team

ing

Working Group (PseudoWorking Group (Pseudo--team)team)

Potential teamPotential team

HighHigh--performing teamperforming team

Perf

orm

an

ce Im

pact

Perf

orm

an

ce Im

pact

on

o

n O

rgan

izati

on

Org

an

izati

on

Real teamReal team

Source: Adapted from Source: Adapted from The Wisdom of TeamsThe Wisdom of Teams

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MBTIMBTI

Building a High Performing Leadership Building a High Performing Leadership Team at the Terraces of Phoenix with Team at the Terraces of Phoenix with

the Myers Briggs Type Indicatorthe Myers Briggs Type Indicator


Innate Preferences

• Exercise: write your name

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History of Type Theory

• Swiss psychiatrist Carl Jung developed a theory early in the 20th century to describe basic individual preferences.

• Mother & Daughter Team– Isabel Briggs Myers (1875-1968) & Katherine Briggs (1897-1980)– In 1926, Briggs wrote a book on 4 personality types– Later discovered Jung’s work and added to it

•• The MBTI now offered by Consulting Psychologists Press (CPP) The MBTI now offered by Consulting Psychologists Press (CPP)

– Represents results of 50+ years of research

– Used globally in education and corporate settings

– Completed by over 2 million people each year


About MBTI Types

The MBTI measures only strengths or clarity of preferences The MBTI measures only strengths or clarity of preferences notnot abilities or aptitudes. No one type is best.abilities or aptitudes. No one type is best.

No two people with the same type are exactly the same No two people with the same type are exactly the same ––there are endless variations within each type.there are endless variations within each type.

The MBTI does not measure:The MBTI does not measure:

• IQ or intelligence

• “Normalcy”

• Maturity

• Illness

• Affluence

• Stress or Trauma

• Emotions

• Psychiatric Disturbances

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Myers-Briggs Type Indicator

DIMENSIONDIMENSION PREFERENCEPREFERENCE CONTIUUMCONTIUUMDirectionDirection ofof InterestInterest oror EXTRAVERSIONEXTRAVERSION INTROVERSIONINTROVERSIONFocus of Attention (Energy)Focus of Attention (Energy)

GatheringGathering datadata oror SENSINGSENSING INTUITIONINTUITIONTakingTaking inin datadata

MakingMakingDecisionsDecisions THINKINGTHINKING FEELINGFEELING

LifestyleLifestyle oror OrientationOrientation JUDGINGJUDGING PERCEIVINGPERCEIVINGtotoWorldWorld


Caution about MBTI Word Usage

Words used to describe preferences in psychology do not mean the same thing as they do in everyday life

Extravert does not mean talkative or loud

Introvert does not mean shy or inhibited

Sensing does not mean well-developed senses

Intuitive does not mean having better intuitions

Thinking does not mean intellectual

Feeling does not mean emotional

Judging does not mean judgmental

Perceiving does not mean perceptive

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The Sixteen Types

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ


The General Population &The General Population &The The Terraces Leadership Terraces Leadership TeamTeam

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Type Focus & Demographics

ISTJISTJNatural Organizer

12%

ISFJISFJCommit to Getting Job

Done 14%

INFJINFJInspiring Leader &

Follower 2%

INTJINTJIndependent Thinker

2%

ISTPISTPJust Do It!

5%

ISFPISFPAction Speaks Louder

Than Words 9%

INFPINFPMaking Life Kinder &

Gentler 4%

INTPINTPProblem Solver

3%

ESTPESTPMake Most of Moment

4%

ESFPESFPLet’s Make Work Fun

8 %

ENFPENFPPeople are the Product

8%

ENTPENTPProgress is the

Product 3%

ESTJESTJNatural Administrator

9%

ESFJESFJEveryone’s Trusted

Friend 12 %

ENFJENFJSmooth-Talking

Persuader 2 %

ENTJENTJNatural Leader

2%


ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ

MBTIs for Terraces’ Leadership Team

Team MBTI Profile is Team MBTI Profile is E, S, T/F, JE, S, T/F, J

TroyTroy

Brenda DannisBrenda DannisTomTom

RichardRichard

Andrea MargeAndrea MargeHazael JohnHazael JohnMarciaMarcia

Danny Danny

Adam ConnieAdam Connie

CelesteCeleste

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Using Type at Work

With similar types on a team:– The team will understand each other easily and quickly

– Will reach decisions quickly, but will be more likely to make errors due to not taking in all viewpoints

– May have more blindspots

– May fail to appreciate gifts of the “outlying” types

With a variety of types on a team:– Takes longer to establish communication within team

– Less likely to overlook possibilities and details

– Longer to reach consensus

Source: From Teambuilding Program (2nd Edition),

E. Hirsh, K. W. Hirsh, S. Krebs Hirsh, 2003, CPP, Inc.

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Caution: Blindspots

What do you think some of the What do you think some of the blindspotsblindspots might be?might be?


Caution: Blindspots

Not many Intuitive (N) StylesNot many Intuitive (N) Styles

Not many Perceiver (P) StylesNot many Perceiver (P) Styles

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Types Types in Actionin Action


What Do You See? Sensor (S) & Intuitive (N) ways of gathering information

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Planning According To Type

You have been given $5,000 for a vacation

You have 10 minutes to plan for it

Write down the steps you’d take

Judger (J) & Perceiver (P) ways of planning & organizing


You are the champions in your neighborhood to You are the champions in your neighborhood to

raise money to send a group of underprivileged kids raise money to send a group of underprivileged kids

to a summer computer camp. to a summer computer camp.

Your neighborhood identified six children they want Your neighborhood identified six children they want

to help. After four months of fund to help. After four months of fund raising, raising, enough enough

money was raised for only five of the six children. money was raised for only five of the six children.

As the champions of the team, As the champions of the team, your neighbors are your neighbors are

looking to you to decide what to do.looking to you to decide what to do.

Exercise: Difficult Decisions:Feeler (F) & Thinker (T) ways of making decisions

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Decision-Making Using Type

• Recognize how group members may complement or contrast each other

• On the other hand, watch out for groupthink!

• Focus on respectful debate and compromise

• Appreciate the unique value of each person’s viewpoint and input

FactsFacts - sensing perception (S)

PossibilitiesPossibilities - intuitive perception (N)

ConsequencesConsequences - thinking judgment (T)

ValuesValues - feeling judgment (F)

S N

T F


Understanding Type in Stress

Potential Pitfalls• Characteristics when under stress or out of Type

Examples• Overcrowded schedule may force you to exhibit more judging traits than you may prefer

• Team projects may force you to work as an extravert; brainstorming, talking through problems vs. thinking them through on your own

• Concrete information may be more valued more than “gut-feeling” approach

• Staff meeting may focus on everyone’s involvement first, when you would prefer to address the task first.

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Stressors For Type Combinations

Adapted from Isachsen & Berens, Adapted from Isachsen & Berens, Working TogetherWorking Together, 1988, 1988

Core NeedsCore Needs Meaning and Meaning and SignificanceSignificance

Mastery &Mastery & --SelfSelf--ControlControl

Knowledge & Knowledge & CompetenceCompetence

Membership or Membership or BelongingBelonging

Responsibility Responsibility or Dutyor Duty

Freedom to Act on Freedom to Act on Needs of the MomentNeeds of the Moment

Ability to Make an Ability to Make an ImImpactpact

StressorsStressors InsincerityInsincerity

BetrayalBetrayal

Lack of Lack of IntegrityIntegrity

PowerlessnessPowerlessness

IncompetenceIncompetence

Lack of Lack of KnowledgeKnowledge

AbandonmentAbandonment

InsubordinationInsubordination

Lack of Lack of BelongingBelonging

ConstraintConstraint

BoredomBoredom

Lack of ImpactLack of Impact

When When StressedStressed

DisassociatesDisassociates

Becomes Becomes PhonyPhony

ObsessesObsesses

BecomBecomes es mindlessmindless

ComplainsComplains

Becomes Sick, Becomes Sick, Tired, Sorry, Tired, Sorry, WorriedWorried

Retaliates, Becomes Retaliates, Becomes RecklessReckless

Antidotes for Antidotes for StressStress

Affirmation and Affirmation and Nurturing from Nurturing from Self and OthersSelf and Others

Reconfirmation Reconfirmation of Competence of Competence & Knowledge& Knowledge

A New ProjectA New Project

Appreciation & Appreciation & Inclusion in Inclusion in New ActivNew Activities ities and New and New MembershipsMemberships

Recognition of Recognition of Finding New OptionsFinding New Options

New ActivitiesNew Activities

Idealist NFIdealist NF Rational NTRational NT Guardian SJGuardian SJ Artesian SPArtesian SP


Team Frustrations & Type Dialogue

ISTJStop working

so hard

ISFJStop worrying

about everything

INFJStop staring off

into space

INTJStop being

so stubborn

ISTPStop nitpicking

ISFPStop wearing your heart on

your sleeve

INFPStep feeling hurt

INTPStop being

so theoretical

ESTPStop being

so blunt

ESFPStop playing

ENFPStop changing

your mind and the

team’s direction

ENTPStop generating

new actions

ESTJStop driving

things so hard

ESFJStop socializing

ENFJStop talking

ENTJStop trying to

manage us

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What uniquely do I/we contribute?What uniquely do I/we contribute?

To do our best work I/we need…To do our best work I/we need…

Others irritate me/us when they…Others irritate me/us when they…

I/we irritate others when …I/we irritate others when …

What You Need to Know About My Style


MBTI & Leadership

The The IdealIdeal Leader Leader Is All of These…Is All of These…

ActionAction--oriented oriented

ContemplativeContemplative

PragmaticPragmatic

VisionaryVisionary

LogicalLogical

CompassionateCompassionate

PlanfulPlanful

AdaptableAdaptable

Source: From Source: From Teambuilding Program (2Teambuilding Program (2ndnd Edition)Edition), ,

E. Hirsh, K. W. Hirsh, S. Krebs Hirsh, 2003, CPP, Inc.E. Hirsh, K. W. Hirsh, S. Krebs Hirsh, 2003, CPP, Inc.

ExtravertExtravert

IntrovertIntrovert

SensingSensing

IntuitiveIntuitive

ThinkingThinking

FeelingFeeling

JudgingJudging

PerceivingPerceiving

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Points to Remember

• A person’s type should be regarded as a working hypothesis until confirmed by the individual.

• Everyone uses every preference.

• Psychological type can explain some human behavior – but not all, so don’t over interpret scores.

• Avoid stereotyping someone on the basis of type.

• Type should not be used as an excuse for doing or not doing something.


Next Steps …

• Think about the different MBTI preferences of your team members & your direct reports.

• Consider MBTI preferences of the Terraces’ residents.

• You’ll each receive an article on the MBTI & Lencioni’sthe Five Dysfunctions of a Team.

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DevelopingDevelopingTeam AgreementsTeam Agreements


Team agreements (which are also called working agreements or clear agreements) define how teams work together and support one another. Effective agreements are based upon guiding principles

shared by team members. These principles identify the standards of action that a team believes are critical to success and their satisfaction. Clear agreements foster team development by providing a structure to support the work of a team and to ease the entry and integration of new team members. Developing a clear agreement facilitates the interaction between team members as they attempt to understand what life on the team is all about.

Team agreements (which are also called working agreements or clear agreements) define how teams work together and support one another. Effective agreements are based upon guiding principles

shared by team members. These principles identify the standards of action that a team believes are critical to success and their satisfaction. Clear agreements foster team development by providing a structure to support the work of a team and to ease the entry and integration of new team members. Developing a clear agreement facilitates the interaction between team members as they attempt to understand what life on the team is all about.

Working Together Effectively:Developing a Team Agreement

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A Team Agreement is a document createdby the entire team containing the rules, the communication style preferences (MBTI) and philosophies by which the team functions, both as a group and individually. Each team member has a responsibility to adhere to the agreement and to communicate when the agreement is not being followed.

Definition of a Team Agreement


• Enhanced Effectiveness

• More Productive Meetings• Fewer Misunderstandings

• Increased Productivity Overall

• Happier Employees & Residents

Why Bother Building an Agreement?

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Working Together Effectively:Developing Team Agreements

• Individuals gain understanding of how they’ll function within the team.

• Defined expectations provide structure to support the team’s work.

• Team members gain common understanding of values and principles of the team.

OpportunitiesTeams that develop clear agreements understand how their team will operate, what to expect from team members and what is expected of them.

Risks

• New team members may not understand how the team works and what the team values.

• The team can lose the energy and excitement that comes early in team formation and development due to frustration.

• Team members may not meet one another’s expectations.

• Without addressing differences and agreeing on what they value as a team and expect of themselves, conflict, stress, and frustration.

Teams without clear agreements often experience the following obstacles to high performance:


Examples of Team Guiding Principles

Balance:

Time for family and personal well-being; respecting and

honoring work and non-work commitments

Discipline:

Begin rigorous, methodical, and systematic in approaching work

Idealistic:

Envisioning possibilities; looking for opportunities;

asking “what if”

Loyalty:

Faithful to commitments and obligations; dedicated

Openness:

Saying what you think and feel in a direct and truthful

manner

Productivity:

Getting the most done as efficiently as possible

Respect:

Showing esteem for others

Affection:

Showing caring, empathy, fondness and concern

Conformance:

Observing and complying to rules, standards, and the

wishes of others

Determination:

Showing perseverance, resolve, tenacity, and

conviction

Harmony:

Striving to get along with others regardless of

differences

Learning & Discovery:

Sharing knowledge; learning from each other and our

mistakes and achievements; taking time to reflect on

learnings from our experiences

Trust:

Acting in ways that are consistent with one’s words. Openly sharing information,

ideas and resources

Collaboration:

Providing mutual support and cooperation; building on each

other’s ideas

Control:

Ensuring order, consistency, while minimizing unpredictability

Diversity:

Looking for and appreciating differences and variety;

honoring and encouraging different styles and points of

view

Independence:

Honoring autonomy, free choice and discretion

Playfulness:

Having informal and good humored interactions with

others

Recognition:

Acknowledging others for their efforts

Seriousness:

Being business-focused and behaving in a no-nonsense

manner

Achievement:

Accomplishing what one sets to do, producing results

Competitiveness:

Striving to win, to be the best

Creativity:

Being imaginative, inventive, original and novel

Flexibility:

Readily adjusting and adapting to changing

circumstances, demands, and needs; doing what it takes to get the job done

Integrity:

Being honest, sincere; adhering to moral and

ethical principles

Pragmatic:

Being realistic and practical about what to expect and

what can be done

Structure:

Acting in a systematic, organized manner

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Criteria for Effective Agreements

• Clear and easily understood and describes how a team chooses to operate to

achieve its goals.

• Describes desired and appropriate behavior for all team members.

• Sets expectations for the team and team members for communication,

participation, decision-making & problem solving criteria.

• Identifies consequences.

• Expresses the beliefs of team members and the organization about how

business should be conducted.

• Provides an inspiring, meaningful reason for working together for team

members.

• Advances the Shared Purpose, Direction & Mission.


As a Project Team we will …

• Provide constructive, positive, honest and timely suggestions, feedback, and responses.

• Share resources and work products with team members.

• Ensure that everyone communicates equally during meetings

• Understand team roles and responsibilities, provide assistance and support for team members as needed.

• Ask for help when needed.

• Have workdays that typically do not exceed 10 hours per day on average, recognizing there will be times

that more hours will be necessary.

• Identify our regular work schedule, scheduled vacation time, training commitments and others’ personal

commitments.

• Honor team member’s time off and personal time as much as possible.

• Celebrate successes of the team such as completed deliverables and initiatives.

• Communicate interdependent issues between initiatives with other team members on a regular basis.

• Commit to the “buddy system” for new team members &provide support during their first weeks on the team.

• Schedule time for team building activities at the start of projects and periodically during course of team’s life

together.

• Identify individuals roles and responsibilities for our team success, ask what they hope to learn from and how

they want to contribute to the team’s work.

Example of a Team Agreement

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Team Agreement for Terraces Leaders

As the Leadership Team at the Terraces of Phoenix, we will …

•

•

•

•

•

•

•

•

•

•

•

•


Honorable Close

What would you like to share that will

bring closure to this day?

Examples:

– Something you really liked

– Someone who impacted you in a

positive way

– Something you need to apologize

for or clean up

– Anything that you feel is important

to share to bring closure

terraces of phoenix leaders - mbti & teambuilding€¦ · teams & types knowing your mbti...

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